HomeMy WebLinkAbout2017-02-13 Board of Selectmen Minutes
TOWN OF NORTH ANDOVER
BOARD OF SELECTMEN
120 MAIN STREET
NORTH ANDOVER, MASSACHUSETTS 01845
Richard M. Vaillancourt, Chairman
TEL. (978) 688-9510
Rosemary Connelly Smedile, Clerk
FAX (978) 688-9556
Phil DeCologero
Donald B. Stewart
Tracy M. Watson
BOARD OF SELECTMEN & LICENSING COMMISSIONERS
AGENDA
MONDAY, FEBRUARY 13, 2017
7:00 PM OPEN SESSION
TOWN HALL MEETING ROOM
120 Main Street
I. CALL TO ORDER
II. PLEDGE OF ALLEGIANCE
III. APPROVAL OF MINUTES
A. January 23, 2017 Open Session Minutes, as written
IV. COMMUNICATIONS AND ANNOUNCEMENTS
A. Council on Aging video presentation
B. Jeff Goldstein-cannabis cultivation facility
C. Watershed informational postcard
V. PUBLIC HEARING
A. National Grid Pole and Verizon New England Joint Petition-Salem Street
VI. CONSENT ITEMS
A. Request of North Andover Little League to use streets in North Andover for the 5 th Annual Opening
Day Parade on Saturday, May 6, 2017 from 8:15AM to 10:00AM
B. Appointment of Elaine F. Almquist to the Sustainability Committee
C. Vote to authorize Town Manager to execute a trash contract in excess of three years
D. Vote to accept MGL Chapter 166 §32A-Inspector of Wires Working as Electrician
E. Donations:
1. Donation in the amount of $1,000 from Helen Kondra to Veterans Services
2. Donation of a carved oak table from the American Textile History Museum to the Stevens Estate
3. Donation of a Chippendale block front secretary from the North Andover Historical Society to the
Stevens Estate
4. Donation of a 20x20 tent from Linda and Larry McHugh to the Stevens Estate
F. Request to surplus equipment-Youth & Recreation Services
VII. LICENSING COMMISSIONERS
A. Paul Gallant of Merrimack College requests one day wine and malt licenses for
1. Performance concessions at the Rogers Center for Performing Arts on Thursday, February 23,
2017 from 6:30pm-11:30pm
2. Performance concessions at the Rogers Center for Performing Arts on Friday, February 24,
2017 from 6:30pm-11:30pm
3. Performance concessions at the Rogers Center for Performing Arts on Saturday, February 25,
2017 from 6:30pm-11:30pm
B. Request of 99 Restaurants of Boston, LLC for change of manager from Leonard Caffrey to Gary
Spinale
VIII. OLD BUSINESS
IX. NEW BUSINESS
A. FY17 FY18 Recommended Budget (corrected)
X. PUBLIC COMMENT
XI.
A.
B. Job posting/vacancy log
XII. NEXT MEETING DATE
February 27, 2017
XIII. ADJOURNMENT
BOARD OF SELECTMEN MINUTES January 23, 2017
CALL TO ORDER: Chairman Richard Vaillancourt called the meeting to order at 7:00PM in the Town
Hall Meeting Room. The meeting was recorded.
ATTENDANCE: The following were present: Chairman Richard Vaillancourt, Clerk Rosemary Smedile,
Licensing Commissioner, Phil DeCologero, Donald Stewart, Tracy Watson, Town Manager Andrew
Maylor, Assistant Town Manager Ray Santilli and Executive Assistant, Laurie Burzlaff. Approximately 22
members of the public were in attendance.
PLEDGE OF ALLEGIANCE
APPROVAL OF MINUTES:
Rosemary Smedile made a MOTION, seconded by Phil DeCologero, to approve the Open Session
Minutes of January 9, 2017 Vote approved 5-0.
COMMUNICATIONS AND ANNOUNCEMENTS:
Swearing In-Firefighter Kyle Kobierski
Town Clerk, Joyce Bradshaw, administered the oath for Firefighter Kyle Kobierski who completed his
probationary year.
Chief McCarthy announced the Exchange Club firefighter of the year is Matt Davis. The Exchange Club
th
will hold a dinner and ceremony on January 26.
Update from IT
Chris McClure, Director of IT, will update the Board about the latest IT improvements.
Other communications and announcements
Town Manager, Andrew Maylor, informed the Board that the trash truck contractor emptied solid waste at
the recycling facility. This is the 2 nd time they have done this and the recycling facility has indicated they
are going to be sending a bill to the town for the cost of removing the trash. The town will deduct the cost
Chairman Vaillancourt stated that police officers will also be recognized at the Exchange Club dinner
previously mentioned by Chief McCarthy. The police officers of the year are: Detective Matthew
Zahoruiko, Detective Michael Reardon, Officer Daniel Quinlan, Officer Robert Hillner, Officer Jared
Lawlor, Lieutenant Daniel Lanen and Lieutenant EJ Foulds.
CONSENT ITEMS:
Angel Flight NE requests approval to use streets for the 2017 Ride for Angels Charity Event on Sunday,
September 10, 2017 from 7:00AM to 3:00PM
Included in the packet was a request from Barbara Sica of Angel Flight NE to use the streets in North
Andover on Sunday, September 10, 2017 from 7:00AM to 3:00PM for the Annual Ride for Angels charity
cycling event. The four routes (20, 40, 65 and 100 miles) will start and finish at Lawrence Municipal
Airport. Ms. Sica estimated 300 participants. All relevant departments recommend approval.
Tracy Watson made a MOTION, seconded by Rosemary Smedile, that the Board of Selectmen
approve the request of Angel Flight Northeast to hold the Annual Ride for Angels charity cycling
event on Sunday, September 10, 2017 from 7:00AM to 3:00PM, as presented. Vote approved 5-0.
Appointments to Cultural Council
The appointment subcommittee is recommending Mary Nadine Delano, Kenneth Delano and Vaijayanth
Gomadum be appointed to the Cultural Council.
Phil DeCologero made a MOTION, seconded by Rosemary Smedile, that the Board of Selectmen
appoint to the Cultural Council Mary Nadine Delano through June 30, 2017, Kenneth Delano
through June 30, 2018 and Vaijayanth Gomadum through June 30, 2019. Vote approved 5-0.
Board of Selectmen Minutes January 23, 2017 2
LICENSING COMMISSIONERS:
None
OLD BUSINESS:
Pick color for DPW building
As requested by the Board, Assistant Town Manager, Ray Santilli, presented the samples of colors for
the DPW building.
Rosemary Smedile made a MOTION, seconded by Phil DeCologero to choose Terra di Siena as the
color for the Department of Public Works building. Vote approved 4-0-1. Tracy Watson abstained.
NEW BUSINESS:
None
PUBLIC COMMENT:
Herman Benson of 2 Surrey Drive asked the Board to repair the road where Sutton Street intersects with
Route 125.
Included in the packet were the departmental monthly reports.
ADJOURNMENT:
Donald Stewart made a MOTION, seconded by Tracy Watson to adjourn the meeting at 8:00 p.m.
Vote approved 5-0.
Laurie A. Burzlaff
Executive Assistant
_______________________________
Rosemary Connelly Smedile, Clerk of the Board
Documents used at meeting:
Minutes of January 9, 2017
Request of Angel Flight NE
Appointment memo
Fire Department report
Overdose report
Police report
Job posting/vacancy log
Capital projects
Legal
Library
Senior Center
Report it
Building Department
price rent per square foot, with accompanying modest tax revenue for the town.
The largest tenants at the property right now are logistics and storage.
wage jobs.
-
Limited job opportunities at relatively low
include:
drawbacks of a logistics center
-
Low
The
;
Ipswich
and
Amesbury
Merrimac,
Gloucester,
Danvers,
Lowell,
Georgetown,
Salem,
:
communities
Impact on North Andover
Impact on North Andover Revenue
and Finances
Requested Action by North Andover
Town Meeting
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Larry and Linda McHugh have offered to donate a tent that they have no further use for, to the Stevens Estate
for use at events. It comes with all the stakes, cover bag and ties.
The tent is 20 years old and has an estimated value of $150.00
put it to good use for all the wonderful events held there. It our pleasure to make
The tent will be used for outdoor events that take place at the estate.
TOWN OF NORTH ANDOVER
MASSACHUSETTS
TOWN MANAGERS RECOMMENDED
BUDGET
FISCAL YEAR 2018
Rendition of New Public Works Building
TOWN OF NORTH ANDOVER, MASSACHUSETTS
FISCAL YEAR 2018
FINANCIAL PLAN AND OPERATING BUDGET
General, Capital Projects and Enterprise Funds
July 1, 2017 June 30, 2018
BOARD OF SELECTMEN
Richard M. Vaillancourt, Chairman
Rosemary Connelly Smedile, Clerk
Tracy M. Watson
Donald B. Stewart
Phil DeCologero
TOWN MANAGER
Andrew W. Maylor
The Government Finance Officers Association of the United States and Canada (GFOA) presented its
award for Distinguished Budget Presentation to the Town of North Andover for the annual budget for
the year beginning July 1, 2015. In order to receive this award, a governement unit must publish a
budget document that meets award criteria as a policy document, as an operational guide, as a
financial plan and as a communication medium. This award is valid for one year only. We believe
our current budget continues to conform to program requirements and were submitting it to the
GFOA to deteremine its eligibility for another award.
TABLE OF CONTENTS
INTRODUCTION AND OVERVIEW
Executive Summary
Town Organization
Organizational Chart
Principal Officials
Budget Policy and Objectives and Related Goals
Challenges Addressed in Fiscal Year 2016 Budget
Development of the Fiscal Year 2016 Budget
FINANCIAL STRUCTURE
Budget Overview
Budget Calendar
Financial Reserve Policies
Overall Summary of the Budget
FINANCIAL SUMMARY
Financial Plan General Fund
Financial Plan Enterprise Funds
General Fund and Enterprise Fund Revenues by Year
General Fund and Enterprise Fund Expenditures by Year
Description of Funds Subject to Appropriation
Governmental Fund Balance Classification
Non-major Governmental Funds
Stabilization Funds
Five Year Financial Forecast
CAPITAL AND DEBT
Report of the Capital Improvement Plan
Executive Summary Capital Improvement Program
Debt Service/Net Revenue Ratio Summary
Summary of Capital Improvement Recommendations
Capital Project Criteria Rating Sheet
Capital Project Criteria Point Schedule
Capital Project Details
Debt Service
DEPARTMENT INFORMATION
Town Personnel Analysis
Personnel Listing
General Government
Town Manager
Human Resources
Accounting
Assessors
Treasurer/Collector
Town Clerk
Conservation
Community Development
Planning
Board of Appeals
Public Safety
Police
Fire
Public Safety Reserve
Building Inspection
Emergency Management
Public Works
Administration
Streets and Sidewalks
Refuse and Recycling
Vehicle Maintenance
Structures and Grounds
Snow Removal
Health and Human Services
Health
Elder Services
Youth and Recreation Services
Veterans Services
Culture and Recreation
Library
Support Services
Admin Support
Auditing
Information Technology
Facilities
Education
North Andover School Budget
North Andover Personnel Listing
Non-Departmental
Insurance
Health and Property Insurance
Health Insurance Rate Chart
Retirement
Cherry Sheet Assessments
Finance Committee
Legal
Unclassified Shared Cost
Capital and Reserves
Enterprise Funds
Water Department
Sewer Department
Stevens Estate
DOCUMENT- WIDE CRITERIA
Statistics
North Andover at a Glance
Labor Force, Employment and Unemployment in North Andover
Largest Taxpayers
Departmental Statistics
Capital Asset Statistics
Glossary of Terms
Acronyms
INSERT TAB INTRODUCTION AND OVERVIEW WITH PICTURE FROM PREVIOUS PAGE TOWN SEAL
Town of North Andover
Office of the
Town Manager
North Andover Town Hall
120 Main Street
North Andover, MA 01845
e-mail:
amaylor@townofnorthandover.com
Andrew W. Maylor Telephone (978)688-9510
Town Manager Fax (978)688-9556
February 9, 2017
Executive Summary
Town Manager Recommended Budget Fiscal 2018
I am pleased to submit for your review and consideration the Fiscal 2018 Town Manager
Recommended General Fund and Enterprise Fund Budgets for the Town of North Andover. This
financial plan was developed with the adopted Budget Policy Statement as a guidepost for
determining priorities and is built on our agreed upon foundation that we must deliver a sustainable
level of services while honoring our commitment as stewards to leave the community better off at the
end of our tenure than when we began.
During the Five Year Financial Forecast presentation back in December and based on the preliminary
report of the Revenue and Fixed Cost Review Committee, each department was asked to develop
NO MORE
their budgets assuming than a 4.0% year over year budget increase. It is important to
note that the goal in establishing a milestone for budget growth provides each department with a
framework for making annual requests for funding but does not guarantee that this funding will be
approved if not justified or necessary. This is why you see fairly large differences in the percentage
increases (or sometime decreases) from department to department. It is important to note that our
professional staff works diligently to prepare thoughtful and thorough budget requests being mindful
best for the town as a whole. The Town Manager Recommended Budget for FY18
assumes a 4.0% increase -
funding for reserves and a 4.1% increase when those same reserves are included. Although the 4.1%
total budget increase exceeds the framework provided to departments, this was largely due to
Non-Departmental/Fixed CostsDebt Service,
increases well in excess of 4.0% in several such as
Workers CompensationRetirement Assessment,
and which were mostly offset by year over year
increases in most municipal departments of less than 4.0%. It should be noted that on February 2,
2017 the North Andover School Committee voted unanimously to adopt the recommendation of the
superintendent of schools for a 4.0% increase. For the decade that preceded this achievement, we
worked on a day to day basis trying to do what is right for our community and then reflected on a
we had not moved the community forward. In North
Andover, several years ago we had a reflective moment and decided that we must find a way to
remove the distractions that so often get in the way of our ability to achieve more. We embraced the
, the first step in effective public leadership is setting the
agenda or what we call the PLAN.
The result of our commitment to our PLAN has been in so many ways transformative. The past year
has been a continuation of the previous four from an accomplishment perspective. In North Andover,
practical
being a responsible public administrator requires a accountability. The residents and
business owners of the Town of North Andover take great pride in the quality of life that living in our
town provides. The local government of North Andover sees its role and goal as preserving or
enhancing that quality of life. We make decisions with that as our focus and follow through using
Service, Stewardship
guiding principles to help us deliver on that goal. Those three principles are:
and Sustainability
.
2016 was an extraordinary year from a financial perspective. Most notably we were upgraded to
AAA bond rating by Standard and Poors. It marked the second rating increase in the last 5 years and
that we had achieved the highest rating possible. This
accomplishment was due in large part to our ability to work collectively toward common goals. As
an example, we have entered town meeting each of the last 5 years with a consensus budget. That
means that selectmen, school committee members, the superintendent and I recommend the budget
jointly. Trust me, this is a remarkably unusual occurrence. We have learned from difficult times of
Sustainability
the Great Recession of 2008/2009 that is essential. Therefore, we fund reserves before
Stabilization Fund, and a SPED Stabilization Fund. As a result our total reserves have grown from
$851,000 in 2008 to $18,875,000 today. Continuing with the same theme, at the upcoming Town
Meeting in May I will recommend a Curriculum Revolving Fund which will dedicate up to $250,000
dollars annually to updating and keeping current the resources our teachers and students need to
succeed.
But fiscal stability is not enough to maintain the quality of life that I spoke about earlier, equally
Stewardship
important is our focus on . So in 2012 we committed to a plan to invest in our bricks and
th
mortar infrastructure. 2016 marked the completion of the 4 project in that plan, a newly expanded
and renovated Town Hall. This project was after constructing a new central fire station and school
administration in 2015 and we are not done yet. In 2017 we will open an expanded and renovated
DPW building and, if all goes according to plan, we will construct a new Kindergarten only school
that will open in August 2018. The plan will conclude with an expansion of our senior center in 2020.
But, as you know, SPENDING IS NOT THE HARD PART, PAYING FOR IT IS; and in our case all
of these projects, $30+ million in total, will be paid for without a debt exclusion override and without
Stewardship
adversely impacting services. The piece to our plan is not limited to our buildings. We
have committed and begun upgrading all of our town and school playgrounds, we have spent more
than $5 million on roadway upgrades during the past 5 years and plan to spend more than $6 million
during the next 5 years. Some additional initiatives that will continue into FY18 which are consistent
Service, Stewardship and Sustainability
with our core principles of are:
North Andover became the first community in the Commonwealth to agree to free curbside
textile recycling.
We have started the process of aggregating our residential electric load to provide residents with
price stability and the opportunity to choose a greener mix of product.
We have developed our own resident reporting tool called REPORT IT. That allows residents
to track our response to calls for service.
We have required GPS devices to be placed in our contracted plow equipment to increase
efficiency and accountability.
We have developed our own town of North Andover App that allows residents quick access to
important information from their Android or Apple smartphone.
Water and sewer rates will remain unchanged for the 6th straight year.
In concert with nonprofit partners we added more than 100 acres to our protected open space
and conservation land and today more than 5500 acres of town land and more than 70 miles of
public trails are protected for future use by residents and visitors to our community.
Economic Development
Service, Stewardship and Sustainability are also factors that contribute to our Economic Development
in 2014 has resulted in a significant change to the former
home of Snyder Electric and Converse Sneaker. The town partnered with RCG by creating more
favorable zoning and committing more than $1 million in infrastructure improvements. The results in
FY16 and FY17 have been transformative. We now have new above market rate loft apartments and
a more dynamic mix of tenants. From makerspaces specializing in STEM enrichment for kids, to high
tech companies like Seven 10 Storage Software, to toy companies like the award winning Schylling
Inc., who relocated their headquarters to North Andover in 2016, hundreds of new jobs have been
There were many other business that have either moved to North Andover in 2016 or expanded an
already successful enterprise. One of the more creative examples is KettlePizza. No Kettle Pizza is
not a pizza shop. Founder Al Contarino is actually an inventor who used his passion for grilling to
develop a device that allows you to cook pizza on your outdoor gas or charcoal grill. This product is
made in the USA and sold nationally. From startup to our longest standing business Watts Water.
First opened in 1874 by Joseph Watts, in 2016 this international industry leader opened a one of a
kind 12,000 foot state of the art training center at its headquarters in North Andover. And the list
could go on.
Fiscal 2018 General Fund Budget Highlights
Revenue
The revenues for the Fiscal 2018 Town Manager Recommended General Fund Budget total
$95,876,069 or a 4.1% increase compared to the Fiscal 2017 approved budget. The revenues are
estimated to increase by $3.8 million year over year and are based on the recommendation of the
Capital
Revenue and Fixed Cost Review Committee, with the exception of the use of Free Cash for
and Reserves,
which are recommended by the Town Manger and described in more detail later in
this document. Property taxes are assumed to increase by 4.3% or $3.0 million based on the
provisions of Proposition 2½ and added New Growth. Local Receipts, which include revenue streams
such as the local meals tax, motor vehicle excise tax, and building fees, are expected to increase by
4.7% or $450k. Specifically, the assumption for the largest category within local receipts, motor
vehicle excise, is an increase of $300k to $4.3 million in FY18 reflecting a steady trailing indicator to
an improving economy. Until the final State Budget is signed by the Governor (sometime well after
the Annual Town Meeting), we will not be certain about the final state aid amounts and therefore, we
have continued our practice of level funding state aid
assumes a lower than expected increase in this revenue category. The indirect costs incurred by the
Enterprise Funds and reimbursed to the General Fund are the primary revenue source in the
Operating Transfers category.
Expenses
Total recommended General Fund Spending for FY18 is $95,876,069 or a 4.1% increase compared to
the Fiscal 2017 approved budget (including one-time revenue for reserves).
Non-Departmental/Fixed Costs
This category represents approximately 28% of all General Fund spending which is up 1% year over
year. The budget recommendation incorporates the Revenue and Fixed Cost Review Committee
Capital and Reserves
estimates, as well as adding recommendations made under , and an additional
$656k for an expected increase in Health Insurance premiums, for a total of $26.8 million or an
Capital and Reserves
increase of 6.5%. This percentage decreases to 6.2% when excluding
(explanation below). The Retirement Assessment of $4.8 million, an increase of $332k, is based on a
funding schedule independently prepared for the Essex Regional Retirement System of which North
Andover is the largest member. The 7.5% increase in this category should be expected annually for
the next decade or more. Health insurance premiums for active and retired employees are
conservatively projected to increase this year by 6.2% although the actual rate increase will not be
known until early March. Current year spending in this category is tracking very well and it is
possible that the actual FY18 increase in this category will be below 5%. There are projected
increases in most of the other insurance accounts. The only notable one is the increase of
54.4% over the past two years (29.3% from FY17 to FY18) in Workers Compensation due to
increased claims. Last year a retrospective three year view of Unemployment Compensation led to a
recommendation to decrease this category by $25k after a $50k decrease two years ago. Another
anticipated increase in the number of students (two additional) attending the Essex Agricultural
Technical High School has resulted in a recommendation that this expenses be increased by
approximately $83k.
Capital and Reserves
This line item within the Non-Departmental/Fixed Costs category includes recommended and
required transfers to various reserve accounts in the amount of approximately $1.3 million, up by
approximately $135k from FY17. Specifically, in FY18 the Town Manager Recommended Budget
includes an appropriation to the Capital Stabilization Fund of $350k for the second straight year and
an appropriation of $159k to the general Stabilization Fund to achieve the 5% reserve standard which
Free Cash
is our goal. Both of these requests will be funded with . I am recommending the continued
funding of the OPEB Trust fund with a transfer of $200k into this account from Free Cash in FY18.
The final item within this category is the Overlay Reserve Fund which is used to pay for approved
property tax abatements and the recommended amount of $550k this year is consistent with past
years. The Overlay Reserve Fund is funded by Operating Revenues.
School and Municipal Government Spending
The approved School Department budget, which I support, reflects an increase of 4.0% in FY18. I am
recommending total Municipal spending increase by 1.6% over FY17. However, for many of the
larger Municipal Departments (e.g. Police, Fire) I am recommending increases in excess of 3.0%
including 3.8% increases in our public safety departments when accounting for reserves. On a case by
case basis for some departments such as the Stevens Library and the Town Accountant, the budget
recommendation will also exceed 3.0% primarily due to staffing increases. Specifically in the Town
Accountant budget the reallocation of the staffing cost of the payroll coordinator from Shared
Services back to that department was the reason for the increase. It should also be noted that, as a
percentage, the Stevens Memorial Library has seen the largest increase in staffing of any department
during the past five years. Also notable are the significant decreases in the Town Clerk budget, since
there will be fewer elections in FY18, and the Planning Department budget, since in FY17 a
significant portion of the Master Plan was funded from there.
Staffing
General Fund School Department
The approved School Department Budget for FY18 recommends an increase of 5.25 Full Time
Equivalent (FTE) employees: Three (3.0) elementary teachers (one of which was funded but not
filled, as part of the FY17 budget process); one (1.0) K-6 Math Coach; increase by .25 FTE Reading
Intervention Support; and a 1.0 FTE increase as a result of ending the pilot program which shared
payroll and accounts payable with the Municipal Government.
General Fund - Municipal Government
Municipal General Fund staffing for FY18 includes a 1.52 FTE increase from FY17. One additional
FTE is the result of an agreement with the School Department to fund a member of their IT staff from
the Shared Services budget which is reported on the Municipal FTE Position List. Of the remaining
.52 FTE increase, .19 is based on my recommendation to increase the part time schedule of the
administrative assistant in the Veterans Department by 2.5 hours per week. The final .33 FTEs are the
result of increasing the number of hours of two part time library staff members. The decision to
return the payroll coordinator position from Shared Services in the Admin Support area back to the
Town Accountant department has no net effect on the FTE count since they are both reported on the
Municipal Position List. It should be noted that the staffing changes this year have no effect on the
eligibility of impacted employees to receive health insurance or retirement benefits.
Support Services
The Support Services category represents those departments which deliver services to both School
and Municipal (general government) departments, in other words, shared services. For budgeting
purposes, the costs to operate these departments are established and accounted for prior to the
allocation of remaining funds to other departments. In FY18 this category is recommended to
Admin Support
decrease by $47k or 2.7% which is largely attributable to a $70k decrease in due to
an agreement with the School Department to discontinue our pilot project of centralizing the payroll
and accounts payable functions.
Fiscal 2018 Enterprise Fund Budget Highlights
Water
The recommended Water Enterprise Fund budget for FY18 will see an increase of 0.2% compared to
FY17 ($4.52 million vs. $4.50 million) . Total Personnel Costs
are recommended to increase by 3.83% year over year while Debt Service and Expenses will
decrease from FY17. The fund balance in the Water Enterprise Fund has exceeded the four months
worth of operating reserves ceiling per the Financial Reserve Policy and any retained earnings in
excess of that amount will be used to offset rates through pay-as-you-go capital purchases. This was
this type of transfer can create the impression that expenses within the fund are increasing
dramatically. This is not the case since these funds are reserved already and do not need to be raised
through user fees. If the recommended budget is approved by Town Meeting, water rates should
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remain unchanged for the 6 consecutive fiscal year.
Sewer
The recommended Sewer Enterprise Fund budget for FY18 will see a 0.69% increase from FY17
($4.66 million vs. $4.62 million) largely attributable to an increase in salaries of $12k or 3.3% and an
increase of $100k in the assessment from the Greater Lawrence Sanitary District. Pay-as-you-go
capital funding from retained earnings is recommended to decrease by $50k in FY18 down from
$150k in FY17, but will still cover 100% of the cost of FY18 requested capital projects. These
increases are offset by a continued decrease in Debt Service which has declined for the fourth straight
year, although only modestly. The fund balance in the Sewer Enterprise Fund has reached the four
months worth of operating reserves ceiling per the Financial Reserve Policy and any retained
earnings in excess of that amount will be used to offset rates through pay-as-you-go capital
purchases. If the recommended budget is approved by Town Meeting, sewer rates should remain
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unchanged for the 6 consecutive fiscal year, although continued increases by the GLSD could cause
the need to increase rates in future years.
Stevens Estate
The performance of the Stevens Estate in FY17 continues to be strong and I fully expect that the
Fund will generate its fifth consecutive profitable year. Given the nature of how Enterprise Funds
operate and the for-profit context of the Estate, in order to keep pace with the increased bookings the
expenses will also need to increase to generate additional revenues. This year the expense increase is
when excluding capital spending
17.4% . For the second consecutive year since the Town
purchased the Estate more than two decades ago there is sufficient Enterprise Fund retained earnings
to reinvest a portion of those earnings ($110k) in much needed capital improvements. This is a
positive step since the long term concern regarding the Stevens Estate lies in the area of capital
maintenance of not only the main building but also the Gate House and Carriage House. Based on
information provided by a consultant retained by the town, the property will require several million
dollars in improvements during the next several years which would likely far exceed any profits
generated by the function facility. The non-traditional governmental operation of a function facility
by a municipality also remains a concern especially in the area of cash management. As a result, the
town is exploring having an outside vendor manage the bar activity at the Estate. The impact of
this activity would be the elimination of any risk associated with handling cash and a
likely decrease in net profit at the Estate.
Conclusion
The development of this recommended budget would not be possible without a commitment by all
departments to review each and every line item in their budgets so that their FY18 requested
funding is consistent with our goals of sustainability, stewardship, and service, while being mindful
of the limits of our funding. We are extremely fortunate to have such a professional and skilled staff
that is committed to excellence. I need to recognize the extraordinary partnership we have
developed with the North Andover School Department. I have been truly amazed by the
competence, passion and energy of our superintendent Dr. Jennifer Price. I look forward to working
with her during the next several years as we continue our journey down the positive path that has
allowed us to accomplish so much and which foreshadows great future successes. I would also be
remiss if I did not single out Finance and Budget Director Lyne Savage and Assistant Town
Manager Ray Santilli for their invaluable assistance in helping me prepare this budget. The
professional comradery that exists between all those involved in the budget process has made North
Andover a model community that others surely would like to emulate.
I am confident that you will find that the material contained within this document is consistent with
the purposes and policies prioritized by the Board in the Budget Policy Statement and I look
forward to working with you and the Finance Committee between now and Town Meeting.
Regards,
Andrew W. Maylor
Town Manager
Town Organization
Background
The Town of North Andover is located in Essex County, approximately 24 miles north of Boston.
The Town lies along the banks of the Merrimack River and is surrounded by the Towns of Boxford,
Andover, Middleton, North Reading, and the Cities of Lawrence, Haverhill and Methuen. The
settlement of the Town began in 1640 and was incorporated as Andover in 1646. The community was
split into the North Parish (now North Andover) and South Parish (now Andover) in 1709 and North
Andover was incorporated as a separate entity in 1855. North Andover is governed by an open Town
Meeting form of government, a five-member Board of Selectmen and a Town Manager pursuant to a
Home Rule Charter that went into effect in 1986. Although North Andover contains several industrial
parks, the Town has retained a rural character and contains over 3,000 acres of preserved open space.
North Andover is served by Route 495, Route 125, Route 133 and Route 114. North Andover is a
thriving community with an excellent school system, efficient services and a strong commitment to
its citizens.
The Town provides general governmental services for its citizens, including police and fire
protection, collection and disposal of refuse, public education for pre-kindergarten through grade
twelve, water and sewer services, parks and recreation, health and social services, libraries/culture as
well as maintenance of streets and other infrastructures. The Merrimack Valley Regional Transit
Authority ("MVRTA") provides bus coverage for certain routes around the Town with connections to
the surrounding communities with the Merrimack Valley area.
Town Charter
The Town is governed by a home rule charter that provides for an Open Town Meeting - Board of
Selectmen - Town Manager form of town government; with Town Meeting defined as the Legislative
body, Board of Selectmen as the Executive body and the Manager as the Chief Administrative
Selectmen shall serve as the chief goal-setting and policy-making agency of the town and, as such,
shall not normally administer the day-to-day affairs of the town, but shall instead regularly direct the
Town Manager to help it in carrying out its administrative duties, and make recommendations to the
Town Manager shall be the chief administrative officer of the town and shall be responsible for
administering and coordinating all employees, activities and departments placed by general law, this
charter or by-
Board of Selectmen
Richard M. Vaillancourt, Chairman
Rosemary Connelly Smedile, Clerk
Tracy M. Watson
Donald B. Stewart
Phil DeCologero
School Committee
The School Committee has general charge and superintendence of the public schools of the Town.
The School Committee is comprised of five members elected at large. The School Committee has the
power to select and terminate a superintendent of schools, establish educational goals and policies for
the schools consistent with the requirements of the laws of the Commonwealth and standards
established by the Commonwealth. The School Committee also has all the power and duties given to
school committees by the laws of the Commonwealth.
The members of the 2015-2016 School Committee are:
David Torrisi, Chair
Stanley Limpert, Vice Chair
Amy Mabley, Clerk
Brian Gross, Member
Andrew McDevitt, Member
Revenue Fixed Cost Review Committee
The Revenue Fixed Cost Review Committee advises the Town Manager on revenue, other financial
sources and fixed cost projections for the town operating budgets. The Committee shall consist of
two finance committee members, the School Superintendent, the Director of Finance and
Administration, and the Town Accountant. The Town Manager shall serve as an ex-officio member
st
of the committee. The Committee shall meet within thirty (30) days but no later than December 1 of
the issuance of the Board of Selectmen budget policy statement provided for in Chapter 9, Section 2-
3 of the Town Charter and shall report to the Town Manager and the Finance Committee their initial
estimates for revenue and other financial sources projections and fixed cost estimates for the
forty-five (45)
anticipated fixed costs and shall provide a written rationale supporting estimates contained therein.
Boards and Commissions
policy and programs are impacted by the actions of the Town
exception of those members who derive their appointments as a result of their position in Town
government and the Town Charter mandating their membership, the Board of Selectmen or the Town
Manager appoints new members in accordance with the Town Charter along with the remaining
members of the respective board in accordance with the provisions of general law.
PRINCIPAL OFFICIALS
DepartmentOfficial (s)Additional Areas of Authority
AccountingLyne Savage, Town AccountantFinance Director, Budget Director
AdministrationAndrew Maylor, Town Manager
Raymond Santilli, Assistant Town Manager /Purchasing Agent
AssessingGarrett Boles, Assessor
Community & Economic DevelopmentEric Kfoury, Director
Conservation DepartmentJennifer Hughes, Administrator
Elder ServicesIrene O'Brien, Director
Emergency ManagementJeff Coco, Manager
Facilities ManagementStephen Foster, Manager
Fire DepartmentWilliam McCarthy, Chief
Health DepartmentBrian Lagrasse, Director Public Health
Human ResourcesCathy Darby, Director
Information TechnologyChristopher McClure, Director
Inspectional ServicesDon Belanger, Inspector of BuildingsPlumbing, Electrical
LibraryKathleen, Keenan, Director
Planning DepartmentJean Enright, Planning Director
Police DepartmentCharles Gray, Chief
Water, Sewer, Streets, Fleet,
Public WorksJohn, Borgesi, Interim DirectorBuildings, Solid Waste
Stevens EstateJoanna Ouellett , Director
Town ClerkJoyce Bradshaw, Clerk
Treasurer/CollectorGail Tierney, Treasurer / Collector
Veterans ServicesGerry McGuire, Veterans Agent
Water Treatment PlantGlen Alt, Manager
Youth & Recreation ServicesRichard Gorman, Manager
Budget Policy Objectives and Strategic Goals
The financial constraints which existed in the first decade of this century have been replaced with an
environment of relative fiscal stability, especially during the past three years. The FY18 spending plan will
continue to
that seek to promote a single, pro-North Andover agenda predicated on sustainability and stewardship.
Contained within those Fundamentals are priorities established by the Board of Selectmen as part of their
strategic planning process. The primary focus of the Fundamentals, assuming these priorities, includes:
Financial -
advancing resp
pressing needs while protecting against the impacts of economic downturns that could threaten
municipal services delivery and the viability of the Town government. The Town will continue to
maintain a structurally balanced budget. Priorities for the Board include attaining acceptable
reserve levels, increasing pay-as-you go capital funding, and reducing the OPEB liability.
Additionally, the Town remains committed to maintaining reduced energy costs and will pursue
programs and grants to help in that endeavor.
Economic Development further supporting the Town through an aggressive agenda that seeks to
attract new revenue in a variety of forms, including property tax, auto excise tax and building
inspection fees. The Town will aggressively market North Andover to the larger business
community and solicit input from current business owners about ideas for branding North Andover.
The Board has directed the Town Manager to research properties in the downtown area to be used
for municipal parking, including options for leasing a parcel of land or obtaining a right of first
refusal to purchase a property.
Neighborhood Enhancement continually producing improvements in each and every neighborhood
of the Town by updating infrastructure through a functioning Capital Improvement Program,
cleaning streets, enhancing open space, and tackling and resolving long-standing problems. The next
phase of the Playground Master Plan, Drummond Playground improvements, will commence in
FY18. In addition, the Town will develop a plan to replace trees along neighborhood streets,
seeking the assistance of residents to help maintain newly planted trees. The Town will take the
next steps in developing the Community Recreation Complex located at the Middle/Atkinson
Schools by working with community members to create the design of the complex. The Board will
continue to pursue opportunities to improve the Main Street Corridor to help the downtown area
reach its full potential as a convenient, connected and livable neighborhood. The Town will also
continue to review certain parcels in town that have a potential for large scale development to
determine if the Town may be interested in pursuing any parcels that, if developed, may have a
detrimental impact on delivery of town services.
Community Development fully encouraging partnerships between Town government and its
community, non-profit leaders, neighborhood groups and individual residents, in order to support a
broad array of programs and initiatives that may or may not be Town-run, but are all supportive of
range of human needs, including, but not limited to, affordable housing, health care, education and
job training. In FY18, the Board will explore options for selling the buildings and ancillary structures
of the Stevens Estate while retaining ownership of the surrounding protected open space.
Additionally, the Town will begin to create a new Master Plan working with a consultant to
facilitate the process with the Planning Board and community members.
Public Safety constantly improving upon the protection of the public and its property by initiating
policy and providing the necessary resources, be it training, staffing or equipment, to effectively
carry-
The Board will work with public safety departments and other relevant Town departments,
including the school department, and collaborate with other communities, to help combat
substance abuse and drug trafficking problems affecting our area.
Governmental Philosophy becoming a more open, responsive and responsible municipal
government that not only hears the needs of its people, but develops and initiates efforts designed
to address those needs in an honest, fair, equitable, accountable and cost-effective manner, while
never sacrificing good government for the benefit of those whose goals run counter to that of a pro-
North Andover agenda. In FY18, the Town will recodify the general and zoning bylaws and update
or eliminate outdated policies. The Town will remain committed to the implementation of the
Facilities Master Plan adopted by the Town Meeting of 2012, and begin developing a second
Facilities Master Plan to address needs at municipal properties not included in the 2012 plan. The
Town will implementing additional
enhancements to make services for the public more convenient and will also continue to use social
media and other electronic communication systems to inform and engage the public.
Challenges Addressed in the Fiscal Year 2018 Budget
As in previous years the FY18 Budget is predicated on an agenda
statements regarding the Financial, Economic Development, Neighborhood Enhancement, Community
Development, Public Safety and Governmental Philosophy objectives that will guide the Town, in one form or
another, for years to come. Specifically, the FY18 Budget addresses major challenges relating to those
Fundamentals, including:
Defining and Managing Budget Issues for FY18 and Beyond Identifying and managing budgetary issues in
the face of a new economic environment which is remarkably unpredictable has represented an annual
challenge during the past several years, but in FY17 and FY18 we have begun to see a lessoning of the
financial pressures experienced during the past decade plus. That being said, our continued emphasis on
budgeting conservative revenue growth, recommending structurally balanced budgets and building reserves
to adequate levels has positioned us to weather almost any financial storm. However, short term successes
should not be confused with true sustainability and decision makers must remain focused on the long term
Promote Economic Development, Asset Improvement and Maintenance The FY18 Budget includes a
continued investment in pay-as-you-go capital projects and additional funding for the diverse set of reserves
that have been created in the past five years. In addition, the Budget includes the balance of the funding
development in our community.
Delivering High Quality Services that are Sustainable in the Long Term The FY18 Budget is in balance
without the use of one-time revenues for the sixth consecutive year. As has been the consistent theme for
the past several years, the goal is to maintain the current levels of sustainable services.
Development of the Fiscal Year 2018 Budget
The budget development process is structured to integrate long range planning with the specific short term
Finance Officers Association (GFOA) budget format and other tools to enhance the thoughtfulness and depth
of the information gathering process that ultimately leads to an approved comprehensive financial plan. The
framework of the budget development process includes:
Strategic Budget - Based on Long-Term Policies and Plans - The budget process began in September with a
Year Financial Forecast to be presented in December, adopted Financial Reserve Policies, the Five Year
Capital Improvement Plan, and the continued implementation of the Facilities Master Plan will provide the
linkage to the strategic context for the budget and reinforces the budget's role of implementing priorities
within these plans.
Financial Context for the Budget This review of available funding sources is a crucial first step in the capital
planning and budget processes of the Town. This policy statement will provide the initial focus for budgeting
development by setting broad expectations for the upcoming budget cycle and giving general direction to
budget planners.
Using the consensus State revenue estimates for December 2016 as a barometer, the economic scan for FY18
indicates that growth in the 3% - 3.2% range is realistic. However, projecting how state economic growth
translates into additional state aid or local receipts such as motor vehicle excise tax can be a tricky business.
Continuing our focus on prudent financial management, which we began five fiscal years ago, we will assume
very conservative revenue projections including level funded state aid and a five year rolling average for
revenue categories most prone to fluctuation. It should be noted that this approach has already resulted in a
significant growth in reserve balances since FY12, increased financial flexibility and resulted in a AAA bond
projects shelved during the Great Recession of 2008-2009, and some of the larger projects have begun to
materialize driving increased building and other inspectional service fees. However, there is not enough
empirical data to assume that these positive strides represent a trend in this area or that they will
permanently drive other revenue sources such as New Growth or Meals Tax.
Internal and external inflationary pressure remains modest and the result is a controllable increase in
budget even after the transfer to the Group Insurance Commission (GIC) which saved millions in health
expected to increase by at least 7.5% annually during the next decade and currently represents nearly 5% of
delivery model into the future by researching and implementing creative ways to control spending through
the use of technology and developing strategic partnerships.
Insert tab Financial Structure with picture on previous page
Budget Overview
Citizen's guide to the Fiscal Year 2018 Budget
The budget is a blueprint of Town services and facilities for Fiscal Year 2018. It identifies policy decisions by
the community and guides the Town's operations.
Communication Tool - The budget is intended to communicate to a broad range of readers, both in the Town
of North Andover and surrounding area as well as the larger governmental and financial community. The
document expresses priorities and goals, assignments and plans, targets and hopes. It is a key statement of
Town priorities.
Budget Format The budget summary contains summary totals from all operating segments. The revenue
section details revenue sources with expected trends. Each departmental section contains a department
narrative, which includes organization, program functions, goals and financial data relating to the entire
department. The enterprise section includes revenue and expenditure trends of the self-sustaining enterprise
funds along with departmental goals. The CIP section details all expected capital program outlays in the
current fiscal year, as well as a summary of the next following years.
Basis of Budgeting and Accounting -
generally accepted accounting principles (GAAP basis). The Town follows the State mandated Uniform
between the budget UMAS and GAAP basis is that:
Revenues are recorded when cash is received, (budget) as opposed to when susceptible to actual
(GAAP).
The accounts of the Town are organized into various funds, each of which is considered a separate
accounting entity. The operations of each fund are accounted for with a separate set of self-balancing
accounts. These fund groups are briefly described as follows: General Fund-this is used to account for the
operating activity for all Town departments, Special Revenue-record the activity of all Town grants, revolving
and gift accounts used to supplement departmental operations, Enterprise-Operating activity of fee based
self- supporting programs, currently the Town has three enterprise programs; Water, Sewer and Stevens
Estate at Osgood Hill Conference Center, Capital Projects-used to track the expenditures of the approved
capital improvement programs and Trust/Agency. Only the General, Enterprise and Capital Funds are subject
to the appropriation process.
Budget Procedure - The preparation of the Annual Budget for the Town of North Andover is governed by the
provisions of Chapter 9 of the Town Charter. The budget cycle for FY18 was initiated in October 2016. In
November the Revenue Fixed Cost Committee met and approved recommendations for the FY18 revenue
projections which were presented to the Town Manager to assist with his for the FY18 budget. In December
the Town Manager presented the Five Year Financial Forecast. Specific guidelines dictating the preparation of
individual department budgets were distributed in November 2016. Each department then prepared FY18
operating budgets and a program summary outlining the projected goals for the future. These operating
budgets, which include expenditure and revenue estimates were submitted to the Town Manager by January
16, 2017.
In February, each division director made a presentation, based on their adjusted budget submittal to the
Town Manager, Assistant Town Manager and Finance Director justifying proposed budgets and program
changes for the coming year.
The budgets submitted were reviewed and adjusted by the Town Manager with the assistance of the
Assistant Town Manager and Finance Director based on the individual needs of each department and the
overall needs and goals of the Town. During the month of February the Finance Director finalized the Annual
Budget document for submission to the Board of Selectmen and Finance Committee.
From the time of submission to the date of Town Meeting (May), the Finance Committee holds a series of
public reviews of the Town
departmental budget requests. The Finance Committee and Board of Selectmen make recommendations on
r recommended budgets to Town Meeting. Annual Town
Meeting in May shall adopt the operating budget with or without amendments. Town Meeting has the
jurisdiction to make reductions and additions to the proposed budget without the consent of the Board of
Selectmen, Finance Committee or Town Manager. There are two categories of adjustments that may be
made to the adopted budget during the fiscal year: 1 - management can authorize transfers; requests such as
line item transfers or a transfer within the broad appropriation categories and 2 - only a Town Meeting can
alter the appropriated categories or add to the total appropriation.
Budget Process and Controls The level of budgetary control is established by Town Meeting and this
approval defines the level at which expenditures may not exceed appropriations. This level is typically at the
functional level. Additional appropriations may be approved at subsequent Town Meetings. These controls
ensure compliance with the budget approved at Town Meeting.
Mass Gen. Law Requirements The budget preparation process for all towns is governed by MGL Ch. 44.
The General Laws require that the budget be supported by revenues earned during the year plus any savings
from prior years. The General Laws also requires public involvement in the process, including the
requirement for a public hearing on the proposed budget.
Town of North Andover
Financial Reserve Policies
Adopted by the North Andover Board of Selectmen on February 10, 2014
Adopted by the North Andover Finance Committee on February 5, 2014
Updated and adopted by both the Board of Selectmen in April 2015 and the Finance Committee in
May 2015
Fund balance and reserve policies should be established to protect the Town from unforeseen increases
in expenditures, reduction in revenues, or a combination of both, or any other extraordinary events.
Fund balance and reserve policies also serve to provide an additional source of funding for capital
construction and replacement projects. Reserves should normally average 5% to 15
General Fund budget.
There are two classes of reserves: 1) restricted reserves which are to be utilized only for the purpose
designated, 2) unrestricted reserves which can be utilized at the discretion of the authorized personnel.
Reserve policies cover; Operating Reserves, which provide for unanticipated expenditures or
unexpected revenue losses during the year; Capital Reserves, which provide for normal replacement of
existing capital plan and the financing of capital improvements; OPEB Reserves provide for funding of
other post- employment benefit liability; Cash Flow Reserves, which provide sufficient cash flow for daily
financial needs; and Contingency Reserves provide for unanticipated expenditures.
The Town shall maintain the following general, special and strategic reserve funds:
Operating Reserves The maintenance of adequate operating reserves is essential to the
financial strength and flexibility of the Town as a whole. Adequate operating reserves are
integral parts of the financial structure of the Town and help make it possible for the Town to
issue debt, among many other functions.
.
1.Undesignated Fund Balance- Operating fund balance shall be maintained at sufficient
levels to absorb unpredictable revenue shortfalls and to insure desired cash flow levels.
With regard to the General fund, cash balances available at year end shall, in combination
with the new revenues, be sufficient to preclude any requirement for short-term debt to
, defined as General Fund revenue less state aid and appropriations to reserve
accounts, a plan for expenditure reductions and/or revenue increases shall be submitted to
the Board of Selectmen during the next budget cycle.
2.Free Cash This reserve provides for the temporary financing of unforeseen
opportunities or needs of an emergency nature including increases in service delivery cost.
This is the portion of undesignated fund balance certified by the Department of Revenue,
Division of L
during the current budget year and may also be used as a source of revenue for the ensuing
budget year. Of all general fund reserves this is the most flexible.
Stabilization Fund a Stabilization Fund shall be maintained, under the provisions of MGL
Chapter 40, Section 5B.
1.The target funding level (TFL) for the Fund shall be an amount equivalent to 5% of the
Total General Fund Revenue less appropriations to reserve accounts. A
Stabilization Fund Floor shall be established at 1.5% Total General
Fund Revenue less appropriations to reserve accounts. The Fund shall be funded only with
Free Cash or one-time revenues.
2.The Stabilization Fund may only be used under the following circumstances:
a.To support the operating budget when General Fund Net Revenue, as defined as
Total Revenue less debt exclusions and state school building reimbursements,
increases less than 2.5% from the prior fiscal year.
b.To fund capital projects, on a pay-as-you-go basis, when available Free Cash drops
below $2 million in any year and only if the Capital Stabilization Fund has reached its
floor as defined in the Capital Stabilization Fund section of this policy.
3.The level of use of the Stabilization Fund shall be limited to the following:
a.When supporting the operating budget under 2 above, the amount drawn down
from the fund shall be equal to the amount necessary to bring the year-over-year
Net Revenue to 2.5%, or $1 million, whichever is
less. The draw down shall not occur in more than three consecutive fiscal years and
the maximum shall not exceed $2.5 million for the three year period.
b.When funding capital projects, on a pay-as-you-go basis under 2 above, no more
than $1 million may be drawn down from the fund in any fiscal year. The draw down
shall not occur in more than three consecutive fiscal years and the maximum shall
not exceed $2.5 million for the three year period.
4.In order to replenish the Stabilization Fund if used, in the year immediately following any
draw down, the Town shall formulate a plan to restore the Fund to the previously identified
TFL. Said funding shall come from Free Cash.
Capital Stabilization Fund a Stabilization Fund shall be maintained, under the provisions of MGL
Chapter 40, Section 5B.
1.The TFL for the Fund shalTotal
General Fund Revenues. A Capital Stabilization Fund Floor shall be established at $25,000.
The Fund shall be funded only with Free Cash or one-time revenues.
2.The Capital Stabilization Fund may only be used to fund projects which have been
Other Post-Retirement Benefits (OPEB) a Stabilization Fund established per the provisions
of MGL Chapter 40, Section 5B, and a Trust Fund established per the provisions of MGL Chapter
1.The aggregate target funding level (TFL) for these Funds shall be an amount equivalent to
5% of the OPEB unfunded actuarial liability.
a.An amount equal to no less than 1% of the OPEB unfunded actuarial liability shall be
at the time that the Stabilization Fund is established. Annually, an amount equal to a
minimum of 2.5% of the aggregate Fund balance of these Funds shall be
appropriated to either Fund from the operating budget or Free Cash or both.
b.From time to time the Town shall analyze the balance in the Health Insurance Trust
Fund to determine if additional funds can be transferred into the OPEB Funds.
2.In order to replenish the Funds if used, in the year immediately following any draw down,
the Town shall formulate a plan to restore the Funds to the previously identified TFL. Said
funding shall come from Free Cash.
Overlay Reserve established per the requirements of MGL Chapter 59, Section 25, the Overlay
is used as a reserve, under the direction of the Board of Assessors, to fund property tax
exemptions and abatements resulting from adjustments in valuation. The Board of Selectmen
shall, at the conclusion of each fiscal year, require the Board of Assessors to submit an update of
the Overlay reserve for each fiscal year, including, but not limited to, the current balances,
amounts of potential abatements, and any transfers between accounts. If the balance of any
fiscal year overlay exceeds the amount of potential abatements, the Board of Selectmen may
Capital
Improvement Plan (CIP) or for any other one-time expense.
Enterprise Fund Retained Earnings Reserve to provide rate stability in the Water and Sewer
Enterprise Funds, the funds will maintain retained earnings equivalent to a minimum of three
months of appropriated expenses. Retained earnings in excess of four months will be
appropriated to offset user fees directly or indirectly through capital project pay-as-you-go
funding of enterprise fund projects.
Special Education Stabilization Fund to provide stability in the delivery of public education
that could otherwise be adversely impacted by costs associated with special education which
were unforeseen at the time the annual fiscal appropriation was adopted by an Annual Town
Meeting, the Town will establish a Stabilization Fund per the provisions of MGL Chapter 40,
Section 5B. For the purpose of this policy unforeseen costs are those for which neither
experience nor reasonable judgment or planning could have anticipated.
1.The target funding ceiling (TFC) for this Fund shall be $750,000 and the target funding
floor (TFF) shall be $100,000.
2.The school department can request a transfer from this Fund in an amount not to
exceed $250,000 in any one fiscal year if the following conditions are met:
a.Eligible costs are limited to out of district placements and transportation costs
associated with out of district placements.
b.The costs were unforeseen prior to the adoption by Town Meeting of the school
department budget in the fiscal year the funds are being requested.
c.The School Committee, Finance Committee, and Board of Selectmen each by
majority vote affirm that the costs were unforeseen and paying said costs from the
appropriated school department budget would adversely impact the delivery of
education in North Andover.
3.In order to ensure that the Fund is not depleted, and that proper financial planning is
undertaken to reduce the likelihood of future unforeseen costs, the aggregate amount of
transfers from the Fund in any two consecutive fiscal years is $400,000. The Town shall
formulate a plan to restore the Fund to the identified TFC when the balance of the Fund
drops below the TFF. Said funding shall come from Free Cash or other Reserves.
Note: Transfers from this Fund will require action at a Special Town Meeting.
Overall Summary of the Budget
The FY18 Budget for all general Town services and facilities totals $106.7 million. The total
includes $48.8 million in the General Fund budget to support traditional municipal services such
as General Government, Police, Fire, Public Works, Library and Non-appropriated expenses (i.e.
Cherry Sheet Assessments and Assessors Overlay Provisions); $10.9 million to support the cost
of the Water, Sewer and Stevens Estate Enterprise Fund budgets and $47 million to support the
School Department and regional Vocational Schools.
GENERAL FUND REVENUE
2014 Actual2015 Actual2016 Actual2017 Adopted2018 Recm'd
Property Taxes$ 62,596,596$ 64,270,443$ 66,672,379$ 69,757,151$ 72,931,408
Tax Title$ 608,698$ 348,217$ 739,443$ -$ -
Other Taxes$ 5,480,517$ 5,152,880$ 5,965,663$ 4,881,000$ 5,330,000
Charges for Service$ 3,695,838$ 3,980,697$ 4,614,883$ 3,716,682$ 3,742,423
Licenses and permits$ 272,553$ 269,881$ 292,969$ 268,100$ 274,500
Intergovernmental - State Aid$ 9,848,056$ 10,036,762$ 10,274,315$ 10,645,569$ 10,645,569
Miscellaneous Revenue$ 1,145,078$ 1,242,524$ 1,072,857$ 669,929$ 640,013
All Other Sources$ 1,543,374$ 2,414,648$ 2,987,151$ 2,113,182$ 2,312,157
$ 85,190,708$ 87,716,051$ 92,619,660$ 92,051,613$ 95,876,069
GENERAL FUND EXPENDITURES
2014 Actual2015 Actual2016 Actual2017 Adopted2018 Recmm'd
General Government$ 2,083,600$ 2,196,697$ 2,321,682$ 2,522,509$ 2,454,094
Public Safety$ 9,376,598$ 9,597,868$ 10,215,755$ 10,541,191$ 10,909,570
Public Works$ 4,609,468$ 5,308,600$ 4,384,481$ 4,619,991$ 4,703,411
Health & Human Services$ 1,083,822$ 1,193,731$ 1,136,109$ 1,245,377$ 1,251,875
Culture & Recreation$ 861,428 $ 894,863 $ 940,176 $ 1,024,035$ 1,042,157
Support Services$ 1,342,538$ 1,664,015$ 1,546,166$ 1,760,354$ 1,713,638
Education$ 40,102,437$ 43,081,089$ 44,241,710$ 45,821,101$ 47,706,438
Debt$ 6,324,465$ 5,564,844$ 5,817,313$ 6,208,389$ 6,512,882
Employee Benefits$ 13,989,672$ 12,357,921$ 13,056,286$ 15,017,202$ 16,005,220
Unclassified Shared Cost$ 1,353,175$ 1,358,944$ 1,536,811$ 1,724,505$ 1,839,287
Capital & Reserves$ -$ 1,063,108$ 1,027,412$ 574,817 $ 709,831
Overlay$ 564,134 $ 530,315 $ 557,130 $ 550,000 $ 550,000
State Assessments$ 1,254,988$ 436,946 $ 397,195 $ 474,118 $ 477,667
$ 82,946,327$ 85,248,938$ 87,178,226$ 92,083,589$ 95,876,069
General Fund
The General Fund is the basic operating fund of the Town. It is used to account for all financial
resources except those required to be accounted for in another fund (i.e. Water, Sewer & Stevens
Estate Enterprise Funds). The total General Fund operating budget is $94,188,572 which is the
Town appropriation of $106,789,669 less Overlay Provisions ($550,000), Cherry Sheet
Assessments ($477,667), Transfer to Stabilization ($159,831), Transfer to Capital Stabilization
($350,000), Transfer to OPEB ($200,000), and less the Water, Sewer and Stevens Estate
Enterprise Funds of ($10,913,599).
General Fund Budget
The general fund operating budget in FY18 totals $94.7 million
(exclusive of Free Cash for Reserves), which represents a 3.4% increase over FY17.
Revenue
:The Town receives 76.07% of its revenue from Property taxation; this is its largest
source of funds. This category has an increase of $3 million or 4.29%. The Town also receives
revenue in State Aid of $10.6 million or 11.1%. The Town also receives $9.9 million or 10.42%
of its revenue in local receipts (fees, permits, etc.).
Expenditures
: The School department operating budget at $47,035,186 reflects an increase of
$1.8 million or 4% and represents 69.7% of the total Town appropriation. The community needs
to monitor the outcome of the ongoing discussions pertaining to education reform funding. If the
State does not continue to aggressively fund this mandate the Town will be forced to pickup the
shortfall in State funding. With education costs consuming over 69.7% of the operating budget
these increases, without increased State assistance, will continue to have a negative impact in
other funding categories.
Capital Budget and Debt Service.
The FY18 Budget includes $8.8 million in debt service
funding as required under the ongoing Town-wide Capital Improvement Program (CIP) (for
further details, see discussion in the CIP section of this budget document). The Town will
continue to make an investment in this area to avoid having to incur higher costs in the future
and therefore reduce the number of annual capital projects to be undertaken. The current and
projected economic climate may cause the Town to seek to control the cost of debt services as a
Enterprise Funds-
Water, Sewer and Stevens Estate
Enterprise Funds:
The Town has adopted three enterprise funds, Water, Sewer and Stevens
-sustaining, this
requires that revenues from operations are sufficient to fund all direct and indirect expenditures
of the fund. The Selectmen are charged with setting water and sewer rates sufficient to cover
expenditures. The conference center is dependent on sales and related economic conditions. The
total appropriation for FY18 is $10,913,599.
ENTERPRISE FUND REVENUE
2014 Actual2015 Actual2016 Actual2017 Adopted2018 Recmm'd
Sewer User Fees$ 4,601,892$ 4,606,198$ 4,467,762$ 4,111,707$ 4,116,821
Sewer Other$ 405,160$ 499,748$ 702,859$ 516,705$ 543,410
Water User Fees$ 4,547,027$ 4,697,959$ 4,872,920$ 4,184,206$ 4,897,960
Water other$ 748,643$ 775,635$ 1,004,836$ 799,813$ 833,647
Stevens Estate Fees$ 337,071$ 482,778$ 526,753$ 475,702$ 410,761
Stevens Estate Other$ 480$ 1,017$ 1,941$ -$ 111,000
$ 10,640,273$ 11,063,335$ 11,577,072$ 10,088,134$ 10,913,599
ENTERPRISE FUND EXPENDITURES
2014 Actual2015 Actual2016 Actual2017 Adopted2018 Recmm'd
Salaries$ 1,352,263$ 1,478,014$ 1,474,859$ 1,466,100$ 1,505,462
Expenditures$ 1,515,343$ 1,658,361$ 2,010,204$ 2,063,269$ 2,078,246
GLSD Assessment$ 1,322,544$ 1,543,296$ 1,721,200$ 2,000,000$ 2,100,000
Debt$ 3,673,432$ 3,657,489$ 2,832,124$ 2,367,103$ 2,303,603
Indirect Cost$ 1,338,726$ 1,372,195$ 1,406,499$ 1,441,661$ 1,503,789
Transfer to Capital Projects$ - $ 600,000 $ 715,000 $ 750,000 $ 1,422,500
$ 9,202,307$ 10,309,354$ 10,159,887$ 10,088,134$ 10,913,599
INSERT TAB FOR FINANCIAL SUMMARY WITH PICTURE
Trails
Four miles of trails, easy to moderate hiking, strenuous in places.
When to Visit
Year-round, daily, sunrise to sunset. Allow a minimum of 1 hour
Financial Plan General Fund
Overview
General Fund Budget Summary
A key component of the budget development process is the identification of revenue assumptions and
projections to determine the range of choices the Town Manager can make in allocating resources.
Because of the critical nature of this information in May 2004 Town Meeting voted to establish the
Revenue/ Fixed Costs Review Committee whose main purpose is to advise the Town Manager and
other Town officials on projected revenues, other financial sources, and fixed costs to facilitate the
annual budget development process. The committee is required to meet within thirty days of the
st
issuance of the Board of Select
each year and shall report to the Town Manager with their initial revenue projections within 45 days
of their first meeting.The committee may continue to meet after the issuance of the report for the
purpose of providing continued advice. For the Fiscal 2018 Budget cycle the committee held its
initial meeting the week of October 31, 2016 and issued its report to the Town Manager on
November 10, 2016.
The Town does not have the statutory ability to change rates and formulas for many of its revenue
sources. The rates and/or formulas for property tax and certain fines, for example, are set by the
State. The Town may set user fees, permits and licenses. In 1980, the voters approved a statewide
Town revenue is divided into six basic categories recommended by the National Committee on
Governmental Accounting. The categories are taxes, charges for services, licenses and permits, fines
and forfeits, intergovernmental revenue, and miscellaneous revenue. The following is a discussion of
of major categories in FY18.
TAXES
Real and Personal Property Tax
The primary sources of revenue for municipalities in the Commonwealth are the real property tax and
personal property tax. For purposes of taxation, real property includes land and buildings and
improvements erected or affixed to land and personal property consists of stock, inventory, furniture,
which is revalued at fair market value every three years and updated every year. FY16 was the last
determining the value of personal property through an annual review process.
Major Changes:
There are three major factors that influence the amount of revenue generated by the real and personal property
tax:
1. Automatic 2.5% increase
2. New Growth A community is able to increase its tax levy limit each year to reflect new growth in the tax
base. Assessors are required to submit information on growth in the tax base for approval by the Department
of Revenue as part of the tax rate setting process. In FY18, based on current trends new growth is estimated to
be $600,000 as it has been for many years.
4!8 ,%69 "2%!+$/7.
ActualActualRecapProjectedProjectedProjected
FY 2015FY 2016FY 2017FY 2018FY 2019FY 2020
61,955,069 64,297,287 66,535,334 68,769,490 71,088,727 73,465,946
Tax Limit
1,548,877 1,607,432 1,663,383 1,719,237 1,777,218 1,836,649
Add 2.5%
793,341 630,615 570,773 600,000 600,000 600,000
Add New Growth
- - - - - -
Add Override
64,297,287 66,535,334 68,769,490 71,088,727 73,465,946 75,902,594
Levy Limit
1,774,775 1,936,388 1,922,516 1,911,606 659,559 414,475
+ Debt Exclusion(s)
- - - - - -
- SBA Reimb. - EXCLUDED DEBT
- - - - -
-Debt Exclusion Adjustment
(68,926) (68,926) (68,926) (68,926) (68,926) (68,926)
- SBA interest reimb - High School
- Bond Premium
1,705,848.87 1,867,461.37 1,853,589.49 1,842,680.11 590,633.23 345,548.85
Sub total Excluded Debt
66,003,136 68,402,795 70,623,080 72,931,408 74,056,579 76,248,143
Max Levy
64,270,443 67,111,167 69,757,151
Actual Levy
1,732,693 1,291,628 865,929
Excess Levy
2,306,022 2,399,660 2,220,284 2,308,328 1,125,171 2,191,564
Levy Increase $
3.62%3.64%3.25%3.27%1.54%2.96%
Levy Increase %
2,342,218 2,238,047 2,234,156 2,319,237 2,377,218 2,436,649
Levy Limit Increase $
3.78%3.48%3.36%3.37%3.34%3.32%
Levy Limit Increase %
1,705,849 1,867,461 1,853,589 1,842,680 590,633 345,549
Net Debt Exclusion
% Change
Year to Year Comparison
FY14 FY15FY16FY17FY18 FY17 - FY18
FY13
*
Tax Levy (per RECAP)$60,795,372$63,205,294$64,618,660$67,413,241$69,757,151$72,961,3654.6%
*Estimated
Motor Vehicle Excise Tax Receipts
State law (Proposition 2 ½) sets the motor vehicle excise rate
at $25 per $1000 valuation. The Town collects these monies based on data provided by the
Massachusetts Registry of Motor Vehicles. The Registry, using a statutory formula based on a
ce and year of manufacture, determines valuations. The Town in which a
vehicle is principally garaged at the time of registration collects the motor vehicle excise tax.
In January 1992, the Registry of Motor Vehicles implemented a new computer tracking system that
forces auto owners to pay their excise taxes. Those who do not pay will not be allowed to renew
registrations and licenses. Cities and towns must notify the Registry of delinquent taxpayers.
Although the FY14 actual amount of excise taxes collected were well above the previous five year
average, there was a decline in FY15 which led us to believe this may be an anomaly and therefore,
we conservatively budgeted for FY16. A further review in FY17 led to an increase of $300k and a
subsequent review based on the most recent five year actual collection average leads us to
recommend another budgetary increase of $300k in FY18.
Major Changes:
This revenue source has remained relatively level during the past five years with the exception of
FY14 which is an indication that residents are retaining vehicles longer than in the previous decade.
Due to an apparent change in buying habits, the national economic situation and conservative
budgeting practices, we are recommending an increase in FY18, above the actual FY15 total but
below the actual collections in FY16.
% Change
Year to Year Comparison
FY17 - FY18
FY14 FY15FY16FY17FY18
FY13
*
Motor Vehicle Excise$ 3,779,369$ 4,362,823$ 4,107,364$ 4,845,757$ 4,000,000$ 4,300,0007.5%
*Estimated
Penalties and Delinquent Interest
This category includes delinquent interest on all taxes and tax
title accounts. It also contains demand fees on real and personal property taxes as well as demands
and warrants on late motor vehicle excise taxes.
Delinquent Interest and Penalty Charges
The Town receives interest and charges on overdue
taxes. Interest rates for overdue real and personal property taxes are 14%, and for tax title accounts,
16%. The interest rate for delinquent excise tax accounts is 12% from the due date. State law dictates
the interest rate for taxes, while local bylaw sets water/sewer late charges.
If real and personal property taxes are not paid by May 1, in the year of the tax, a demand for
payment notice ($30) is sent to all delinquent taxpayers. Delinquent motor vehicle taxpayers are sent
a demand ($30), a warrant ($5), and two separate notices from a deputy tax collector ($9 and $14).
The deputy collector's earnings come solely from delinquent penalty charges in lieu of a salary.
Demands are ($30) and warrants are not issued for delinquent water/sewer service accounts, which
are subject to a lien on the real estate tax bill. Once a delinquent real estate account goes into a
process of tax title, there are other fees added to the property tax bills. These charges include the cost
of recording the redemption ($75/$30) and demand notices.
Host Community Fees
Through negotiated agreements the Town receives annual payments from
revenue received from these two agreements exceeds $1.8 million annually.
In Lieu of Tax Payments
Many communities, North Andover included, are not able to put all
property within its borders to productive, tax generating uses. Federal, state and municipal facilities,
hospitals, churches and colleges are examples of uses that are typically exempt from local property
tax payments. The Town has agreements with two entities, the North Andover Housing Authority
which has paid a PILOT of approximately $30k annually for many years, and Osgood Solar which
began in the fall of 2017. This agreement will result in an annual payment of approximately $86k per
year for the next 20 years.
Municipal Lien Certificates
The Town Collector issues a certificate indicating any amount owed
on a particular parcel of property to an individual requesting the information within five days of the
request. The cost per certificate is $35 per parcel.
Other Excise
The Town receives approximately $24,000 annually from the State for Jet Fuel Tax
associated with the Lawrence Municipal Airport (LMA). This amount declined several years ago
when Converse relocated their corporate headquarters from North Andover to Boston, but in the last
two years we have seen an increase in the number of corporate jets landing at LMA,
probably the result
of an improving economy. The Town accepted the provision of State statute which allows a local option meals
tax in the amount of .75%. The budget estimate in this category for FY18 is $530k which is up $60k from the
FY17 budget.
LICENSES AND PERMITS/SUMMARY
Licenses
License revenue arises from t
alcoholic beverages). A person or organization pays a licenses fee to engage in the activity for a
specific period. The primary licensing agency in the Town is the Board of Selectmen. All fees are
set by one of the three methods: State law, Town By-Law or Licensing Body.
Permits
Permits are also required when a person or business wants to perform a municipally
regulated activity (e.g., building, electrical, or plumbing services). The bulk of the permit revenue is
brought in through building permits, collected by the Building Department. All construction and
development on the Town must be issued a building permit based on the cost of construction. The
Board of Selectmen last adopted a revised building inspection permit fee schedule in Fiscal 2007.
The most common licenses and permits are briefly described on the following pages. A complex fee
schedule is available from the Board of Selectmen or the Building Department.
Liquor Licenses
Under Chapter 138 of the General Laws of Massachusetts, the Town is
empowered to grant licenses regulating the sale of alcoholic beverages. License fees vary depending
upon the type of establishment, closing hours, number of days open, and whether the license is for all
alcohol or beer and wine. All licenses issued by the Board of Selectmen, with the exception of
special and seasonal liquor licenses, have a maximum fee set by the State statute.
The Town may issue liquor licenses within the limits of the State quota system, which is based on
population. Special licenses carry a fee and do not fall under the State cap. Total revenue for special
licenses depends on the number and length of events that receive licenses.
Common Victualer
The common victualer license allows food to be made and sold on the
premises.
Entertainment
Entertainment licenses are issued for live performances, movie theaters, automatic
amusement machines, billiard tables, bowling alleys and several other forms of entertainment.
Building Permits
Building permits are issued to qualified individuals and companies to do repairs,
alterations, new construction or demolitions in the Town. The cost of permits is based on the
estimated cost of the project or by a set fee.
Electrical Permits
Electrical permits are issued to licensed electricians to perform specific
electrical work. The cost of the permit is dependent on the number of switches, lights, alarms and
other electrical components included in the job.
Plumbing Permits
Plumbing permits are issued to licensed plumbers to install and repair piping
for a specific job. The fee is based on the amount and type of work being done.
Weights & Measurers
Weights and Measures permits are issued for scales, gas pumps and other
measuring devices.
Town Clerk Licenses & Permits
The Town Clerk issues licenses and permits primarily relating to
marriages, births, deaths, business certificates, raffles, passports and dog registrations.
Other Departmental Permits
Other Departments issue various permits including fire permits, fire
alarm box permits, firearms, fishing and boating permits.
Major Changes:
The Board of Selectmen adjusted Building Inspection fees based upon an analysis of similar fees in
surrounding communities in FY07. At the end of FY15 and the beginning of FY16 the Town
collected a substantial amount of fees associated with development. These fees were related to
several large construction projects and were not necessarily indicative of an upward trend in overall
construction activity. That being said, the improving economy led to an increase in budgeted
Building Fees to $700k in FY17 and an additional increase in FY18 to $775,000 in this category.
Similar percentage increases have been projected for Electrical, Plumbing and Planning Board Fees
for FY18.
% Change
Year to Year Comparison
FY17 - FY18
FY14 FY15FY16FY17FY18
FY13
*
Fees (Bldg,Plumb, Elec., etc.)$ 1,073,824$ 969,597$ 1,270,462$ 1,848,740$ 1,041,000$ 1,183,80013.72%
*Estimated
% Change
Year to Year Comparison
FY17 - FY18
FY14 FY15FY16FY17FY18
FY13
*
Licenses and Permits$ 256,074$ 272,553$ 269,881$ 293,251$ 268,100$ 274,5002.4%
*Estimated
FINES AND FOREITS
Parking Fines
The collection of outstanding parking fines continues to be an important source of
revenue to the Town. The timely collection of fines has been aided by automation, and by State law
outstanding tickets are paid in full.
Moving Violations -
Non-parking offenses result in moving violation fines. Responding to the
comm
neighborhoods. Among the violations included in this category are speeding, passing in the wrong
lane, and failing to stop at the traffic signal. These fines, collected by the District Court, are
distributed to the Town on a monthly basis
Major Changes:
The Municipal Relief Package passed by the Legislature in 2003 increased the amount of fines that
may be collected for violations of any regulations, orders, ordinances or bylaws regulating parking of
motor vehicles. Due to the implementation of wireless systems in many businesses False Alarm fines
which are included in this category have been on a decline and therefore the FY18 budget estimate
reflects that.
% Change
Year to Year Comparison
FY17 - FY18
FY14 FY15FY16FY17FY18
FY13
Parking Fines/Moving
*
$ 112,917$ 103,615$ 90,414 $ 57,038 $ 90,500 $ 92,300 2.0%
Violations
*Estimated
INTERGOVERNMENTAL REVENUE
Cherry Sheet -
State Cherry Sheet revenue funds are primarily intergovernmental revenue. Cherry
Sheet revenue consist of direct school aid, local aid and specific reimbursements and distributions
such as aid to public libraries, veterans benefits and a number of school related items. Generally
speaking the largest increase in Cherry Sheet revenue in previous years was from Chapter 70 aid. As
has been the practice, the FY18 budget estimate is based on the FY17 actual from the adopted State
budget.
colored paper on which it was originally printed. The Cherry sheet comes in two parts, one listing
the State assessments to municipalities for MBTA, air pollution control districts and the other state
programs; the other section lists the financial aid the Town will receive from the State for funding
local programs. Each Cherry Sheet receipt is detailed below.
School Aid
Chapter 70 school aid is based on a complex formula that takes into account: (1)
statewide average cost per pupil: (2) local district pupil counts, with weighing factors to reflect
varying costs among programs such as special education or vocational education, and (3) municipal
statewide average.
Major Changes:
There has been a long standing proposal to overhaul the foundation budget and develop a new
method for measuring municipal ability-to-pay and for determining required local contribution and
school aid amounts. To date, no action has been taken regarding that proposal.
% Change
Year to Year Comparison
FY17 - FY18
FY14 FY15FY16FY17FY18
FY13
$ 6,808,233$ 7,163,024$ 7,262,286$ 7,921,497$ 8,181,977$ 8,181,977*0.0%
Chapter 70
*Estimated
Local Aid
The major non-school state aid items are categorized as Unrestricted Government Aid.
These funds are unrestricted and can therefore be used by the municipality for any municipal
purpose.
Major Changes:
Starting in FY10 the Governor combined these two aid accounts (Local Aid and Additional
Assistance) into one category called Unrestricted General Government Aid.
% Change
Year to Year Comparison
FY17 - FY18
FY14 FY15FY16FY17FY18
FY13
Unrestricted General Gvt
*
Aid$ 1,733,403$ 1,774,377$ 1,823,582$ 1,889,233$ 1,970,470$ 1,970,4700.0%
*Estimated
Veterans Benefits
Under Chapter 115, Section 6, municipalities receive a seventy-five percent
Charter Tuition Reimbursement
To reimburse sending districts for a student tuition and the
capital facilities tuition component they pay to Commonwealth charter schools. The capital facilities
tuition component includes interest and principal payments, for the construction, renovation,
purchase, acquisition, or improvement of school building and land.
Exemptions: Veterans, Blind Person, Surviving Spouse
- To reimburse the municipality for
property tax exemptions granted to qualifying veterans, blind person, surviving spouse and elder
person.
State Owned Land
To reimburse the municipality for foregone tax revenue due to certain types of
tax exempt state-owned land.
MISCELLANEOUS REVENUE
Interest on Investments
Under Chapter 44 Section 55B of the Massachusetts General Laws, all
monies held in the name of the Town, which are not required to be kept liquid for purpose of
distribution, shall be invested in such a manner as to require the payment of interest on the money at
the highest possible rate reasonably available. The investment decision must take into account,
safety, liquidity, and yield. Investment of available town funds is the jurisdiction of the Town
Treasurer by statute.
Major Changes:
Interest rates on investments declined through FY12 and have shown only a minimum increase since
then. In fact, FY15 actual collections in this category declined from FY14 largely due to level rates of
return and more efficient project management resulting in a lower average daily cash flow. The FY18
budget estimate is based on a continued assumption that there will be low rates of return.
% Change
Year to Year Comparison
FY17 - FY18
FY14 FY15FY16FY17FY18
FY13
*
Investment Income$ 130,403$ 121,627$ 110,398$ 93,173 $ 110,000$ 100,000-9.1%
*Estimated
Ambulance Service
ambulance service utilizing fire fighter EMTs. Revenue from the service is generated based upon
rates set by Medicare and the Board of Selectmen. Expenses associated with this service are
appropriated in the Fire Department budget and the annual Capital Improvement Plan (CIP).
Major Changes:
In early FY 2017 the Board of Selectmen increased the rates associated with this service for the first
time in five years. The impact was an increase in the FY17 revenue assumption of $80k in
anticipation of additional revenue from the new rates. In FY18 we have assumed that there will be no
further increase in revenues from the FY17 rate change.
INTERGOVERNMENTAL / INTERFUND TRANSFERS
Water, Sewer, Stevens Estate, and GLSD Transfers -
The Water, Sewer and Stevens Estate funds,
financed by water and sewer usage charges and event fees from the Stevens Estate, provide
reimbursement for direct and indirect costs associated with a variety of the Town services, including
those offered by Technology, Accounting, Town Manager, Treasurer /Collector, Personnel, Town
Counsel, and Town Clerk. Additionally, enterprise funds provide reimbursement for employee
benefits and maintenance of the Water, Sewer and Stevens Estate accounting and billing systems
along with property/casualty insurance and workers compensation policies. These transfers are
calculated by applying a percentage of the time spent by the relevant cost center to the enterprise fund
activity. The Greater Lawrence Sanitary District (GLSD) annually makes a PILOT payment which is
transferred to the General Fund to offset public safety costs.
% Change
Year to Year Comparison
FY17 - FY18
FY14 FY15FY16FY17FY18
FY13
*
Interfund Tranfers$ 1,526,297$ 1,543,374$ 1,576,648$ 1,551,391$ 1,588,365$ 1,626,2402.4%
*Estimated
Aggregate Impact
Preliminary total revenue estimate for FY18 is expected to increase by $3,660,538, or 4.00%, from
FY17 exclusive of one-time revenues. As mentioned frequently in the preceding narrative, these
estimates assume a prudence intended to ensure our fiscal stability. The challenge has always been
striking a balance between using reasonable assumptions and being so conservative that the town
foregoes service enhancements that improve the quality of life of our residents. I believe the
information contained herein strikes that balance.
Expenditure Guidelines
Based upon these preliminary estimates the Town will have approximately $95.2 million of available
General Fund resources to fund the Fiscal Year 2018 operating budget. The Town continues to
explore ways to become more efficient and effective and recent successful examples are the reduction
ESCO project and Net Metering Credit Sales Agreement, migration to the Group Insurance
Commission, implementing a resident service reporting and tracking system, and sharing more
resources with the school department. The continued investment in our infrastructure through
programs like the Facilities Master Plan, the playground improvement plan, and our street repaving
plan will help reduce the adverse impact that deferred maintenance had on our budget in the past.
Additionally, we have already started to prepare for a second phase of the Facilities Master Plan. As
mentioned previously, employee related costs will continue to be a stressor regarding our operating
budget especially in the areas of retirement and health insurance and we must work with our local
legislative delegation to achieve meaningful relief. The town will continue to explore additional
sustainable
initiatives to improve the short and long term prospects of delivering a high quality, ,
level of services to residents and local businesses.
Conclusion
Some fixed costs such as the Retirement appropriation, vocational school charges, and Workers
Compensations will be greater than the percentage increase in revenue (4.00%). However, I believe
we can manage sufficient discretionary spending categories in order to recommend an increase of
4.00%
for most departmental budgets for FY18, especially our largest departments. Although we are
at a very preliminary stage in the budget development process, it is reasonable to expect that given
this increase the town will be able to maintain its current service levels in Fiscal Year 2018.
Financial Plan Enterprise Funds
Overview
Water and Sewer Enterprise Fund Budget Summary
The Water and Sewer Enterprise Funds are Town funds separated from others and dedicated to tracking and
reporting all activities associated with the operations and maintenance of the water distribution and wastewater
collection systems in the Town. Enterprise funds by State law are required under Chapter 44 Section 53F1/2
to be self-sustaining; this requires that the revenues from the operations are sufficient to fund all direct and
indirect expenditures of the fund. For FY18, the sources and uses of the funds in the Water and Sewer
Enterprise Fund budgets total $10.3 million. Water Enterprise Fund revenues derived strictly from user fees
total $5.7 million and Sewer Enterprise Fund Revenues derived from user fees total $4.6 million. The chart
below shows the breakdown of revenues in the Water and Sewer Enterprise Funds for FY18.
% Change
Year to Year Comparison
FY13FY14FY15FY16FY17FY18FY17 - FY18
*
Sewer User Fees$ 4,501,561$ 4,601,892$ 4,606,198$ 4,453,499$ 4,111,707$ 4,116,8210.1%
*Estimated
% Change
Year to Year Comparison
FY13FY14FY15FY16FY17FY18FY17 - FY18
*
Sewer Other Revenue$ 445,783$ 405,160$ 499,748$ 702,428$ 516,705$ 543,4105.2%
*Estimated
% Change
Year to Year Comparison
FY13FY14FY15FY16FY17FY18FY17 - FY18
*
Water User Fees$ 4,694,416$ 4,547,027$ 4,697,959$ 4,875,237$ 4,184,206$ 4,897,96017.1%
*Estimated
% Change
Year to Year Comparison
FY13FY14FY15FY16FY17FY18FY17 - FY18
*
Water Other Revenue$ 793,890$ 748,643$ 775,635$ 993,319$ 799,813$ 833,6474.2%
*Estimated
Uses of funds in the Water and Sewer Enterprise Fund Budgets are comprised of the following categories:
Direct Expenses, Sewer Assessment, Debt Service and other Indirect Costs. For FY18, the main use of funds
in the Enterprise Fund Budgets continues to be the Sewer Assessment and the Debt Service, which combined
make up $4,403,603 or 42.4% of the total Enterprise Fund Budgets expense level. The chart below details the
uses of the funds in the FY18 budget.
As shown in the chart above, some of the major components of the Enterprise Fund Budgets are the Debt
Service, Sewer Assessment and Direct Costs. Included in the direct cost are the salaries and expenses to
operate the systems.
The Fiscal 2018 Enterprise Fund Budgets reflects and overall increase of 8.11% or $779,408 when compared
to the Fiscal 2017 budget, the majority of the increase is due to the increase in transfers to capital.
Overview
Stevens Estate Enterprise Fund Summary
The Stevens Estate Enterprise Fund is a Town fund which is separated from others and dedicated to tracking
and reporting all activities associated with the operation of a function facility located on the grounds of the
Stevens Estate. The Estate was built in 1886 by Moses T. Stevens and acquired in 1995 by the Town of North
Andover to protect and preserve the buildings and grounds. Enterprise funds by State law are required to be
self-sustaining; this requires that revenues from operations are sufficient to fund all direct and indirect
expenditures of the fund. For FY 18, the sources and uses of funds in the Stevens Estate Enterprise Fund
Budget total $475,702 of which $110,000 is derived from retained earnings to fund capital improvements and
the balance is exclusively from event revenue.
% Change
Year to Year Comparison
FY13FY14FY15FY16FY17FY18FY17 - FY18
*
Stevens Estate Fees$ 335,770$ 337,551$ 483,795$ 526,859$ 475,702$ 411,761-13.4%
*Estimated
Drummond Playground
GENERAL & ENTERPRISE FUND REVENUE BY YEAR
ActualActualActualAdoptedRFCC Recm'd
FY2014FY2015FY2016FY2017FY2018
Appeals Board Receipts2,2001,7002,0502,0002,000
Police 10% Admin. Fee37,89140,18145,20238,20045,000
Police Misc. Revenue00000
Fire Misc Revenue00000
Building Department Other Revenue00000
Fire Alarm Box Permit Fees21,46522,400022,0000
Health Dept Misc Revenue00000
Civil Defense Misc. Revenue00000
Boxford Veterans Reimbursements17,411037,11817,40017,400
Liquor License95,275100,150105,175100,000105,000
Other Alcohol License3,7004,2257,3754,2007,375
Food License4,7504,0503,7754,0003,775
Miscellaneous Licenses11,43010,20012,77510,20012,775
License to Carry Firearms6,8004,2005,9754,2005,975
Fire Permits47,34544,12351,64044,00044,000
Gas Permits32,88131,76242,15031,00031,000
Fishing & Boating License5,8355,6157,2805,0005,600
Burial Permits3,8584,5003,9254,5004,000
Health Permits60,68061,05752,89961,00055,000
Parking Fines14,11015,69613,40515,50015,000
Court Fines84,60574,66839,35874,50073,000
False Alarm Fine4,900504,2755004,300
Interest- General121,627110,39893,173110,000100,000
Misc Non-Recurring
FEMA4,6940294,31000
Hopkinton Bill42,66541,1485,24200
Insurance Reimb2,43340,32332,17600
Surplus Vehicle Auction9,7490000
Abandon Property Payment11,527154,950000
Medicare Part D84,5186,830000
Bond Premium143,149291,98773,05500
Prior year Revenue93,4640000
Prudential Demualization002,37600
Legal Fee Reimb - Foreclosure4,6680000
Hazardous Waste Reimb (Dow)30,86900
Free Cash0838,0001,435,760524,817659,831
TOTAL LOCAL RECEIPTS10,593,98511,483,98213,382,13210,060,52810,646,767
PROPERTY TAXES
63,205,29464,618,66067,411,82369,757,15172,931,408
STATE AID
9,848,05610,036,76210,274,31510,645,56910,645,569
OTHER FINANCING SOURCES
1,543,3741,576,6481,551,3911,588,3651,652,326
TOTAL GENERAL FUND REVENUES85,190,70887,716,05192,619,66092,051,61395,876,069
Water & Sewer Enterprise Funds0
User Charges9,148,9199,304,1589,328,7368,295,9139,014,781
Other Fees1,153,8031,275,3821,695,7471,316,5181,377,057
Stevens Estate Enterprise Fund
Event Fees337,551483,795526,859475,702411,761
Other Fees110,000
TOTAL REVENUES GENERAL &
ENTERPRISE FUNDS95,830,98298,779,386104,171,003102,139,746106,679,668
GENERAL & ENTERPRISE FUND EXPENDITURES BY YEAR
SUMMARY OF EXPENDITURE CHANGES
ActualActualActualActualAdoptedTM Recm'd
FY 2013FY 2014FY 2015FY 2016FY 2017FY 2018
GENERAL GOVERNMENT
Town Moderator
662500500750850850
Town Manager/Selectmen
311,871366,591337,667330,102347,265354,922
Assistant Town Manager
48,95300000
Human Resources
78,78983,552144,495166,985169,348174,865
Town Accountant
220,218226,285233,462235,437191,785240,353
Finance Committee
326409429600795800
Treasurer/Collector
298,246300,033307,308348,765337,652338,077
Assessor
311,052307,872312,672321,795331,998342,953
Legal
94,432100,04989,340102,939165,000163,300
Town Clerk
337,890262,269306,990307,422343,012294,431
Community Development
212,752200,888260,049297,643299,281225,721
Planning
108,091108,92559,02774,075164,834170,659
Conservation
85,78489,236114,361118,555122,408127,225
Board of Appeals
34,68936,99130,39916,73217,19019,939
General Gov't Salary Reserve
000031,0910
Total General Government 2,143,7562,083,6002,196,6972,321,8012,522,5092,454,094
PUBLIC SAFETY
Police
4,269,9824,239,8834,391,4484,774,8035,032,5125,137,463
Fire
4,599,5024,640,6884,865,0085,062,9255,154,4235,308,160
Public Safety Reserve
0208,71427,04849,58917,627134,417
Building Inspection
245,108256,912273,496289,526295,058295,348
Emergency Management
20,08330,40040,86838,64941,57134,182
Total Public Safety
9,134,6749,376,5989,597,86810,215,49310,541,19110,909,570
PUBLIC WORKS
Administration
394,502389,250426,834438,212447,827463,135
Streets & Sidewalks
729,945871,231823,435829,747944,073968,893
Solid Waste/Recycling
1,220,3581,139,0971,208,7341,300,8081,330,4991,321,456
Vehicle Maintenance
252,825354,089357,192386,538405,478413,200
Structures & Grounds
530,391522,930545,795568,968587,920602,228
Public Works Salary Reserve
000013,6940
Snow & Ice Removal
1,349,2951,332,8711,946,609860,209890,500934,500
Total Public Works 4,477,3164,609,4685,308,6004,384,4814,619,9914,703,411
HEALTH & HUMAN SERVICES
Health
191,254201,945205,529214,787227,807226,270
Elder Services
237,845252,233257,240263,440268,864273,013
Youth Services
234,077297,423341,832301,493321,860331,050
Veterans Services
322,544332,222389,130356,389416,340413,487
Health & Human Service Salary Reserve
000010,5070
Total Health & Human Services
985,7201,083,8221,193,7311,136,1091,245,3771,243,820
Description of Funds Subject to Appropriation
General Fund
The primary operating fund of the Town. This fund is used to account for all
financial transactions and resources except for those that are accounted for in another fund, i.e
Special Revenue, Grants and Donation accounts. Revenues are derived primarily from property
taxes, charges for services, licenses and permits, fines and forfeits, intergovernmental revenue and
miscellaneous revenue. The departments included on the General Fund budget are as follows:
(1)General Government (4) Health & Human Services
Town Moderator Health
Town Manager Elder Services
Human Resources Youth Services
Town Accountant Veterans Services
Finance Committee
Treasurer/Collector (5) Culture & Recreation
Assessors Library
Legal
Community Development (6) Support Services
Planning Outside Auditing
Conservation Purchasing
Board of Appeals Information Technology
Facility Management
(2)Public Safety (7) Education
Police
Fire (8) Fixed Cost, Miscellaneous
Building Inspection and Debt Service
Emergency Management
(3)Public Works
Administration
Streets & Sidewalks
Solid Waste/Recycling
Vehicle Maintenance
Structures & Grounds
Snow & Ice Removal
GOVERNMENTAL FUND BALANCE CLASSIFICATION
GASB54 provides for two major types of fund balances, which are nonspendable and spendable.
Nonspendable fund balances are balances that cannot be spent because they are not expected to be converted to
cash or they are legally or contractually required to remain intact. Examples of this classification are prepaid
items, inventories and principal (corpus) of an endowment fund. The Town has reported portions of
endowment funds as nonspendable.
In addition to the nonspendable fund balance, GASB54 has provided a hierarchy of spendable fund balances,
based on a hierarchy of spending constraints.
Restricted: fund balances that are constrained by external parties, constitutional provisions, or enabling
legislation.
Committed: fund balances that contain self-imposed constraints of the government from its highest
level of decision making authority
Assigned: fund balances that contain self-imposed constraints of the government to be used for a
particular purpose.
Unassigned: fund balances of the general fund that is not constrained for any particular purpose.
The Town has classified its fund balances with the following hierarchy.
Nonmajor Total
Community Municipal Governmental Governmental
GeneralPreservationCapital projectsFundsFunds
FUND BALANCE
Nonspendable
Permanent fund principal$ - $ - $ - $ - $ -
Restricted for:
Municipal federal and state grants - - -121,545121,545
Education Federal and State - - -10,26310,263
Receipts reserved for appropriations - - -149,799149,799
Municipal revolving funds - - -548,781548,781
Education revovlving funds - - -660,306660,306
School lunch funds - - -342342
CPA fund -6,936,836 - -6,936,836
Other special revenue funds - - -1,181,4031,181,403
Affordable housing trust fund - - -897,686897,686
Other trust funds - - -933,544933,544
Municipal capital projects - - 3,303,93803,303,938
Education capital projects - - -49,97449,974
Debt service624,472 - - -624,472
Assigned to:
Encumbrances
General government9,970 - -9,970
Public Safety40,750 - -40,750
Education379,517 - -379,517
Public Works151,380 - -151,380
Health and human services408 - -408
Culture and recreation1,325 - -1,325
Support services10,617 - -10,617
Employee benefits1,912 - -1,912
Free cash used for subsequent
years expenditures524,817524,817
Unassigned18,029,311 -018,029,311
TOTAL FUND BALANCES
$ 19,774,479$ 6,936,836$ 3,303,938$ 4,553,643$ 34,568,896
Source: Town of North Andover June 30, 2016 CAFA
Non-major Governmental Funds
Special Revenue Funds
Special revenue funds are used to account for specific revenues that are typically restricted to
expenditures for a particular purpose.
Municipal Federal and State Grants This fund is used to account for grant funds received from
state and federal governments which are designated for specific non-school related programs.
Education Federal and State Grants - This fund is used to account for grant funds received from state
and federal governments which are designated for specific school related programs.
Receipts Reserved for Appropriation This fund is used to account for receipts from a specific
revenue source that by law is accounted for separately from the general fund and must be spent by
appropriation.
Municipal Revolving Funds
revolving funds established in accordance with MGL Chapter 44, Section 53E ½ and other applicable
statutes.
Education Revolving Funds
funds established in accordance with MGL Chapter 44, Section 53E ½ and Chapter 71.
School Lunch Fund This fund is used to account for all cafeteria activities and is funded by user
charges, federal and state grants and commodities received.
Other Special Revenue Funds This fund is used to account for the activity of donated funds, gifts,
and public safety details.
Affordable Housing Trust Fund This fund is used to account for activities relating to the
preservation and creation of affordable housing in the Town.
Other Trust Funds This fund is used to account for activities of conservation and public safety trust
funds.
Capital Project Funds
Capital project funds are used to account for the acquisition and construction of major capital
facilities other than those financed by proprietary funds and trust funds.
Highway Chapter 90 Projects This fund is used to account for construction and reconstruction of
Department.
Municipal Capital Projects This fund is used to account for the acquisition of non-school related
capital assets that are funded through both appropriation and borrowing.
Education Capital Projects - This fund is used to account for the acquisition of school related capital
assets that are funded through both appropriation and borrowing.
Permanent Funds
Permanent funds are used to report resources that are legally restricted to the extent that only
earnings, not principal, may be used for purpose that support governmental programs.
Permanent Funds Principal This fund is used to account for all non-library related gifts, bequests
and contributions for which only earnings may be expended to benefit the Town.
Library Permanent Funds This fund is used to account for gifts, bequests and contributions held for
which only earnings may be expended for purpose specified by the donor in relation to library
activites.
Source: Town of North Andover June 30, 2016 CAFA
Stabilization Funds
Town Stabilization Fund
This fund is a statutory reserve account which may be used for any municipal purpose. This fund requires a
two-thirds affirmative vote by the Town Meeting to appropriate. The FY17 Budget does make a contribution
to this fund.
$4,302,300
Fund balance as of June 30, 2016
FY17 contribution $ 60,017
$4,362,317
FY17 Est. Fund Balance as of June 30, 2017
FY18 contribution $ 159,831
$4,522,148
Projected FY18 Fund Balance
Town Capital Stabilization Fund
This fund is a statutory reserve account which may be used for additional source of funding for capital
construction and replacement projects, as well as unforeseen capital expenditures. This fund requires a two-
thirds affirmative vote by the Town Meeting to appropriate.
Fund balance as of June 30, 2016 $ 672,682
FY17 contribution $ 350,000
FY17 use of funds $(100,000)
$ 992,682
FY17 Est. Fund Balance as of June 30, 2016
FY18 contribution $ 350,000
FY18 use of funds $(750,000)
$ 522,682
Projected FY18 Fund Balance
Other Post-Retirement Benefits (OPEB) Stabilization Fund
Fund balance as of June 30, 2016 $1,016,557
Fy18 est. use (transfer to OPEB Trust) $(500,000)
Projected FY18 Fund Balance $ 516,557
Note:
Est. OPEB Liability as of June 30, 2014 $ 86,667,740
Est. OPEB Liability as of June 30, 2014 $107,321,707
OPEB Trust
Fund balance as of June 30, 2016 $ 518,110
FY17 contributions $ 300,000
$ 818,110
FY17 Est. Fund Balance as of June 30, 2017
FY18 contribution $ 700,000
$1,518,110
Projected FY18 Fund Balance
Enterprise Fund Retained Earnings Reserve
Water Fund as of June 30, 2016 10.0 months*
Sewer Fund as of June 30, 2016 8.31 months*
Stevens Estate as of June 30, 2016 13.4 months*
*assuming FY18 Budget Expenditures
Undesignated Fund Balance
The General Fund budget includes expenditures that are financed through transfers from other funds, such as
Water, Sewer and Stevens Estate funds.
Fund balance as of June 30, 2019 $ 7,755,733
FY15 revenues and other financing sources $ 91,342,560
FY15 expenditures and other financing uses $(85,588,103)
$ 13,510,189
Fund Balance as of June 30, 2015
Certified Free Cash as of June 30, 2016 $ 11,155,997
FACILITIES MASTER PLAN PROJECTS
NORTH ANDOVER TOWN HALL
Completed Renovations
October 2016
INSERT TAB CAPITAL AND EXPENSE USE PICTURE FROM PREVIOUS PAGE
FY18
CAPITAL IMPROVEMENT PROGRAM
Town of North Andover
Office of the
Town Manager
North Andover Town Hall
120 Main Street
North Andover, MA 01845
e-mail:
amaylor@townofnorthandover.com
Andrew W. Maylor Telephone (978)688-9510
Town Manager Fax (978)688-9556
December 12, 2016
Chairman Vaillancourt and the North Andover Board of Selectmen
Dear Board Members:
Pursuant to Chapter 9, Section 5 of the Town Charter, I hereby submit to you for your consideration
nt Plan (CIP) for the General Fund and the
for FY18 through FY22. The evaluation of CIP requests remains true to
the process of prior years in that each project is rated and scored based upon accepted ranking
criteria.
At your
common goal to continue to implement practices which will result in establishing a sustainable
municipality and ensure the stewardship of town assets. This Capital Improvement Program is
predicated on achieving that goal by requesting funding which helps maintain our infrastructure and
increases our ability to efficiently deliver services while controlling debt service as a percentage of
operating revenues. It is also a primary tenet of the plan to compel department heads to think
beyond the immediate term and focus on mid-range needs as well.
Specifically, this CIP requests funding for annual building maintenance, roadway improvements, a
modified Facilities Master Plan, various rolling stock, playground improvements, and information
technology enhancements. Consistent annual capital investments in each of these categories will
prevent us from returning to the days of deferred maintenance and reactionary responses to projects
The Facilities Master Plan (FMP) which was approved by Town Meeting in 2012 has been arguably
the single most successful initiative undertaken by the town during the past quarter century. When
the plan was being developed there was an understanding that additional or replacement
classrooms would be necessary. Not understanding exactly what that would mean at the time, a
$1.5 million was placed in the FMP as a placeholder. Using dollars approved by Town Meeting in
FY17 for the design of these classrooms, the town completed a space needs study for the
elementary grades. That study, which included 4 options, was completed in November 2016 and
presented to the School Committee. The School Committee and Superintendent chose an option
which calls for the construction of a modular Kindergarten school building adjacent to the Early
Childhood Center. For reasons which I have previously articulated under separate cover, I agree
with their recommendation and have included funding for the new facility in FY18 of the CIP as the
first, and likely only, major modification to the approved FMP.
For the foreseeable future I will continue the practice of remaining focused on controlling debt
service as a percentage of operating revenue. For the General Fund our target has been and
continues to be at or below 5% unless circumstances arise, such as increased interest rates.. The
recommended General Fund CIP for FY18 results in a debt service to revenues percentage of
4.81% which is higher than FY17 when that percentage was 4.44%. However, for all five years of
the CIP this percentage remains below the 5% target.
-as-you-
funding of capital projects. Therefore, the CIP assumes that all requests which comply with the
criteria to be considered a capital project, but cost less than $50,000, will be included in the
operating budgets of the respective requesting departments. Although the $25K minimum standard
in our policy for a project to qualify as a CIP item is appropriate, altering the past practice when the
budget allows is a sound financial practice.
The targeted debt service to revenues percentage for the last several years for the Water and Sewer
Enterprise Funds has been between 25%-28%. This is in sharp contrast to five years ago when that
percentage was north of 40%. Consciously incurring less debt during the past five years has also
resulted in increased retained earnings which in turn are used to increases pay-as-you-go capital
spending mitigating the amount of debt even further. For FY18 the Sewer Enterprise Fund is
projected to have a debt service to revenue percentage of 28.2% while the Water Enterprise Fund
will continue its downward trend to 21.5% (well below the target). For the four out years of this CIP
the debt service to revenue ratios for both the Water and Sewer Enterprise Funds will settle below
the target which provides the town with flexibility if a unanticipated project is required. Please note
that the debt service ratios assume a cost of capital of over 4% which is at least 75 basis point
greater than current market. As a result of its improved financial condition, the Stevens Estate first
appeared on the CIP in FY17. All projects recommended in FY17, FY18 and beyond will be funded
100% by the retained earnings of the Estate. Therefore, there is no debt service and no resulting
debt service to revenue ratio.
This CIP retains the enhancements made in previous years by including information on other
sources of funding that are used for projects, such as state funded Chapter 90 dollars to be used to
improve roadways, the use of Capital Stabilization funds, the repurposing of unused bond proceeds,
and the use of retained earnings for various Enterprise Fund projects. In a similar vein, this year the
includes $4 million directed toward the recommended modification to the Facilities Master Plan
that was referenced earlier. This will allow us to fund this critical project while maintaining the debt
tained earnings in
this way is a reflection of our progress in building reserves during the past several years. It should
be noted that a modification of this magnitude to the CIP is extremely unusual as is the
The recommended CIP for FY18-FY22 calls for total funding during the five year period of
$39,146,858 with $30,126,858 of this total dedicated to General Fund projects, $7,010,000 for
projects in the Water Enterprise Fund, $1,600,000 for the Sewer Enterprise Fund, and $410,000 for
Stevens Estate projects. Of this amount $13,635,010 will be funded from outside sources, with the
remainder of $25, 511,828 being bonded for periods ranging from 5 years to 20 years depending on
the type of project or equipment.
For FY18, General Fund Projects have a total cost of $ 9,647,500 ($ 3,912,500 net of outside
sources). The Water Enterprise Fund requests for FY18 total $2,425,000, $1,212,500 of which will
be funded by retained earnings. The Sewer Enterprise Fund recommendation is $100,000 that will
approved Facilities Master Plan continues through FY19. With the recent opening of the renovated
and expanded town hall the town has now completed the first four
mentioned previously, the FY18 appropriation request includes funding for a new dedicated
Kindergarten Facility and also dollars to design an expansion to the Senior Center. During this CIP
five year period, we will also construct the expansion to the Senior Center, plan for Facilities Master
Plan II and fund the first project identified in that plan.
With more than $6.1 million recommended for street and sidewalk improvements and repairs, the
continued commitment to this category remains intact for this CIP. Also, the Capital Stabilization
Fund established several years ago will allow for the replacement of the artificial turf fields at the
high school in FY18 and the addition of a carport and storage building for the Police Department in
FY20. In addition to the modification of the Facilities Master Plan, the most notable changes to this
CIP when compared to the FY17 plan is the funding of more the $400k to replace police and fire
radios in FY19 and FY20 and the aforementioned carport/storage building.
Current Past
Just because our looks better than our
Future Today
mean that our is still not dependent on the decisions we make This Five Year
Capital Plan is at the heart of our commitment to be stewards of the community we are fortunate to
serve. Major components associated with our goal to reduce average classroom size at the
elementary level are included in this plan. This would not have been possible if we were still
addressing excessive deferred maintenance in our public buildings. Our goal during the past five
years has been to adopt and follow a thoughtful plan for ensuring progress and sustainability. That
goal was also predicated on managing the financial impact of our infrastructure investments so as
not to adversely impact service levels. The FY18-FY22 CIP embraces that goal and is respectful of
its financial impact. I would like to thank Finance Director/Town Accountant Lyne Savage and
Assistant Town Manager Ray Santilli for their invaluable assistance in developing the CIP. Both
Lyne and I are available to respond to any questions or requests for information that you may have.
Sincerely,
Andrew W. Maylor
Town Manager
Capital Improvement Program
Executive Summary
This section is from the Town Manager Recommended Capital Improvement Program submitted in December
and which will be presented at the May 16, 2017 Annual Town Meeting.
In compliance with Section 5 of the Town Charter the Town Manager respectfully submits the following five-
8-
2022
continued commitment to a coordinated multi-year capital asset investment program. The Fiscal Year 2018-
2022 CIP is developed in a manner that lends itself to being useful as a budget and planning tool as well as a
user friendly document to the reader.The CIP is a multi-year fiscal planning document that identifies long-
scheduling and funding. It is comprised of two parts: a capital budget, which is the upcoming fiscal y
plan; and a capital program, which is a window into the capital needs of the community. It should be noted that
the CIP is not a static process. The creation of this CIP is based on the best available information at the time of
development with some projects requiring additional price and scope information. However, circumstances
during the budget year and out-years, do change which may require a change in plan. This plan is a forward
looking document designed to inform the community in the broadest possible way of the potential needs and
demands they may be facing.
Capital Improvement Program
the needs in order of project priority, and schedules projects for funding and implementation. The CIP is a
dynamic process and one that is likely to change from year to year. The process provides the opportunity to
plan for major expenditures in the future while evaluating new and current projects based on up to date data.
What is a capital improvement?
A capital improvement is a major, non-routine expenditure for new construction, major equipment
purchase, or improvement to existing buildings, facilities, land or infrastructure, with an estimated
useful life of five (5) years or more, and a cost of $25,000 or more.
Among the items properly classified as capital improvements are:
New public buildings, or additions to existing buildings, including land acquisition costs and
equipment needed to furnish the new building or addition for the first time;
Major alterations, renovations, or improvements to existing buildings which extend the useful life of
the existing buildings by five (5) years;
Land acquisition and/or improvement, unrelated to a public building, but necessary for conservation
or parks and recreation purposes;
Major equipment acquisition, replacement or refurbishment, with a cost of at least $25,000, and a
useful life of at least five (5) years, including data processing equipment;
New construction or major improvements to the Town's physical infrastructure, including streets,
sidewalks, stormwater drains, the water distribution system, and the sanitary sewer system, which
extend the useful life of the infrastructure by at least five (5) years, and
A feasibility study or engineering design services which are related to a future capital improvement.
What are the benefits of a capital improvement program?
Facilitates coordination between capital needs and the operating budgets;
Enhances the community's credit rating through improved fiscal planning and avoids sudden changes
in its debt service requirements;
Identifies the most economical means of financing capital projects;
Increases opportunities for obtaining federal and state aid;
Relates public facilities to the Town's strategic plan or public and private development and
redevelopment policies and plans;
Focuses attention on community objectives and fiscal capacity;
Keeps the public informed about future needs and projects;
Coordinates overlapping units of local government to reduce duplication, and encourages careful
project planning and design to avoid costly mistakes and reach goals.
Creating the Capital Improvement Program
The Town developed an administrative process that established policies and procedures for submitting and
evaluating projects. This includes:
Instructions for identifying and submitting projects;
A schedule for the submission of projects, and
A method of evaluating and ranking projects.
Process Overview
The following steps guide the capital plan process:
The Town Manager sets a schedule for completing the CIP process;
The status of previously approved projects are determined;
Town Manager reviews and evaluates each project in accordance with ranking methodology;
A recommended method of financing is proposed for each project;
The Town Manager informs departments as to the approved priority of projects;
The Town Manager submits the proposed CIP to the Board of Selectmen and Finance Committee;
Board of Selectmen and Finance Committee adopt CIP program;
Town Manager submits annual capital article for Town Meeting authorization.
Capital Program Categories
In an effort to gain consistency in categorizing and evaluating projects this program is divided into the
following five
Land
- The acquisition through purchase, long term lease, with or without conditions, of undeveloped real
estate. If the acquisition of land is associated with the acquisition of a building or an infrastructure project, the
project should be categorized in those respective categories.
Building -
The replacement, renovation, addition to, construction or acquisition through purchase or long-term
lease of a building structure or a major component thereof.
Infrastructure
This category would include such things as water and sewer pipes, pumping stations,
roadwork, sidewalks, traffic signals, drainage systems and other improvements of a lasting nature but not
related to building structures.
Equipment (Rolling)
All equipment that meets the definition of a capital project item that is capable of self-
propulsion from one location to another.
Equipment (Non-rolling)
All other equipment that meets the definition of a capital project item. The item
may be transportable, however, if it is capable of moving under its own power it should be classified under
building such as an air conditioner or a furnace, that item shou
Capital Program Priorities
Given the current budgetary environment that limits the amount of funds available each year for capital
projects, it is necessary to prioritize the capital requests so as to stay within the Town
projects based on six weighted criteria including overall fiscal impact, legal mandates, advancement of the
Town master plan, impact on service to the public, urgency of maintenance needs, whether prior phases have
been funded and division priority. Generally, the project receiving the highest number of points is funded first,
then the project with the next highest score is funded next, and so on until the pool of available funds is
depleted for that particular fiscal year with departures from this method allowed for multi-year projects and/or
large building projects. This disparity is necessary because large building projects often times receive high
priority but if they were to be funded in one year the resulting debt service would exceed prudent debt limits.
Therefore these types of projects are distributed throughout the five year plan and certain large-scale projects
may require a proposition 2 ½ exemption vote in an attempt to avoid overwhelming the tax levy limit. The
process is then repeated in subsequent years.
In addition, a capital budget plan is a fluid document subject to change each year as priorities change and
additional information is becomes available. As a result, a project, which had a priority score in a previous
edition of the capital plan, may have a different score in subsequent year updates. After the first year of the
capital plan, the information p
manner.
Capital Program Fund Impacts
One of the most difficult challenges facing the Town today is to establish an investment in its capital assets
while successfully managing the financial impact on both the General and Enterprise Fund budgets. In light of
the importance of creating this planned program of infrastructure repair and replacement, the Town is
committed to maintaining an annual Capital Budget, with the goal of reversing the effects of years of deferred
maintenance.
In keeping with the adopted financial policies that recommend a limit of net debt service to between 3-5% of
authorized as excluded from proposition 2 ½ and School Building Assistance.
While these levels are subject to change given the nature of the CIP process, the FY2016-2020 CIP includes
general fund project requests totaling approximately $27.4 million over the five years of which $6.2 million
will be authorized in Fiscal Year 2016. Enterprise Funds CIP request totaled approximately $7.8 million over
five years of which $1.5 million will be authorized in Fiscal Year 2016. The financial impact of the CIP on the
General and Enterprise Funds debt service are discussed below.
Debt Service Impact on the General Fund
In an effort to balance the cost of debt service throughout the program, projects regardless of departmental
ranking are placed in outlying years. A
placed in outlying years regardless of manager and departmental ranking and certain large scale projects may
require a proposition 2½ exemption vote in an attempt to avoid overwhelming the tax levy limit.
The table below outlines the projected costs of General Fund Debt Service resulting from this CIP and the
funding plan adherences to the Town debt policy.
Information provided on the following chart are projected revenues used to prepare the FY16-FY20 Capital
Improvement Plan.
Revenue SummaryActualActualBudgetProjected
FY 2015FY 2016FY 2017FY 2018
Property Taxes (Net of Debt Exclusions)62,564,59464,806,33668,076,02170,377,921
Debt Exclusions1,705,8491,867,4621,853,5901,842,680
Tax Title348,217739,44300
Local Receipts10,115,43411,515,5859,536,5119,822,607
State Aid (Cherry Sheet)9,624,63110,274,31510,505,08610,767,713
State Aid (MSBA)412,131000
Interfund Operating Transfers1,576,6481,551,3911,588,3651,628,074
Reserves and One Time Revenues530,547588,02800
Free Cash838,0001,435,760524,8170
-17.19%
Total All Revenue87,716,05192,778,31992,084,39094,438,996
General Fund Obligation Debt Service5,561,8745,817,3136,052,6135,752,727
P/Y Authorized CIP Unissued000760,155
Less GLSD Credit for Police Station Debt-143,103-144,892-146,703-148,537
Less School Comm. Programs to Pre-School Debt-61,350000
Less Esco Project Debt Service0000
Subtotal5,357,4215,672,4215,905,9106,364,345
New Excluded CIP0000
New Non- Excluded CIP0000
Total Debt Service5,357,4215,672,4215,905,9106,364,345
Less:
Debt Exclusions (Existing and Proposed)1,774,7751,936,3881,922,5161,911,606
-Excluded SBA Reimbursement0000
- Debt Exclusion Adjustment0000
- SBA State Reimb - interest on H/S-68,926-68,926-68,926-68,926
- Bond Premium
Net Exclusions1,705,8491,867,4621,853,5901,842,680
Total Debt Service5,357,4215,672,4215,905,9106,364,345
Less: Debt Exclusions -1,774,775-1,936,388-1,922,516-1,911,606
Net Debt Service ( Non Excluded Debt)-3,582,6463,736,0333,983,3954,452,739
less credits glsd & Sch
Increase of Net Debt Service over PY-733,762153,388247,361469,344
Estimated Total Revenue87,716,05192,778,31992,084,39094,438,996
Less:
Reserves and One Time Revenues-530,547-588,02800
Debt Exclusions-1,774,775-1,936,388-1,922,516-1,911,606
Free Cash-838,000-1,435,760-524,8170
Non-excluded SBA -412,131000
Net Revenue84,160,59888,818,14489,637,05792,527,389
Net Debt Ratio4.26%4.21%4.44%4.81%
TOWN OF NORTH ANDOVER
CAPITAL IMPROVEMENT PROGRAM
SUMMARY OF FY18 RECOMMENDED CAPITAL IMPROVEMENT PROJECTS
FY18
Department FY18 Funding
PurposeRequestRecm'dSourcesOther Funding Sources
Public Works
Roadway Improvements 1,210,000 1,210,000Bond
Chapter 90
Sidewalk Reconstruction 75,000 75,000Bond
Water & High St Intersection Improvements 475,000 475,000 Bond
1,760,000 1,760,000
Facilities
Building Maintenance 225,000 225,000 Bond
225,000 225,000
Town Manager / Selectmen
Facilities Master Plan Implementation 6,647,500 6,647,500Bond
Free Cash
Playground Improvements (Townwide) 50,000 50,000Bond
6,697,500 6,697,500
Fire Department
Forestry Vehicle 65,000 65,000Bond
65,000 65,000
Information Technology
Municipal IT (FY18-FY22) 50,000 50,000Bond
School IT (FY18-FY22) 100,000 100,000 Bond
150,000 150,000
Education
Sport Turf Field Surface Replacement 750,000 750,000
Capital Stabilization
750,000 750,000
Total General Fund Capital Projects 9,647,500 9,647,500
Water
Ozone System 2,200,000 2,200,000Bond /R/A
Water Fund - Retained Earnings
Chemical Storage Tank and Feed System Improvements 225,000 225,000 R/A
Water Fund - Retained Earnings
Subtotal Water 2,425,000 2,425,000
Sewer
Improvements to various Pump Stations 100,000 100,000 R/A
Sewer Fund- Retained Earnings
Subtotal Sewer 100,000 100,000
Stevens Estate
Main House Boiler & Plumbing Improvements 75,000 75,000R/A
Stevens Estate-Retained Earingins
Exterior Infrastructure/Grounds Improvements 35,000 35,000R/A
Stevens Estate-Retained Earingins
110,000 110,000
Total Enterprise Fund Capital Projects 2,635,000 2,635,000
Total All Capital Projects 12,282,500 12,282,500
Less Free Cash
($4,165,000)($4,165,000)
Less Retained Earnings
($1,422,500)($1,422,500)
Less Chapter 90 Funding
($820,000)($820,000)
Less Capital Stabilization
($750,000)($750,000)
Total Projected Bond Issue 5,125,000 5,125,000
TOWN OF NORTH ANDOVER
PROJECT REQUEST RATING SHEET
DESCRIPTION OF RATING CRITERIA AND SCALES
CRITERIA A-OVERALL FISCAL IMPACT Weight 4
Rationale:
budget be considered in rating and evaluating projects. Projects that are self-funded or have a large proportion
of external funding will receive higher ratings than those that do not.
Considerations:
Ratings for this factor will consider these major points:
A. Capital cost of the project relative to all other project requests.
B. Impact of project on Town operating costs and personnel levels.
C. Whether project requires Town appropriations or is funded from agency, grant funds,
matching funds, or generated revenue.
D. Impact on Town tax revenue or fee revenue.
E. Will external funding be lost should project be delayed?
Illustrative Ratings
:
5-Project requires less than 10% Town funding.
4-Project requires less than 50% Town funding.
3-Project requires more than 50% Town funding, decreases operating costs and
increases Town revenues.
2-Project requires more than 50% Town funding, increases operating costs and
increases Town revenues.
1-Project requires more than 50% Town funding, decreases operating costs and
decreases Town revenues.
0-Project requires more than 50% Town funding, increases operating costs and
decreases Town revenues.
CRITERIA B-LEGAL OBLIGATIONS AND COMPLIANCE WITH MASTER PLAN
Weight: 4
Rationale:
Some projects are virtually unavoidable due to court orders, federal mandates, or state laws that
and the degree of ad
Considerations:
Ratings for this factor will consider these major points:
A. Whether an agency is under direct court order to complete this project.
B. Whether the project is needed to meet requirements of federal or state legislation.
C. Whether the project advances one or more of the goals of the Town Master Plan.
Illustrative Ratings:
5-Agency currently under court order to take action.
4-Project is necessary to meet existing state and federal requirements.
3-Project adv
2-
1-Legislation under discussion could require project in future.
0-No legal or Master Plan impact or requirements.
-1-Project requires change in state law to proceed.
-2-Project requires change in federal law to proceed.
CRITERIA C-IMPACT ON SERVICE TO THE PUBLIC Weight: 3
Rationale:
Consideration will be given to capital projects that address health, safety,
accreditation or maintenance issues as well as improved service of an agency. Service is broadly
and/or improved operations of an existing department.
Considerations:
Ratings for this factor will consider these major points:
A. Whether the service is already being provided by existing agencies.
B. Whether the project has immediate impact on service, health, safety, accreditation or
maintenance needs.
C. Whether the project foc
need.
Illustrative Ratings:
5-Service addresses an immediate public health, safety, accreditation, or
maintenance need.
4-Service is improved and addresses a public health, safety, accreditation, or
maintenance need.
3-Service is greatly improved.
2-Service is improved.
1-Service is minimally improved and addresses a public health, safety,
accreditation, or maintenance need.
0-Service is minimally improved.
CRITERIA D-URGENCY OF MAINTENANCE NEEDS Weight: 3
Rationale:
services expected by citizens, businesses, and visitors. Capital projects that are essential to maintain service,
protect investment, or restore service that has been interrupted due to failure of capital assets will receive the
highest rating in this criterion.
Considerations:
Ratings for this factor will consider these major points:
A. Whether service is currently interrupted.
B.
Whether the project as requested will result in full restoration of service.
C.
Whether the project is the most cost-effective method of providing or maintaining service.
D.
Where service is not currently interrupted, the likelihood that it will be in the next five years if
the project is not funded.
E.
Whether costs of the project will increase (beyond inflation) if the project is delayed.
F.
Whether the agency has prepared a comprehensive maintenance/rehabilitation/replacement
schedule and the project is due under that schedule.
Illustrative Ratings:
5-Service is currently interrupted and the project will restore service in the most
cost-effective manner possible.
4-Service is likely to be disrupted in the five-year horizon if project is not funded.
3-Project is necessary to maintain orderly schedule for maintenance and
replacement.
2-Cost of Project will increase in future (beyond inflation) if it is delayed at this
time.
1-Minor risk that cost will rise or service will be interrupted if project is not
funded.
0-There is no financial or service risk of delaying or not funding the project (e.g.,
the project is new and has no impact on current service).
CRITERIA E PRIOR PHASES Weight: 2
Rationale:
Some projects need to be developed in phases due to their complexity of size. In such cases, the
need has already been established by prior commitment of funds to existing projects. Therefore, continuation
of the project will be given higher consideration:
Considerations:
Ratings for this factor will consider these major points:
A. Whether the project has received prior funds.
B. Whether the project requires additional funding to be operational.
Illustrative Ratings
:
5-All but the final phase has been fully funded.
4-Multiple phases have been fully funded.
3-Multiple phases have been partially funded.
2-First phases has been fully funded.
1-First phase has been partially funded.
0-No prior phases have been funded or partially funded.
CRITERIA F DEPARTMENTAL PRIORITY Weight: 2
Rationale:
Divisions are expected to provide an indication of which projects are most important to their
mission.
Considerations
: Ratings for this factor will consider these major points:
A. Departmental ranking of each individual project.
B. The total number of project requests that are tuned in by entities.
Illustrative Ratings
:
5-Top 20% of highest departmentally ranked project requests.
4-20% of next highest departmentally ranked project requests.
3-20% of next highest departmentally ranked project requests.
2-20% of next highest departmentally ranked project requests.
1-Bottom 20% of all project requests.
CAPITAL IMPROVEMENT PROGRAM
FY 18 PROJECT DETAILS
DEBT SERVICE
DEBT SERVICE
Bonded Debt
exception of the Water and Sewer Enterprise Funds which appears in their respective budgets. The expenditure
includes pay
General Debt Limit
Debt Limit and a Double Debt Limit. The Normal Debt Limit of a Town is 5 percent of the valuation of
taxable property. The Town can authorize debt up to this amount (currently $216,876) without State approval.
The Town can authorize debt up to twice this amount (Double Debt Limit) with the approval of the State
Emergency Finance Board.
There are many categories of general obligation debt which are exempt from and do not count against the
General Debt Limit. Among others, these exempt categories include revenue anticipation notes and grant
anticipation notes, emergency loans, loans exempted by special laws, certain school bonds, sewer project
bonds and solid waste and solid waste disposal facility bonds (as approved by the Emergency Finance Board),
and, subject to special debt limits, bonds for water, housing, urban renewal and economic development
(subject to various debt limits) and electric and gas (subject to a separate limit to the General Debt Limit,
inducing the same doubling provision). Industrial revenue bonds, electric revenue bonds and water pollution
abatement revenue bonds are not subject to these debt limits. The General Debt Limit and the special debt
limit for water bonds apply at the time the debt is authorized. The other special debt limits generally apply at
the time the debt is incurred.
Debt Limit Calculation (Debt from all sources including Water and Sewer)
Equalized Valuation 1/1/15 4,337,534,000
Debt Limit 216,876,700
Outstanding Debt outside Limit 6/15/16 8,625,440
Outstanding Debt inside Limit 6/15/16 43,200,485
Total Outstanding Debt 6/15/16 51,825,925
Debt Limit 216,876,700
Debt subject to Debt Limit 43,200,485
Borrowing Capacity 173,676,215
Communities have four basic ways to finance capital projects: pay-as-you-go financing, debt financing, public
reliance on any one of these options can be risky to a local government'sfiscal health. It can also restrict the
.
Authorization of General Obligation Debt
Under the General Laws, bonds and notes of a Town are generally authorized by vote of two-thirds of all the
members of the Town Meeting. A provision is made for a referendum on the filing of a petition bearing the
requisite number of signatures that would allow the cost to be excluded from the Proposition 2½ taxation
limits. Borrowing for certain purposes also requires administrative approval from the commonwealth.
Temporary loans in anticipation of current revenues, grants and other purposes can be made without local
legislative approval.
Types of Obligations
Under Massachusetts statute, the Town is authorized to issue general obligation indebtedness of the following
types:
Serial Bonds and Notes
- These are generally required to be payable in equal or diminishing annual principal
amounts beginning no later than the end of the next fiscalyear commencing after the date of issue and ending
within the terms permitted by law. Level debt service is permitted for bonds or notes issued for certain
purposes, and for those projects for which debt service has been exempted from property tax limitations. The
maximum terms vary from one year to 40 years, depending on the purpose of the issue. Most of the purposes
are capital projects. They may be made callable and redeemed prior to their maturity, and a redemption
premium may be paid. Refunding bonds or notes may be issued subject to the maximum terms measured from
the date of the original bonds or notes. Serial bonds may be issued as "qualified bonds" with the approval of
the State Emergency Finance Board, subject to such conditions and limitations (including restrictions on future
indebtedness) as may be required by the Board. The State Treasurer is required to pay the debt service on
"qualified bonds" and thereafter to withhold the amount of the debt service from state aid or other state
payments. Administrative costs and any loss of interest income to the Commonwealth are to be assessed upon
the Town.
Bond Anticipation Notes
These generally must mature within two years of their original dates of issuance,
but may be refunded from time to time for a period not to exceed five years from their original date of
issuance, provided that (except for notes issued for certain school projects that have been approved for state
school construction aid) for each year that the notes are refunded beyond the second year, they must be paid in
part from revenue funds in an amount at least equal to the minimum annual payment that would have been
required if the bond had been issued at the end of the second year. The maximum term of bonds issued to
refund bond anticipation notes is measured from the date of the original issue of the notes except for notes
issued for such State-aided school construction projects.
Revenue Anticipation Notes
Revenue Anticipation Notes are issued to meet current expenses in
anticipation of taxes and other revenues. They must mature within one year but, if payable in less than one
year, may be refunded from time to time up to one year from the original date of issue.
Grant Anticipation Notes
Grant Anticipation Notes are issued for temporary financing in anticipation of
federal grants and state and county reimbursements. They must generally mature within two years, but may be
refunded from time to time as long as the municipality remains entitled to the grant and reimbursement.
Revenue Bonds
Cities and towns may issue revenue bonds for solid waste disposal facilities and for projects
s and
towns having electric departments may issue revenue bonds, and notes in anticipation of such bonds, subject to
the approval of the State Department of Public Utilities. The Town of North Andover does not have an electric
department, and has not authorized any other Town revenue bonds.
Bond Rating
AAA
Aa2
General Fund Debt Service
2018
201520162017Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRecom'dChangeChange
Expenses
Principal - Long Term - Excluded$ 1,485,000$ 1,700,000$ 1,745,000$ 1,795,000$ 50,000 2.9%
Interest - Long Term - Excluded$ 289,775$ 236,388$ 177,516$ 116,606$ (60,909)-34.3%
Principal - Long Term - Non Excluded$ 3,098,967$ 3,085,624$ 3,273,902$ 3,590,999$ 317,097 9.7%
Interest - Long Term - Non Excluded$ 688,132$ 795,301$ 1,011,971$ 1,010,276$ (1,695)-0.2%
Interest on Notes$ 2,970$ - $ - $ - $ -
Total: Debt Service$ 5,564,844$ 5,817,313$ 6,208,389$ 6,512,882$ 304,493 4.9%
Water Debt Service
2018
201520162017Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRecom'dChangeChange
Expenses
Principal - Long Term $ 1,208,112$ 734,006$ 592,979$ 587,979$ (5,000)-0.8%
Interest - Long Term $ 156,334$ 115,657$ 93,586$ 75,477$ (18,109)-19.4%
Principal - Long Term - MWPAT$ 256,586$ 261,770$ 267,058$ 272,453$ 5,395 2.0%
Interest - Long Term - MWPAT$ 79,519$ 74,335$ 69,047$ 63,652$ (5,395)-7.8%
Total: Water Debt Service$ 1,700,551$ 1,185,768$ 1,022,670$ 999,561$ (23,109)-2.3%
Sewer Debt Service
2018
201520162017Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRecom'dChangeChange
Expenses
Principal - Long Term $ 1,251,608$ 1,155,370$ 878,166$ 883,151$ 4,985 0.6%
Interest - Long Term $ 246,378$ 186,312$ 192,881$ 148,506$ (44,375)-23.0%
Principal - Long Term - MWPAT$ 424,317$ 254,152$ 258,044$ 265,235$ 7,190 2.8%
Interest - Long Term - MWPAT$ 34,635$ 24,174$ 15,342$ 7,150$ (8,192)-53.4%
Total: Sewer Debt Service$ 1,956,938$ 1,620,008$ 1,344,433$ 1,304,042$ (40,391)-3.0%
GENERAL FUND - WATER AND SEWER
Combined
General FundWaterSewerAnnual
FY2017$ 6,069,105$ 1,022,670$ 1,319,713$ 8,411,489
FY2018$ 5,752,727$ 999,561$ 1,304,042$ 8,056,330
FY2019$ 4,035,127$ 836,933$ 1,080,074$ 5,952,134
FY2020$ 3,307,996$ 725,366$ 986,025$ 5,019,387
FY2021$ 3,094,182$ 692,006$ 783,604$ 4,569,792
FY2022$ 2,509,841$ 662,271$ 646,234$ 3,818,345
FY2023$ 2,394,399$ 446,080$ 333,116$ 3,173,595
FY2024$ 2,333,071$ 443,255$ 317,663$ 3,093,988
FY2025$ 2,191,971$ 418,105$ 307,238$ 2,917,314
FY2026$ 1,807,133$ 415,506$ 291,351$ 2,513,989
FY2027$ 1,610,910$ 412,905$ 194,798$ 2,218,614
FY2028$ 1,551,758$ 410,305$ 165,501$ 2,127,564
FY2029$ 1,496,741$ 71,600$ -$ 1,568,341
FY2030$ 1,070,846$ 104,000$ -$ 1,174,846
FY2031$ 1,051,901$ - $ -$ 1,051,901
FY2032$ 1,036,331$ - $ -$ 1,036,331
FY2033$ 1,014,281$ - $ -$ 1,014,281
FY2034$ 987,069$ - $ -$ 987,069
FY2035$ 583,669$ 583,669
FY2036$ 242,050$ 242,050
$ 44,141,109$ 7,660,562$ 7,729,358$ 59,531,030
Footnote: Does not include Authorized but Unissued Debt
INSERT TAB FOR DEPARTMENT INFORMATION
Town Non-School Personnel Analysis
With the projected cost of personnel at $15.1 million or 68.5% of the General Fund non-school operating
The FTE
budget the need to stringently monitor this area of the operating budget is of the highest importance.
Headcount remains relatively unchanged for FY18, 1.52 FTE increase. However several departments
have seen staffing changes in an attempt to improve service delivery and align human resources with
departmental functions. More detail explanation on following chart.
-school headcount over the last four years. The table on the
following page illustrates the changes, which have been made over the last three fiscal years by
department. Further detail breakdown can be found within each departmental presentation.
TOWN OF NORTH ANDOVER
GENERAL FUND POSITION LIST COMPARISON
ACTUALACTUALACTUALREQUESTED
FY15FY16FY17FY18
MUNICIPALSTAFFSTAFFSTAFFSTAFFVARIANCE
DEPARTMENTSPOSITIONSPOSITIONSPOSITIONSPOSITIONS+ / (-)
Assessor3.753.753.753.750.00
Board of Appeals1.000.500.500.500.00
Community Development 2.003.001.701.700.00
Conservation2.002.002.002.000.00
Elder Services5.005.005.005.000.00
Emergency Management0.000.000.000.000.00
Facilities Management2.002.002.002.000.00
Fire56.0056.0056.0056.000.00
Health3.603.603.603.600.00
Human Resources1.002.002.002.000.00
Information Technology 8.008.008.409.401.00
Inspectional Services4.304.304.604.600.00
Legal0.000.001.001.000.00
Library14.1014.4015.1015.430.33
Planning 2.002.003.003.000.00
Police53.0053.0053.0053.000.00
Public Works 23.2523.0024.0024.000.00
Admin Support 0.500.501.500.50-1.00
Town Accountant 4.003.002.003.001.00
Town Clerk4.004.004.004.000.00
Town Manager / Selectmen3.002.502.502.500.00
Treasurer / Collector4.004.004.004.000.00
Veterans Services1.501.601.501.690.19
Youth & Recreation Services5.005.005.005.000.00
Grand Total203.00203.15206.15207.671.52
CHANGES
Town Accountant increase from move payroll back to department
Admin Support decrease from moving payroll back to Accounting
Information Tecnology increase with move of school employee into department
Library added additional 2.76 hours for Library part time staff
Veterans added additional 1.5 hrs to part time staff
TOWN MANAGER
MISSION STATEMENT
The Town Manager is the Chief Executive Officer and is the primary officer responsible for the
implementation of Board of Selectmen policy and compliance with town by-laws, the town charter and the
laws of the Commonwealth of Massachusetts. The Town Manager sets overall operating goals for the Town,
which determines the departmental goals, and oversees the efficient and effective administration of town
government to achieve those goals. The Town Manager is responsible for ensuring the continued economic,
social, and financial viability of the Town, and also for ensuring the delivery of quality services to the
residents and taxpayers of the Town.
SIGNIFICANT CHANGES
-house town counsel
in-house town counsel was appointed by the Selectmen. The
Town Manager will continue working with the Superintendent of Schools and Town Counsel during FY18 to
ensure a smooth transition and an efficient integration of these services with department staff.
PRIOR YEAR ACCOMPLISHMENTS
Achieved AAA bond rating.
Completed renovations of Town Hall and the former fire station and began construction of the addition
at the Department of Public Works building, implementing the next phase of the Facilities Master Plan.
Executed a long term net metering credit sales agreement and PILOT agreement with Osgood Solar,
LLC to generate new revenue and help reduce the cost of energy.
Developed a FY18 Budget which increased service levels without the use of reserves.
Recommended level funded Water and Sewer rates for the 6th straight year while increasing reserves
in these funds.
Negotiated a new three year collective bargaining agreement with Department of Public Works union.
Obtained Green Communities designation allowing the Town to receive grant funding to support
energy efficiency activities.
Other Post- Employment Benefits (OPEB) liability.
Presented a Five Year Capital Improvement Plan for FY18-22 to the Board of Selectmen which adheres
to the plan to maintain debt service as a percentage of operating revenue to below 5%.
Began the process of implementing the Community Choice Aggregation Program giving residents the
option to choose a different electric supplier to save money on their electric bills.
Executed contract with consultant to develop a community Master Plan.
Implemented the first free curbside textile recycling program in Massachusetts.
Established Middle School Athletic/Recreation Complex Committee to solicit community input and
develop a plan for the site.
Updated Personnel Policy for non-union employees and updated exempt employee classification chart.
FY18 GOALS
Continue to implement the next phases of the Facilities Master Plan.
eveloping a FY19
Budget which maintains level services without the use of reserves.
Maat a minimum of approximately
5% of General Fund operating revenues.
Begin multi-year process of undergrounding street lights in the downtown area.
Execute a new long term trash pickup and hauling contract.
Commence the process to convert all town owned streetlights to LED.
Develop a Five Year Capital Plan for FY19-23 by December 31, 2017 which adheres to the goal of
maintaining debt service as a percentage of operating revenue to below 5%.
Complete performance evaluations for all Division Directors and other senior staff members by July 30,
2018.
Address parking shortage in the downtown area by leasing or taking property to be used as a parking
lot.
Explore options for selling or leasing the buildings and ancillary structures of the Stevens Estate while
retaining ownership of the surrounding protected open space
Complete the next phase of the Playground Master Plan by renovating Drummond Playground.
Town Manager Budget
2018
201520162017Dept2018DollarPercent
Town Mgr
Expense Line ItemACTUALACTUALADOPTEDRequestRecm'dChangeChange
Personnel
Salaries, Full-Time$ 256,094$ 269,747$ 281,052$ 287,459$ 287,459$ 6,4076.6%
Wages, Part-Time$ 25,170$ 25,500$ 25,500$ 25,500$ 25,500$ -0.0%
Overtime$ -$ -$ -$ -$ -$ -
Longevity$ 413$ 413$ 1,163$ 1,363$ 1,363$ 200 230.3%
Salary Reserve$ -$ -$ -$ -$ -$ -
Total: Personnel Costs$ 281,677$ 295,660$ 307,715$ 314,322$ 314,322$ 6,6072.1%
Expenses
Contract Benefits - Manager$ 1,500$ 1,511$ 3,000$ 3,000$ 3,000$ -98.5%
Repairs & Maintenance$ -$ 154$ 200$ 200$ 200$ -29.8%
Hosting Meeting Expenses$ 250$ 369$ 600$ 600$ 600$ -62.7%
Equipment Rental/ Leases$ 5,365$ 3,797$ 6,000$ 6,300$ 6,300$ 300 65.9%
Outside Professional Services$ 1,920$ 2,124$ 2,000$ 1,000$ 1,000$ (1,000) -52.9%
Advertising$ 898$ 1,074$ 1,500$ 1,500$ 1,500$ -39.6%
Training & Education$ 16,668$ 5,487$ 6,500$ 7,500$ 7,500$ 1,00036.7%
Telephone$ 2,648$ 1,779$ 1,500$ 1,000$ 1,000$ (500) -43.8%
Postage Services$ 552$ 372$ 1,000$ 750$ 750$ (250) 101.5%
Commission on Disability Issues$ -$ -$ 250$ 250$ 250$ -
Office Supplies$ 4,224$ 2,559$ 4,000$ 5,500$ 5,500$ 1,500115.0%
Printing & Forms$ 6,329$ 4,715$ 4,000$ 4,000$ 4,000$ --15.2%
Auto Mileage$ 7,277$ 4,024$ 2,000$ 1,500$ 1,500$ (500) -62.7%
Dues/ Memberships & Subscriptions$ 5,150$ 5,696$ 6,000$ 6,500$ 6,500$ 500 14.1%
Other Charges & Expenses$ 2,319$ 782$ 1,000$ 1,000$ 1,000$ -27.9%
Total: Expense Costs$ 55,101$ 34,442$ 39,550$ 40,600$ 40,600$ 1,0502.7%
Total: Town Manager Costs$ 336,777$ 330,102$ 347,265$ 354,922$ 354,922$ 7,6572.2%
Town Manager Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Town ManagerTown Manager11110
Assistant Town Manager0.50.50.50.50
Administrative Assistant0.50000
Administrative Secretary10000
Executive Assistant01110
Total32.52.52.50
Moderator Budget
2018
201520162017Dept2018DollarPercent
Town Mgr
Expense Line ItemACTUALACUTALADOPTEDRequestedRecm'dChangeChange
Personnel
Wages, Part-Time$ 500$ 750$ 500$ 500$ 500$ (250) -33.3%
Total: Personnel Costs$ 500$ 750$ 500$ 500$ 500$ (250) -33.3%
Expenses
Dues and Subscriptions$ - $ - $ 350$ 350$ 350$ 350
Total: Expense Costs$ - $ - $ 350$ 350$ 350$ -
Total: Town Moderator Costs$ 500$ 750$ 850$ 850$ 850$ (250) 13.3%
HUMAN RESOURCES
MISSION STATEMENT
The Human Resources Department serves the employees and citizens of the Town in a manner that
The Department seeks to promote fairness, open
communication, and equal opportunity for all. Services include recruitment, compensation and
benefits management, employee/labor relations and human resource information management.
SIGNIFICANT CHANGES
There were no significant changes this year.
PRIOR YEAR ACCOMPLISHMENTS
The Department maintained compliance with Affordable Health Care mandates for employee
enrollment and reporting.
The Town implemented a new integrated financial system that has resulted in the launch of an
Employee Self Service option. This option allows employees to access payroll information
and update personal information twenty four hours a day. The result is a decrease in
administrative paperwork and allowing for more efficient updates.
Provided training through MIIA Employee Assistance Plan of Building a Respectful Work
Place Culture for clerical staff.
Recruitment activity due to retirements and voluntary separations resulted in vacancies in the
following 35 positions.
Division/Department Position
Stevens Memorial Library
Librarian, Teen Librarian, Technical Services and
Head of Circulation, School Media
Specialist/Librarian, Night/Weekend Librarian
Public Works Senior Water Analyst, Summer Laborers (4),
Drinking Water Treatment Plant Interns (2), Part
Time Building Custodian
Community & Economic Development Health Department Assistant
Administration & Finance Town Counsel
Police Department Police Chief, Police Sergeant, Police Lieutenant
Fire Department Firefighters 3, Lieutenant 2, Deputy Fire Chief
Treasurer/Collector Treasurer/Collector
Accounting Assistant Town Accountant, Part Time Payroll Clerk
Veterans Part Time Administrative Assistant
Youth & Recreation Services Support Services Coordinator, Social Program
Coordinator
FY18 GOALS
Provide two Town-wide training sessions for employees by September 30, 2017 and by
November 30, 2017.
Provide two training sessions for Division Directors/Department Heads by October 31, 2017
and by February, 28, 2018.
Identify aged personnel files to be placed on laser fiche by August 30, 2017.
Human Resources Budget
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries, Full-Time$ 132,372$ 142,516$ 142,833$ 148,401$ 148,401$ 5,5683.9%
Longevity$ 1,125$ 1,650$ 1,975$ 2,325$ 2,325$ 350
Salary Reserve$ - $ - $ - $ - $ - $ -
Total: Personnel Costs$ 133,497 $ 144,166 $ 144,808 $ 150,726 $ 150,726 $ 5,918 4.1%
Expenses
Outside Professional Services$ 7,800$ 18,022$ 19,000$ 18,000$ 18,000$ (1,000) -5.3%
Advertising$ - $ - $ 79$ 79$ 79$ -0.0%
Training & Education$ 265$ 1,024$ 2,300$ 2,300$ 2,300$ -0.0%
Telephone$ - $ - $ - $ 800$ 800
Postage Services$ 266$ 470$ 271$ 271$ 271$ -0.0%
Office Supplies$ 1,493$ 2,139$ 1,325$ 1,325$ 1,325$ -0.0%
Printing & Forms$ 581$ 617$ 500$ 500$ 500$ -0.0%
Auto Mileage$ 156$ 81$ 175$ 175$ 175$ -0.0%
Dues/ Memberships & Subscriptions$ 438$ 465$ 690$ 690$ 690$ -0.0%
Other Charges and Expense$ - $ - $ 200$ - $ - $ (200)
Total: Expense Costs$ 10,997$ 22,819$ 24,540$ 24,140$ 24,140$ (1,200) -1.6%
Total: Human Resource Costs$ 144,495$ 166,985$ 169,348$ 174,866$ 174,866$ 4,7183.3%
Human Resources Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Human ResourcesDirector11110
HR Benefits Specialist01110
Total12220
TOWN ACCOUNTANT
MISSION STATEMENT
The Town Accountant provides the controllership and audit functions for the Town and its departments and
agencies. The Accounting Department protects the fiduciary interest of the Town by ensuring that the
financial records are accurately maintained and preserved; supervising and monitoring the expenditures of
the Town funds; utilizing sound accounting practices; and performing all other auditing and accounting
functions pursuant to the Town Charter, Town By-Laws and the laws of the Commonwealth of
Massachusetts.
SIGNIFICANT CHANGES
There were
PRIOR YEAR ACCOMPLISHMENTS
Awarded the Distinguished Budget Presentation Award for the fifth consecutive year.
Awarded the Comprehensive Annual Financial Report (CAFA) for FY15.
th
by September 15.
st
Complied with State filing requirements by completing the Schedule A by October 31.
Successfully implemented second phase (Payroll) of new financial system software in FY17.
FY18 GOALS
August 8, 2017.
Work with Treasurer and Assessors Departments to implement and train on phase three (Tax
Billing) of the new financial system no later than June 30, 2018.
Comply with State filing requirements by completing the Balance Sheet by September 15, 2017
Comply with State filing requirements by completing Schedule A (a comprehensive report on
Town and School expenditures and account balances) by October 31, 2017.
Work with external auditors to produce the Town Comprehensive Annual Financial Report
(CAFR) to be submitted to the GFOA by December 31, 2017.
Town Accountant Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
AccountingTown Accountant/Finance Director11110
Assistant Town Accountant11110
Payroll Coordinator0.60.60.01.01.0
Accounts Payable Clerk10.40.00.00.0
Part Time Clerk0.40000
Total4.03.02.03.01.0
MISSION STATEMENT
and Personal Property Tax Roll and administering the Motor Vehicle Excise Tax. In FY17, North
Andover had 10,138 taxable real estate parcels and 846 taxable personal property accounts for a total
taxable value of $4,638,566,878. The FY17 Real and Personal Property Taxes totaled
$69,757,150.63. Fiscal 2016 Motor Vehicle Excise taxes were $4,845,757.17. The combined total,
Applications, and Application for Abatement. The Office defends values at the Appellate Tax Board,
Office analyzes real estate sales and financial data annually and performs interim year valuation
adjustments as required. Department of Revenue Statistical criteria are met and exceeded, insuring
values which are uniform and fewer appeals. The triennial revaluations are performed in house with
some extra consulting on the commercial. FY17 is an interim year adjustment year. Every year the
DOR certification statistical criteria have to be met.
SIGNIFICANT CHANGES
The basic functions of the Office are governed by Revenue statutes and Department of Revenue
Regulations. The Regulations are getting more complicated. The computer software upgrades require
a longer learning curve. A new version of DOR Gateway was implemented by the Department of
Revenue. We were required to submit our LA 3 (Sales Reports) on an updated spreadsheet format
and learn a new upload procedure. The DOR is transitioning to a five year certification cycle, so I
anticipate greater scrutiny of our interim year documentation.
During the recent renovation of the Town Hall we were still located at the rear of the building.
Despite the noise, construction dust, power outages etc., we still managed to remain open, serve the
public and get our work done.
I updated our NCSS and SPSS statistical software programs. I also installed the FY 2017 CSC
CAMA cost tables on the CAMA system and adjusted them to the local market. I created new Land
Table Base Rates for FY 2017 to use with the updated cost tables
PRIOR YEAR ACCOMPLISHMENTS
Using the new cost tables and land tables referred to above, I did the FY 2017 interim year
adjustment on the Real Property and I had RRC do the annual review for Personal Property.
Our paperwork was all submitted and approved by the DOR by mid November.
570,773 in tax levy New Growth. The FY17 budget
estimate was $600,000.
174 FY16 abatement applications. FY 2016 was a Revaluation
Year and there was a 264% increase in applications over FY 2015. They were processed before
the May 1, 2016 deadline. Only a few ATB appeals were filed.
The office began analyzing 2015 sales for the FY17 Interim Year Valuation updatein November
of 2015.
data on 300 single family homes.
FY18 GOALS
Complete an Interim Year Update of all Real and Personal Property for FY18 with submission
of the documentation to the Department of Revenue by December 31, 2017.
Continue the inspection and data recollection of all properties for the new nine year cyclical
inspection mandate, per the FY19 Certification Directives, by June 30, 2018.
Perform all the annual work required following the tax cycle by December 1, 2017. (For
example: prepare tax rolls, name changes, update maps, check building permits etc.)
Continue formal educational training for staff as classes become available.
Begin conversion to a new mass appraisal system, have vendor comply with full DOR
inspection requirements, train staff on new system by March 31, 2018.
Assessors Budget
20182018
201520162017DeptTown MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Salaries, Full-Time$ 201,584$ 206,688$ 211,853$ 221,722$ 221,722$ 9,8694.7%
Wages, Part-Time$ 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ -0.0%
Longevity$ 2,775$ 3,195$ 3,940$ 4,630$ 4,630$ 69017.5%
Salary Reserve$ -$ -$ -$ -$ - $ -
Total: Personnel Costs$ 214,359 $ 219,883 $ 225,793 $ 236,352 $ 236,352 $ 10,559 4.7%
Expenses
Repairs & Maintenance$ 7,793$ 8,432$ 10,300$ 11,548$ 11,548$ 1,24812.1%
Outside Professional Services$ 67,865$ 65,128$ 71,000$ 70,500$ 70,500$ (500) -0.7%
Advertising$ 155$ -$ 350$ 50$ 50$ (300) -85.7%
Conferences In State$ 355$ 630$ 1,000$ 1,000$ 1,000$ -0.0%
Training & Education$ 938$ 1,120$ 3,500$ 3,500$ 3,500$ -0.0%
Telephone$ 570$ 572$ 600$ 540$ 540$ (60)-10.0%
Postage Services$ 3,021$ 3,426$ 3,000$ 3,000$ 3,000$ -0.0%
Binding $ -$ -$ 1,000$ 1,000$ 1,000$ -0.0%
Plans & Mapping$ 2,720$ 7,580$ 4,000$ 2,500$ 2,500$ (1,500) -37.5%
Office Supplies$ 7,364$ 6,197$ 3,000$ 3,000$ 3,000$ -0.0%
Printing & Forms$ 460$ 570$ 800$ 800$ 800$ -0.0%
Vehicle Fuel$ 200$ 108$ 550$ 550$ 550$ -0.0%
Uniforms & Clothing$ 150$ 175$ 175$ 200$ 200$ 25 14.3%
Auto Mileage$ 105$ 816$ 600$ 600$ 600$ -0.0%
Dues/ Memberships & Subscriptions$ 5,600$ 6,874$ 5,830$ 7,313$ 7,313$ 1,48325.4%
Other Charges & Expenses$ 110$ 286$ 500$ 500$ 500$ -0.0%
Capital Outlay $ -$ -$ -$ -$ - $ -
Total: Expense Costs$ 97,405$ 101,912$ 106,205$ 106,601$ 106,601$ 3960.4%
Total: Assessing Office$ 311,764$ 321,795$ 331,998$ 342,953$ 342,953$ 10,9553.3%
Assessors Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
AssessorAssessors11110
Assistant Assessor22220
Department Assiatant0.750.750.750.750
Total3.753.753.753.750
TREASURER/COLLECTOR
MISSION STATEMENT
The mission of the Treasurer/Collectors office is to bill, collect, invest, borrow, safeguard and
disburse monies in an accurate and professional manner.
SIGNIFICANT CHANGES
There were several significant personnel changes including the hiring of Gail Tierney as the new
Treasurer/Collector. There was a change in the tax collections software utilized by the office. The
previously utilized Govern software was replaced by MUNIS collections software. With this change,
software.
PRIOR YEAR ACCOMPLISHMENTS
Implemented new tax billing software to be integrated with new general ledger software.
Initiated conversion to new utility billing software to be integrated with new general ledger
software.
FY18 GOALS
Turn around bank statement reconciliations in 30 days or less for each month through June,
2018.
Continue to attend annual Massachusetts Treasurer/Collector training in order to obtain
certification as a Massachusetts Municipal Certified Treasurer upon successful completion of
the three-year course of study and examination, through June, 2018.
To have staff attend annual Staff School sponsored by the Massachusetts Collectors Treasurers
Association in order to enhance and expand knowledge of office subject matters by September
30, 2017.
no later than
September 30, 2017.
Complete conversion of the new utility billing software for implementation by June 30, 2018.
Cross train staff so they will have a working knowledge of all office activities through June,
2018.
Continue with aggressive collection of all past due real estate taxes through June, 2018.
Treasurer Collector Budget
20182018
201520162017DeptTown MrgDollarPercent
Expense Line ItemACTUALACTUALADOPTED RequestRecm'dChangeChange
Personnel
Salaries, Full-Time$ 186,019 $ 200,941$ 202,812$ 198,751$ 198,751$ (4,061) -2.0%
Wages, Part-Time$ 2,457 $ 9,252$ -$ -$ -$ -
Overtime$ -$ -$ -$ -$ -$ -
Longevity$ 3,200 $ 3,156$ 2,275$ 4,950$ 4,950$ 2,675117.6%
Salary Reserve$ -$ -$ -$ -$ -$ -
Total: Personnel Costs$ 191,675 $ 213,349 $ 205,087 $ 203,701 $ 203,701 $ (1,386) -0.7%
Expenses
Repairs & Maintenance$ 0$ -$ 240$ 240$ 240$ -0.0%
Outside Professional Services$ 11,940 $ 12,799$ 10,800$ 11,016$ 11,016$ 2162.0%
Data Processing$ 7,550 $ 12,125$ 14,500$ 14,790$ 14,790$ 2902.0%
Tax Title/ Foreclosure$ 21,002 $ 27,065$ 20,700$ 20,700$ 20,700$ -0.0%
Training & Education$ 1,235 $ 455$ 5,000$ 5,000$ 5,000$ -0.0%
Postage Services$ 56,116 $ 57,460$ 61,500$ 62,730$ 62,730$ 1,2302.0%
Office Supplies$ 3,145 $ 3,703$ 5,000$ 5,000$ 5,000$ -0.0%
Printing & Forms$ 12,954 $ 16,756$ 13,500$ 13,500$ 13,500$ -0.0%
Uniforms & Clothing$ 450 $ 525$ 525$ 600$ 600$ 75 14.3%
Auto Mileage$ 372 $ 123$ 200$ 200$ 200$ -0.0%
Dues/ Memberships & Subscriptions$ 367 $ 250$ 400$ 400$ 400$ -0.0%
Other Charges & Expenses$ 502 $ 4,154$ 200$ 200$ 200$ -0.0%
Total: Expense Costs$ 115,633 $ 135,416$ 132,565$ 134,376$ 134,376$ 1,8111.4%
Total: Treasury Costs$ 307,308 $ 348,765$ 337,652$ 338,077$ 338,077$ 4250.1%
Treasurer Collector Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
TreasurerTreasurer Collector11110
Department Assistant22220
Principal Assistant11110
Total44440
TOWN CLERK
MISSION STATEMENT
customers. The Office is the gateway to public information, records preservation for today and future
generations, election and voting services, licensing for the Town, and a Passport Agency. Notary
public and Justice of the Peace Services are provided to the public.
operates in a professional and automated environment and always seeks to maintain fiscal
responsibility to the taxpayers of North Andover.
SIGNIFICANT CHANGES
sity to physically move from
Town Hall on Main Street to Osgood Landing required moving all our Voter Registration System to
the new facility. This successful operation meant leaving much of the voting equipment, supplies,
and records behind. Packing only what was immediately needed for the upcoming year with four
elections Presidential Primary in March, Town Election in March, State Primary in September, and
the Presidential Election in November meant the coordination of supplies and services between both
locations. This was an extraordinary election year especially compounded by Early Voting for the
first time. A dramatic increase in registered voters from 18,000 to almost 21,000 in just a few months
was a daunting task. The office needed to prepare absentee voting ballots, overseas voting ballots,
and processing requests in a very limited space and a very tight turnaround. Extra services were
needed to accommodate special requirements because of our location.
It was a major accomplishment to relocate back to Town Hall on October 24, 2016 which was also
the first day of Early Voting. Being in a new facility and the unknown nature of what volume would
be faced changed how the office typically prepared for any Presidential Election let alone this one.
We served over 7,200 early voters with many extended hours and staff time to get the job done.
Every day brought a new challenge and adjustment.
PRIOR YEAR ACCOMPLISHMENTS
The biggest accomplishment was to transition to Osgood Landing and successfully function in
this most difficult of all election seasons. Every day was a challenge as new Election Legislation
was compounded by an unprecedented demand for services. On-line voter registration allowed
residents to easily check their voting status as well as register to vote on line. Overseas and
military ballots were processed on line and allowed e-mail access to allow those voters easy
access as never before.
Another successful one night Annual Town Meeting on May 10,2016 with all voted articles
approved by the Attorney General.
The cooperation of the School, Police, Fire and Emergency Management Departments made the
election process safe and in strict accordance with all mandates and regulations.
The issuance of passports continues in the Tow
Vital Record issuance. This is such an important service that is offered to residents and others
due to the dedicated efforts of Suzanne Pelich, Patricia Sifferlen, and Angela Ciofolo. They
assure compliance and passed the audit process from Homeland Security and the Boston Passport
Agency with excellent reports from both. Complex passports are processed because of a diverse
population and reputation for accuracy and assistance.
Initiated a new dog licensing program for over 3,500 dogs. This in-house developed program
allows better tracking and monitoring dog licenses. This program allows the Animal Control
Officer and Police to have immediate access to records, especially rabies information and owners
of lost dogs.
License renewals, under the auspices of the Licensing Commissioners, were all processed and
completed. Assistant Town Clerk Suzanne Pelich has worked well with existing and new license
holders to maintain a very positive business climate. New businesses are important to the
efficient. Improvements are implemented every year to make the issuance and renewals more
user-friendly to business owners. The Alcoholic Beverages Control Commission is in the process
of implementing on-line applications and renewals. This new on-line system has been in a pilot
program and is expected to be fully operational during the coming year.
Prepared filings and assured that all candidates were in full compliance with Office of Campaign
and Political Finance Requirements. This is a constant challenge as new legislation is in place.
Continued the complicated Open Meeting Law and Ethics requirements with tracking and
postings implemented. There are over 2,500 potential required employees, Board and Committee
members and vendors to monitor.
Business Certificates for compliance and optimum revenue were coordinated with the Inspector
of Buildings to monitor zoning issues. Department of Revenue mandates have increased
processing time and needed record keeping. Automated programs will assist in compliance and
efficiency and enhance revenue through improved renewal process.
The project to scan all vital records allowed us to be able to function off-site as we had electronic
records to issue certified records of births, death, and marriages. Without this effort our move
from Town Hall would not have allowed us to continue normal functions.
The office continued to maintain a high level of customer service with existing staff and financial
resources as population demands increase.
FY 18 GOALS
site by December 31, 2017. Laser fiche will continue to be utilized to improve public records
access.
Improve Ethics distribution, compliance of on-line training, monitoring of test compliance, and
assure all Boards and Committees are up to date by October 31, 2017. This is the year that on-line
testing is required. The complexity of the requirement extends to hundreds of employees and
board members.
Continue to improve voter registration and census response by using outreach on web site by
December 31, 2017.
Work with School Department to monitor Kindergarten registration by March 1, 2018. This is a
time commitment but does allow updating of voter registration and census updates on a timely
basis.
By October 31, 2017, complete State Vital Records project to bring all death records on-line with
Funeral Directors and medical personnel which began in 2014 and continue to assure all
certificates are in the Vitals system and totally automated.
Complete cross communication with other departments to identify potential address changes to
update resident information to a more current basis by December 31, 2017.
Town Clerk Budget
20182018
201520162017DeptTown MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecm'dChangeChange
Personnel
Salaries, Full-Time$ 194,707$ 194,683 $ 205,027$ 213,706 $ 213,706 $ 8,6794.2%
Wages, Part-Time$ 2,335$ 11,789 $ 2,160 $ -$ -$ (2,160) -100.0%
Overtime$ - $ -$ -$ -$ -$ -
Longevity$ 2,575$ 2,600 $ 2,975 $ 3,425 $ 3,425 $ 45015.1%
Salary Reserve$ - $ -$ -$ -$ -$ -
Total: Personnel Costs$ 199,618 $ 209,072 $ 210,162 $ 217,131 $ 217,131 $ 6,969 3.3%
Expenses
Repairs & Maintenance$ 1,800$ 2,508 $ 4,000 $ 4,000 $ 4,000 $ -0.0%
Equipment Rental/ Lease$ 4,975$ 7,808 $ 8,000 $ 8,000 $ 8,000 $ -0.0%
Outside Professional Services$ 280$ 456 $ 10,000 $ 1,500 $ 1,500 $ (8,500) -85.0%
Census$ 200$ 1,034 $ -$ -$ -$ -
Contract Services$ - $ 2,616 $ -$ -$ -$ -
Training & Educaton$ 795$ 356 $ 1,800 $ -$ -$ (1,800) -100.0%
Postage Services$ 11,408$ 7,226 $ 14,000 $ 10,000 $ 10,000 $ (4,000) -28.6%
Binding$ - $ -$ 1,000 $ 1,000 $ 1,000 $ -0.0%
Election Expenses$ 5,652$ 9,450 $ 7,000 $ 4,000 $ 4,000 $ (3,000) -42.9%
Town Meeting Expenses$ 6,834$ 3,577 $ 7,000 $ 7,000 $ 7,000 $ -0.0%
Election & Meeting Workers$ 47,804$ 31,259 $ 48,000 $ 17,000 $ 17,000 $ (31,000) -64.6%
Outside Detail$ 7,930$ 8,545 $ 6,800 $ 4,500 $ 4,500 $ (2,300) -33.8%
Office Supplies$ 4,024$ 7,827 $ 6,000 $ 6,000 $ 6,000 $ -0.0%
Printing & Forms$ 5,881$ 6,257 $ 7,500 $ 2,500 $ 2,500 $ (5,000) -66.7%
Annual Reports$ 9,045$ 9,004 $ 10,000 $ 10,000 $ 10,000 $ -0.0%
Uniforms & Clothing$ 300$ 175 $ 350 $ 400 $ 400 $ 5014.3%
Auto Mileage$ - $ -$ 850 $ 850 $ 850 $ -0.0%
Dues/ Memberships & Subscriptions$ 445$ 253 $ 550 $ 550 $ 550 $ -0.0%
Total: Expense Costs$ 107,373$ 98,350 $ 132,850$ 77,300 $ 77,300 $ (55,550) -41.8%
Total: Town Clerk Costs$ 306,990$ 307,422 $ 343,012$ 294,431 $ 294,431 $ (48,581) -14.2%
Town Clerk Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Town ClerkTown Clerk11110
Assistant Town Clerk11110
Department Assitant22220
Total44440
CONSERVATION DEPARTMENT
MISSION STATEMENT
The Conservation Department and Conservation Commission are charged with implementing the
Massachusetts Wetlands Protection Act, a law that requires landowners and project proponents to file
with the Commission whenever their activities occur in or in close proximity to rivers, streams, lakes,
ponds, wetlands, floodplains and riparian areas. In addition, the Conservation Department and
Commission administer the North Andover Wetlands Protection Bylaw, acquire and manage
conservation land, launch environmental education programs and provide leadership and advice on
the protection of natural resources in the community.
SIGNIFICANT CHANGES
There have been no significant changes in the Conservation Department for the past year.
PRIOR YEAR ACCOMPLISHMENTS
Finalized the lists and maps of open space and recreation properties in the town. Submitted the
Open Space & Recreation Plan to the Executive Office of Energy and Environmental Affairs
(EOEEA) for approval. Staff at EOEEA sent the plan back for revisions to be made regarding
Environmental Justice populations. Once revised, the plan was resubmitted and received final
acceptance in December of 2016.
Processed thirteen (13) Notices of Intent, nineteen (19) Requests for Determinations, five (5)
Small Projects, four (4) Abbreviated Notices of Resource Area Delineation, eighteen (18)
Certificates of Compliance, one (1) extension request, and four (4) amendments/modifications
for a total of 64 Permits through January of 2017. In addition, numerous Emergency
Certifications and Enforcement Orders were issued.
Conducted public education for National Pollutant Discharge Elimination System (NPDES)
MS4 permitting requirements including educational programs with scout groups and North
Andover school students. In addition, the Conservation Department continues tracking of
ongoing projects to meet MS4 requirements and will do so through May of 2017. With the new
MS4 permit issued, the Conservation Department has attended multiple trainings and
information sessions held by the EPA and other organizations to prepare for the new
requirements.
Catch basin marking with the North Andover High School Environmental Club will continue
through the 2017 spring months.
Eagle Scouts and Friends of North Andover Trails (FONAT) completed a new stream crossing
at Mazurenko Farm. Eagle Scouts installed new boardwalks at Mazurenko and built and
installed a new kiosk at the Stevens Estate.
Legacy Trees at Osgood Hill were marked and signage installed by Boy Scouts in the fall of
2016.
If state funding is available, the Conservation Department will seek to update the Forest
Management Plan for Windrush Farm in the Spring of 2017.
With the assistance of a volunteer, the Conservation Department conducted baseline monitoring
at Town Farm.
Continued work with the Lake Cochichewick committee including an annual cleanup in
November. In addition, boat storage and permitting regulations were updated and
implementation has begun including the permitting of the boat storage areas.
Significant projects included: completion of construction at the Berry Street/Riding Academy
40B. New commercial construction is ongoing work at the West Mill on High Street, Bake-n-
Joy on Willow Street and new commercial construction on Route 114 at Sharpners Pond Road.
Ongoing subdivision construction continues on Great Lake Lane, Regency Place and
Wellington Woods. Significant projects are also ongoing at Greater Lawrence Sanitary District
(GLSD) (organics to energy project) and the Lawrence Municipal Airport (runway expansion
including stream relocation). In total, the Conservation Department currently monitors over 40
construction projects.
FY18 GOALS
To continue public education for NPDES MS4 permitting requirements, track ongoing projects,
and implement new permit requirements as needed through March 31, 2018.
To continue catch basin marking on town owned properties with the assistance of the North
Andover High School Environmental Club and other school children June 30, 2018.
To work with Eagle Scouts and FONAT to create a new trail into the Town owned open space
and Harold Parker State Forest from the Foxwood Subdivision as well as continue to improve
existing trails by protecting areas where trails exist through wetland resource areas by August
31, 2017.
To continue monitoring of Conservation Restrictions and to work with FONAT and Eagle
Scouts to improve trail signage and kiosks where needed including a kiosk at the Molly Towne
access to Harold Parker State Forest by December 31, 2017.
In order to minimize violations, conduct educational outreach to contractors that commonly
work in town (propane/oil companies, tree removal companies, etc.) on state and local
regulations as well as permitting requirements by September 30, 2017.
To continue work on Lake Cochichewick committee including implementation of new
regulations for boat storage and permitting by November 30, 2017.
To work with Public Works to incorporate more Low Impact Development (LID) stormwater
Maintenance Work through June of 2018.
Conservation Budget
20182018
201520162017DeptTown MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecm'dChangeChange
Personnel
Salaries, Full-Time$ 105,411$ 109,685$ 109,941$ 114,375$ 114,375 4,4344.0%
Wages, Part-Time$ 158$ -$ -$ -$ - -
Longevity$ 1,350$ 1,350$ 1,400$ 1,500$ 1,500 1007.1%
Salary Reserve$ -$ -$ -$ -$ - -
Total: Personnel Costs$ 106,919 $ 111,035 $ 111,341 $ 115,875 $ 115,875 $4,5344.1%
Expenses
Advertising$ 155$ 164$ 200 $ 200 $ 200 -0.0%
Conferences and Meetings$ 1,390$ 570$ 1,950$ 2,000$ 2,000 502.6%
Telephone$ 1,581$ 1,220$ 1,592$ 1,300$ 1,300 (292)-18.3%
Postage Services$ 200$ 400$ 400 $ 400 $ 400 -0.0%
Storm Water Permitting$ 1,065$ 1,251$ 2,500$ 3,000$ 3,000 50020.0%
Office Supplies$ 66 $ 181$ 300 $ 350 $ 350 5016.7%
Printing & Forms$ 1,200$ -$ 1,250$ 1,000$ 1,000 (250)-20.0%
Vehicle Fuel$ 472$ 328$ 500 $ 500 $ 500 -0.0%
Uniforms & Clothing$ 281$ 534$ 400 $ 450 $ 450 5012.5%
Publications & Maps$ -$ 165$ 200 $ 200 $ 200 -0.0%
Auto Mileage$ 267$ 229$ 650 $ 600 $ 600 (50)-7.7%
Dues/ Memberships & Subscriptions$ 765$ 749$ 1,125$ 1,350$ 1,350 22520.0%
Other Charges and Expense$ -$ 1,728$ -$ -$ - -
Total: Expense Costs$ 7,441$ 7,520$ 11,067$ 11,350 $ 11,350$2832.6%
Total: Conservation Costs$ 114,361$ 118,555$ 122,408$ 127,225$ 127,225$4,8173.9%
Conservation Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
General Fund
ConservationConservation Administrator11110
Department Assistant11110
Total22220
Revolving Fund
ConservationField Inspector11110
Total1110
COMMUNITY AND ECONOMIC DEVELOPMENT
MISSION STATEMENT
The mission of the Community and Economic Development Division (CEDD) is to institute and
oversee programs and policies that improve the quality of life for North Andover residents and
promote business development and economic growth. Included in this are the efforts to: uphold the
growth within the town; and protect and enhance the public health.
SIGNIFICANT CHANGES
The past year saw the Division undergo the following personnel changes and restructuring: former
CEDD Assistant Director Jean Enright became Planning Director and Rebecca Oldham was hired to
serve in the new position of Local Planner; Inspector of Buildings, Donald Belanger, and Local
Inspector, Paul Hutchins, were hired; the position of Gas and Plumbing Inspector held by James
Hurley had its hours increased; Health Director Brian LaGrasse was hired and Toni Wolfenden
replaced Lisa Hadge as administrative assistant; and Gail Lull was made Event Manager to serve the
growing needs of the Stevens Estate.
PRIOR YEAR ACCOMPLISHMENTS
Master Plan, which was initially created twenty years ago. This effort involves vision-setting,
data collection, extensive public input, and consensus building to create a contemporary,
comprehensive vision and strategy to define and direct the future growth and development of
North Andover. This master planning process will lay the foundation for a comprehensive
revision to the Zoning Bylaw that compliment and help guide implementation of the master
plan.
As part of the effort to improve customer access, expedite, and provide more transparency to
the permitting process, the on-line permitting was expanded to include all Building Department
permits.
CEDD worked with the Merrimack Valley Planning Commission to help create a new
marketing strategy, including logo/tagline, for the region. This effort included coordination
among fifteen member communities.
Activities within the downtown district have continued to expand. At the East/West Mill
complex, over 100,000 sf of new tenancies were or are expected in this fiscal year. Also,
construction of twenty-two additional market rate apartments and a central, landscaped surface
parking facility to service its expanding tenant needs were completed, while the approval
process for a new 55-unit apartment building is anticipated. The former Bradstreet School site
is now home to a 15-unit market rate apartment building and an 18,000 sf commercial building
that, as one of its tenants, will be home to a new, state-of-the-art studio and offices for North
Andover Cable Access Media. The First & Main plaza is undergoing some site changes to
foster the goals of a vibrant and walkable downtown.
Major development along the Route 114 corridor has included utilization of the newly
constructed National Training Center at Watts Water Tec
the completion of the 196-unit Berry Farms residential development; and the relocation of Earth
Within the Route 125 corridor, the 14-acre former Forgetta Farm parcel abutting the municipal
airport has received the approval for a mixed-use (43,000 sf commercial/192 residential)
--Com
property; and construction of a 6 megawatt solar installation at Osgood Landing was completed
in December 2016.
Community Development serves on several regional boards including the Merrimack Valley
representative to the Merrimack Valley Regional Transit Authority (MVRTA) Advisory Board
and as Associate Member of the Merrimack Valley Planning Commission.
FY18 GOALS
To advance the Master Plan and Zoning Bylaw review processes through June 30, 2018.
To incorporate all remaining permit and approval forms directly on-line by December 15, 2017
Work with Merrimack Valley Planning Commission to implement the regional marketing
campaign and promote additional regional collaboration by October 31, 2017.
To define a marketing campaign for the Town of North Andover that builds upon the regional
effort by December 31, 2017.
To advance downtown revitalization, including working with utility companies to set a formal
path to undergrounding infrastructure through June 30, 2018.
Community Development Budget
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecm'dChangeChange
Personnel
Salaries, Full-Time$ 189,713$ 202,943$ 129,061$ 132,546$ 132,546$ 3,4852.7%
Longevity$ 1,344$ 1,650$ 1,975$ 1,725$ 1,725$ (250)-12.7%
Salary Reserve$ - $ - $ -$ -$ -$ -
Total: Personnel Costs$ 191,057 $ 204,593 $ 131,036 $ 134,271 $ 134,271 $ 3,235 2.5%
Expenses
Utilities$ 20,760$ 16,545$ 1,625$ -$ -$ (1,625)-100.0%
Repairs & Maintenance$ 746$ 1,080$ 1,000$ -$ -$ (1,000)-100.0%
Equipment Rental/ Lease$ 5,074$ 6,293$ 6,895$ -$ -$ (6,895)-100.0%
Outside Professional Services$ 25,139$ 15,772$ 110,000$ 80,500$ 80,500$ (29,500)-26.8%
Advertising$ 1,837$ 615$ 1,000$ 1,000$ 1,000$ -0.0%
Conferences and Meetings$ 1,276$ 1,270$ 1,500$ 1,500$ 1,500$ -0.0%
Training & Education$ 3,744$ - $ 500$ 500$ 500$ -0.0%
Telephone$ 586$ 705$ 900$ 650$ 650$ (250)-27.8%
Postage Services$ 592$ 1,052$ 650$ 650$ 650$ -0.0%
Office Supplies$ 4,135$ 5,678$ 4,500$ 3,500$ 3,500$ (1,000)-22.2%
Printing & Forms$ 136$ - $ 200$ 200$ 200$ -0.0%
Moving Expenses$ - $ - $ 5,000$ -$ -$ (5,000)-100.0%
Auto Mileage$ 1,664$ 1,077$ 2,300$ 750$ 750$ (1,550)-67.4%
Dues/ Memberships & Subscriptions$ 1,252$ 420$ 2,050$ 2,200$ 2,200$ 1507.3%
Other Charges & Expenses$ 2,050$ 523$ 2,000$ -$ -$ (2,000)-100.0%
Lease of Offices/ Buildings$ - $ 42,021$ 28,125$ -$ -$ (28,125)
Total: Expense Costs$ 68,992$ 93,051$ 168,245$ 91,450$ 91,450$ (76,795)-45.6%
Total: Community Develop. Costs$ 260,049$ 297,643$ 299,281$ 225,721$ 225,721$ (73,560)-24.6%
Community Development Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Community DevelopmentDirector11110
Assistant Director01000
Adminisrative Assistant110.70.70
Total231.71.70
PLANNING DEPT
MISSION STATEMENT
The Planning Department of the Community and Economic Development Division advises the Town
of North Andover, including the Board of Selectmen, the Town Manager, and all appointed Boards
and Commissions, residents, the business community and the general public on current land use and
development topics. The Planning Department also maintains the Zoning Bylaw and maps that
provide the policy and regulatory basis for land use and development as mandated by State and local
laws.
The Planning Department is committed to providing the community with high-quality, proactive
and to promote a well-designed, physically integrated, livable and prosperous community. The
Department oversees all applications for Subdivisions, as well as Special Permits as required by the
Zoning Bylaw.
SIGNIFICANT CHANGES
The Planning Department was restructured to bolster the planning efforts and the Master Plan update
to be initiated in FY17 and continue through FY18.
PRIOR YEAR ACCOMPLISHMENTS
To date, the Planning Board issued the following decisions:
Site Plan Review 5
Site Plan Review Modification 3
Continuing Care Retirement Center Modification 1
Watershed Special Permit 1
Common Driveway Special Permit 2
Height Waiver Special Permit 1
Wireless Special Permit 1
Approval Not Required (ANR) 2
Currently there is a Site Plan Review application, a Watershed Special Permit application,
Common Driveway Special Permit, and a Frontage Exception application before the Board.
Submitted Warrant Articles and gained approval to update Section 8, Supplementary
Regulations, making the information required for and review criteria for Stormwater
Management consistent with the requirements for other local, state, and federal regulations, to
amend Section 13, Continuing Care Retirement Center, by allowing a limited scale
development within the Residential-1 Zoning District and to increase the maximum density
allowed from 250 to 300 units, to amend Section 16, Corridor Development District 3 to allow
for light manufacturing as a permitted use and to allow contractor yards, landscaping, lumber or
Petition Warrant Article to allow for the Planning Board to become the Special Permit Granting
Authority for multi-family dwellings and town houses within the Business-2 Zoning District
and to provide provisions for the granting of a Height Waiver by Special Permit within the
Business-2 Zoning District.
The Planning Department coordinated and managed the Technical Review Committee (TRC)
meetings, which are held at the request of applicants who may want to open a new business or
build a new commercial or residential development in North Andover. Twelve TRC meetings
were held for various projects, ranging from new restaurants to yoga studios and juice bars to a
mixed-use development that includes a multifamily housing component along with a
commercial development component.
Long term department projects included:
Ongoing coordination with the Merrimack Valley Regional Planning Agency.
On-going maintenance and updat
Identification, execution, and completion of a successful affordable housing projects
leveraging funding provided through the Affordable Housing Trust.
Implementation of online permitting software.
Ongoing scanning of previously issued permits and purging of Planning Department files.
FY18 GOALS
Master Plan Committee, and the Planning Board through June, 2018.
Complete and submit required MA Record Retention forms and purge approved documents by
March 1, 2018.
Construct a Multi-
and bicyclists through June, 2018.
Work with the Affo
exploring collaborations with local service providers to provide housing for these populations.
This is an on-going effort through June, 2018.
Planning Budget
20182018
201520162017DeptTown MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecm'dChangeChange
Personnel
Salaries, Full-Time$ 50,055$ 66,164$ 151,359 $ 157,359 $ 157,359 $ 6,0004.0%
Salaries - Part Time$ - $ -$ -$ -$ -$ -
Overtime$ - $ -$ -$ -$ -$ -
Longevity$ - $ -$ -$ 600$ 600$ 600
Salary Reserve$ - $ -$ -$ -$ -$ -
Total: Personnel Costs$ 50,055 $ 66,164 $ 151,359 $ 157,959 $ 157,959 $ 6,600 4.4%
Expenses
Outside Professional Services$ - $ 3,000$ 4,000$ 4,000$ 4,000$ -0.0%
Advertising$ 1,749$ 1,818$ 2,000$ 2,000$ 2,000$ -0.0%
Conferences and Meetings$ 214$ 400$ 750$ 750$ 750$ -0.0%
Training & Education$ 342$ 60$ 1,400$ 1,400$ 1,400$ -0.0%
Telephone$ 740$ 595$ 700$ -$ -$ (700) -100.0%
Postage Services$ 400$ 913$ 600$ 600$ 600$ -0.0%
Storm Water Permitting Mandate$ 600$ -$ 1,000$ 1,000$ 1,000$ -0.0%
Office Supplies$ 217$ 72$ 500$ 500$ 500$ -0.0%
Printing & Forms$ 358$ 410$ 500$ 500$ 500$ -0.0%
Uniforms & Clothing$ 111$ 175$ 175$ 200$ 200$ 2514.3%
Publications & Maps$ 195$ 213$ 1,000$ 1,000$ 1,000$ -0.0%
Auto Mileage$ 45$ -$ 250$ 150$ 150$ (100) -40.0%
Dues/ Memberships & Subscriptions$ - $ 255$ 600$ 600$ 600$ -0.0%
Other Charges & Expenses$ - $ -$ -$ -$ -$ -
Total: Expense Costs$ 4,972$ 7,911$ 13,475$ 12,700$ 12,700$ (775) -5.8%
Total: Planning Cost$ 55,027$ 74,075$ 164,834 $ 170,659 $ 170,659 $ 5,8253.5%
Planning Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
PlanningDirector of Planning//town Planner11110
Staff Planner00110
Department Assistant11110
Total22330
BOARD OF APPEALS
MISSION STATEMENT
The Board of Appeals is authorized to hear appeals from and review any order or decision made by
the Zoning Enforcement Officer w
authorized to grant either a use variance, which allows the applicant to use the land for a purpose not
otherwise allowed or prohibited by the regulations, or to grant an area variance, which allows the
applicant to vary the dimensional or physical requirements of the applicable zoning regulation (i.e.
setback distance).
PRIOR YEAR ACCOMPLISHMENTS
Continued record retention and electronic data storage procedures including scanning and
purging of back files and scanning of all new property records thereby improving customer
access to previously filed variances and decisions.
Managed and guided 14 applicants through the appeals process.
FY18 GOALS
Provide any required assistance to the Master Plan/Zoning Bylaw updating process.
Continue electronic data scanning and storage of all back files.
Board of Appeals
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestRecm'dChangeChange
Personnel
Salaries Full-Time$ 29,115$ 15,893$ 15,715$ 18,289$ 18,289$ 2,57416.4%
Longevity$ 525$ -$ -$ -$ -$ -
Salary Reserve$ -$ -$ -$ -$ -$ -
Total: Personnel Costs$ 29,640$ 15,893$ 15,715$ 18,289$ 18,289$ 2,57416.4%
Expenses
Advertising$ -$ -$ 150$ 150$ 150$ -0.0%
Training & Education$ -$ -$ 200$ 300$ 300$ 100 50.0%
Postage Services$ 609$ 640$ 800$ 900$ 900$ 100 12.5%
Office Supplies$ -$ 24$ 100$ 100$ 100$ -0.0%
Uniforms & Clothing$ 150$ 175$ 175$ 200$ 200$ 25 14.3%
Auto Mileage$ -$ 50$ 50$ -$ -$ (50)-100.0%
Total: Expense Costs$ 759$ 889$ 1,475$ 1,650$ 1,650$ 175 11.9%
Total: Board of Appeals Costs$ 30,399$ 16,782$ 17,190$ 19,939$ 19,939$ 2,74916.0%
Board of Appeals Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Board of AppealsDepartment Assistant10.50.50.50.0
Total10.50.50.50.0
POLICE DEPARTMENT
MISSION STATEMENT
The North Andover Police Department is committed to providing the highest level of public safety to
the Town of North Andover community through the use of effective and efficient management
practices while adhering to clearly defined legal and constitutional guidelines. The members of the
Department are empowered to enforce the laws of the Commonwealth of Massachusetts and the By-
laws of the Town of North Andover to ensure that the peace and tranquility of our neighborhoods are
maintained and that crime and the fear of crime are reduced. The Department emphasizes integrity,
honesty, impartiality and professionalism from our members in order to create an environment that
values differences and fosters fairness and flexibility in our mission. The Police Department
encourages citizen input and interaction that will assist in developing sound partnerships between the
community and the police.
The North Andover Police Department responds to calls for service on a 24 hour 365 day basis. A
police force of over 50 full-time employees, the North Andover Police Department is an accredited
agency with the Massachusetts Police Accreditation Commission and has been for since 2010.
SIGNIFICANT CHANGES
The North Andover Police Department transitioned leadership with the new Chief being sworn in
July 2017. Part of these changes are the addition of a new Operations Commander, and the
promotion of new supervisors. Given the current perception of policing, the North Andover Police
Department has worked hard on our form of branding and how we are perceived by the public.
Training and education of officers from rookies to seasoned veterans has continued in conformance
with the Massachusetts Police Training Committee regulations. Policies within the department are
reviewed and updated. The department has also shifted to a new way to monitor crime and fear of
crime within the Town.
PRIOR YEAR ACCOMPLISHMENTS
Developed and maintained programs aimed at crime prevention and traffic management
through the use of directed patrols, selective enforcement, and utilization of the anti-crime unit.
Identified problems and problem areas of concern were targeted.
Implemented Phase 2 of the radio project to update the technology and cut costs with outdated
features.
Implemented the ALICE model into the North Andover Public School system.
FY18 GOALS
To continue to find new and innovative ways to plan for and respond to calls for service
regarding the ongoing substance abuse epidemic including the use of Narcan through June,
2018.
To implement new and innovative methods for handling residential and business complaints
with the changing laws regarding marijuana and the effect it has on the quality of life especially
medicinal marijuana and dispensaries by November 30, 2017.
To continue with Phase 3 of the Public Safety Radio Network overhaul by October 31, 2017.
To continue to update marked vehicles with new LED light bars and sirens to replace the ones
that are over ten years old by March 31, 2018.
To increase training for police officers on identifying potential terror attacks and handling a
critical incident involving potential terrorist activities by December 31, 2017.
Police Department Budget
20182018
201520162017DeptTown MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestRecom'dChangeChange
Salaries, Full-Time$ 2,857,743$ 3,078,927$ 3,218,873$ 3,174,604$ 3,174,604$ (44,269)-1.4%
Salaries, Dispatchers$ 311,659$ 361,518$ 402,626$ 442,321$ 442,321$ 39,6959.9%
School Crossing Guards$ 37,106$ 37,512$ 38,896$ 38,896$ 38,896$ - 0.0%
Reserve Police Officers$ 12,066$ 7,053$ 25,000$ 25,000$ 25,000$ - 0.0%
Salaries, Part-Time$ 16,531$ 11,209$ -$ -$ -$ - 0.0%
K9 Care$ 1,636$ 1,020$ 3,035$ 4,350$ 4,350$ 1,31543.3%
Overtime$ 86,044$ 92,734$ 161,870$ 151,674$ 151,674$ (10,196)-6.3%
Dispatcher Overtime$ 46,761$ 60,211$ 50,480$ 70,000$ 70,000$ 19,52038.7%
NEMLEC Overtime$ 1,339$ 4,688$ 1,450$ 2,634$ 2,634$ 1,18481.7%
Longevity$ 4,825$ 4,000$ 5,225$ 5,175$ 5,175$ (50) -1.0%
Holiday Pay$ 63,075$ 73,935$ 76,663$ 76,914$ 76,914$ 2510.3%
Other Pay$ 9,100$ 3,671$ 42,200$ 22,750$ 22,750$ (19,450)-46.1%
Shift Differential, Dispatchers$ 14,768$ 16,242$ 17,521$ 18,356$ 18,356$
8354.8%
Sick Time Buy Back$ 7,141$ 11,185$ 1,150$ 6,648$ 6,648$ 5,498478.1%
Vacation Time Buy Back$ 1,046$ 1,067$ 4,343$ 1,123$ 1,123$ (3,220)-74.1%
Holiday Overtime$ 31,193$ 27,272$ 26,500$ 29,216$ 29,216$ 2,71610.2%
Personal Day Overtime$ 19,270$ 18,807$ 21,600$ 17,635$ 17,635$ (3,965)-18.4%
Vacation Leave Overtime$ 99,490$ 69,423$ 80,200$ 73,886$ 73,886$ (6,314)-7.9%
Sick Leave Overtime$ 37,618$ 16,949$ 22,550$ 25,374$ 25,374$ 2,82412.5%
Injury Pay Overtime$ 8,836$ 11,065$ 11,600$ 19,136$ 19,136$ 7,53665.0%
Training / Conference Overtime$ 80,301$ 116,966$ 61,250$ 85,396$ 85,396$ 24,14639.4%
Court Overtime$ 26,190$ 37,144$ 32,750$ 32,534$ 32,534$ (216) -0.7%
Announcement of Retirement$ -$ -$ -$ -$ -$ -
Total: Personnel Costs$ 3,773,738 $ 4,062,597 $ 4,305,783 $ 4,323,623 $ 4,323,623 $ 17,840 0.4%
Electricity$ 60,163$ 60,911$ 56,150$ 58,000$ 58,000$ 1,8503.3%
Heating Fuel$ 13,909$ 3,947$ 16,000$ 18,000$ 16,000$ - 0.0%
Software$ 38,790$ 42,285$ 42,895$ 37,719$ 37,719$ (5,176)-12.1%
Water$ 2,330$ 2,407$ 7,000$ 7,250$ 7,000$ - 0.0%
Repairs & Maintenance$ 34,758$ 47,366$ 32,850$ 45,650$ 32,850$ - 0.0%
Radio repair & maintenance$ 14,882$ 20,808$ 18,733$ 20,500$ 20,500$ 1,7679.4%
Vehicle Maintenance$ 1,807$ 4,162$ 3,700$ 4,500$ 4,500$ 80021.6%
Equipment Rental/ Lease$ 11,956$ 14,168$ 15,554$ 21,750$ 21,750$ 6,19639.8%
Outside Professional Services$ 2,610$ 15,763$ 4,000$ 12,500$ 12,500$ 8,500212.5%
Advertising$ -$ 1,029$ 695$ 1,250$ 1,250$ 55579.9%
Special Assessment (NEMLEC)$ 4,825$ 4,825$ 4,825$ 5,500$ 5,500$
67514.0%
Training & Education$ 31,722$ 24,439$ 41,140$ 42,550$ 42,550$ 1,4103.4%
Telephone$ 30,682$ 27,236$ 26,525$ 27,550$ 27,550$ 1,0253.9%
Postage Services$ 2,275$ 1,872$ 2,600$ 2,878$ 2,878$ 27810.7%
K-9 Expenses$ 3,210$ 3,514$ 4,200$ 5,850$ 4,200$ - 0.0%
Office Supplies$ 10,111$ 11,431$ 14,684$ 16,750$ 15,000$ 3162.2%
Materials & Supplies$ 283$ 10,192$ 20,088$ 29,575$ 20,088$ - 0.0%
Printing & Forms$ 4,028$ 2,270$ 2,237$ 3,450$ 3,450$ 1,21354.2%
Vehicle Fuel$ 86,943$ 65,440$ 105,000$ 110,000$ 85,000$ (20,000)-19.0%
Guns & Ammo$ 32,236$ 21,601$ 8,000$ 13,399$ 13,399$ 5,39967.5%
Uniforms & Clothing$ 57,192$ 63,435$ 69,064$ 73,275$ 73,275$ 4,2116.1%
Dues/ Memberships & Subscriptions$ 7,299$ 6,463$ 8,949$ 14,550$ 14,550$
5,60162.6%
Other Charges & Expenses$ 19,023$ 4,354$ 1,500$ 1,350$ 1,350$ (150)
-10.0%
Animal Control$ 1,716$ 3,681$ 5,150$ 7,550$ 7,550$ 2,40046.6%
Capital Purchases >$5,000$ -$ 76,628$ 54,468$ 82,365$ 132,365$ 77,897
Vehicles$ 102,716$ 171,980$ 139,506$ 153,066$ 153,066$ 13,5609.7%
Total: Expense Costs$ 575,465$ 712,206$ 705,513$ 816,777$ 813,840$ 108,32715.4%
Total: Police Costs$ 4,349,203$ 4,774,803$ 5,011,296$ 5,140,400$ 5,137,463$ 126,1672.5%
Police Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Police Chief of Police11110
Lieutenant22220
Sergeants88880
Patrol Officers292929290
Adminisrative Service Director11110
Community Service11110
Administrative Secretary11110
Department Assistant11110
Lead Dispatcher11110
Community Officers88880
Total535353530
FIRE DEPARTMENT
MISSION STATEMENT
The North Andover Fire Department is dedicated to the protection and preservation of life and
property, through aggressive fire suppression, fire prevention, emergency medical services, public
education, hazardous materials control and containment, the mitigation of other disasters both natural
and manmade, and assisting the public in all areas.
SIGNIFICANT CHANGES
The fire department saw significant change in their organizational command staff. Lieutenant
Graham Rowe was appointed to Deputy Chief, Lieutenant Robert Bonenfant was appointed to Fire
Prevention Lieutenant, and Firefighter Matt Lacolla was appointed to Fire Lieutenant.
Firefighters Nick Padellaro, Sean Powers, and Kyle Kobierski all graduated from the Massachusetts
Fire Academy and successfully completed their one-year probationary period. All three have been
sworn in as full-time firefighters. Firefighter Matt Sifferlen is currently fulfilling his probationary
requirements and will be attending the fire academy in March 2017.
PRIOR YEAR ACCOMPLISHMENTS
Purchased 15 sets of personnel protective turnout gear so that all 55 firefighters now have a
second set of gear and staying compliant with NFPA 1851 standard.
Completed first year of all fire apparatus being classified as Class V ambulance enabling the
fire department apparatus to respond to medical emergencies with the same equipment and
medications as the ambulances in order to perform immediate care.
Computer tablets have been installed in the front line apparatus which will make retrieving
and collecting incident data in a more effective and efficient manner.
FY 18 GOALS
Complete the three-year plan of purchasing eight (8) new self-contained breathing apparatus
(SCBA) in order to stay compliant with NFPA 1852 standard by August 31, 2017.
Implement standardized training program in conjunction with the Massachusetts Fire
Academy through June 2018.
Complete a department professional development and succession program for all Fire
Lieutenants and Firefighters through June, 2018.
Continue revising existing department Standard Operational Guidelines and developing new
guidelines through June, 2018.
Continue a proactive approach of Fire Prevention through public education, investigation and
enforcement through June, 2018.
Transition from current computer aided dispatching (CAD) system PAMET to the new CAD
system IMC by April 1, 2018.
Fire Department Budget
20182018
201520162017DeptTown MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries, Full-Time$ 3,195,556$ 3,385,475$ 3,428,550$ 3,524,012$ 3,524,012$ 95,4622.8%
Overtime$ 102,305$ 159,394$ 660,306$ 660,512$ 669,512$ 9,2061.4%
Longevity$ 2,250$ 5,269$ 3,975$ 5,450$ 5,450$ 1,47537.1%
Holiday Pay$ 258,467$ 187,980$ 292,419$ 268,824$ 268,824$ (23,595) -8.1%
Academic Pay$ 55,867$ 58,687$ 60,000$ 60,000$ 60,000$ -0.0%
Other Pay$ 16,000$ 8,000$ 18,000$ 18,000$ 18,000$ -0.0%
Sick Time Buy Back$ 7,600$ 27,420$ 2,531$ 2,500$ 2,500$ (31)-1.2%
Personal Day Overtime$ 73,454$ 84,618$ - $ -$ - $ -0.0%
Vacation Leave Overtime$ 303,622$ 318,268$ - $ -$ - $ -0.0%
Sick Leave Overtime$ 104,740$ 112,150$ - $ -$ - $ -0.0%
Injury Leave Overtime$ 65,926$ 9,190$ - $ -$ - $ -0.0%
Annoncement of Retirement$ -$ -$ - $ -$ - $ -
EMT Pay$ 165,660$ 184,359$ 195,858$ 212,148$ 212,148$ 16,2908.3%
Total: Personnel Costs$ 4,351,446 $ 4,540,809 $ 4,661,639 $ 4,751,446 $ 4,760,446 $ 98,807 2.1%
Expenses
Electricity$ 14,923$ 22,129$ 23,250$ 23,250$ 23,250$ -0.0%
Heating Fuel$ 8,544$ 10,092$ 18,000$ 18,000$ 18,000$ -0.0%
Water$ 2,809$ 3,244$ 3,400$ 3,400$ 3,400$ -0.0%
Repairs & Maintenance$ 22,578$ 32,056$ 37,000$ 35,000$ 35,000$ (2,000) -5.4%
Radio & Transmitter$ 897$ 2,685$ 5,000$ 3,000$ 3,000$ (2,000) -40.0%
Vehicle Maintenance$ 54,115$ 57,625$ 52,000$ 58,000$ 58,000$ 6,00011.5%
Equipment Rental/ Leases$ 2,473$ 2,501$ 2,500$ 3,300$ 3,300$ 800 32.0%
Data Processing$ 5,650$ 8,233$ 6,500$ 6,650$ 6,650$ 150 2.3%
Medical/ Physical Services$ 935$ 350$ - $ 2,000$ 2,000$ 2,0000.0%
Contract Services$ 97,621$ 84,840$ 92,000$ 87,000$ 87,000$ (5,000) -5.4%
Training & Education$ 1,553$ 18,388$ 15,000$ 37,610$ 37,610$ 22,610150.7%
Ambulance Training/ Education$ 14,483$ 18,530$ 18,142$ 18,500$ 18,500$ 358 2.0%
Telephone$ 12,014$ 11,002$ 6,000$ 13,640$ 13,640$ 7,640127.3%
Postage$ 373$ 324$ 600$ 600$ 600$ -0.0%
Office Supplies$ 3,247$ 4,065$ 3,100$ 3,100$ 3,100$ -0.0%
Printing & Forms$ 1,117$ 822$ 1,050$ 1,050$ 1,050$ -0.0%
Vehicle Supplies$ 3,332$ -$ - $ -$ - $ -0.0%
Ambulance$ 36,431$ 33,448$ 38,000$ 38,000$ 38,000$ -0.0%
Vehicle Fuel$ 38,397$ 23,045$ 30,000$ 30,000$ 30,000$ -0.0%
Protective Equipment$ 30,381$ 65,705$ 35,000$ 35,000$ 35,000$ -0.0%
Uniforms & Clothing$ 47,912$ 51,496$ 46,400$ 46,600$ 46,600$ 200 0.4%
Auto Mileage$ -$ 225$ - $ 500$ 500$ 500
Dues/ Memberships & Subscriptions$ 2,239$ 2,368$ 4,000$ 3,500$ 3,500$ (500) -12.5%
Other Charges & Services$ 2,561$ 6,617$ 2,000$ 2,000$ 2,000$ -
Fire Alarm$ 18,778$ 13,466$ 8,000$ 4,000$ 4,000$ (4,000) -50.0%
Fire Investigation$ -$ -$ - $ 325$ 325
Capital Outlay$ 88,704$ 48,860$ 44,342$ 55,689$ 70,689$ 26,34759.4%
Furniture$ -$ -$ - $ 3,000$ 3,000
Total: Expense Costs$ 512,068$ 522,116$ 491,284$ 532,714$ 547,714$ 53,10511.5%
Total: Fire Department Costs$ 4,863,514$ 5,062,925$ 5,152,923$ 5,284,160$ 5,308,160$ 151,9123.0%
Fire Department Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
FireFire Chief11110
Fire Deputy Chief11110
Firefighters444444440
Lieutenant99990
Administrative Secretary11110
Total565656560
PUBLIC SAFETY SALARY RESERVE
20182018
201520162017DeptTown MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salary Reserve$27,048$49,589$17,627$45,102$45,102$ 27,475
Announcement of Retirement$0$0$0$89,315$89,315$ 89,315
Total: Personnel Costs$27,048$49,589$17,627$134,417$134,417$116,790662.6%
Expenses
$ -$ -$ -$ -$ -$ -
Total: Expense Costs$0$0$0$0$0$0
Total: Public Safety Salary Reserve$27,048$49,589$17,627$134,417$134,417$116,790662.6%
BUILDING
MISSION STATEMENT
The Building Department is dedicated to the health, safety and welfare of the Town of North
Andover residents and visitors and preserve the quality of life and provide exceptional customer
service through the enforcement of State and Local laws, bylaws and regulations. The Building
Department is charged with the enforcement and interpretation of the Commonwealth of
Massachusetts State Building Code, access regulations 521 CMR, and North Andover Zoning
and General Bylaws and ADA Representation.
SIGNIFICANT CHANGES
The following personnel changes took place in the past year: Donald Belanger replaced Gerald
Brown as Inspector of Buildings and Paul Hutchins was hired as Local Building Inspector/Code
Enforcement Officer. The Plumbing and Gas Inspector, Jim Hurley, was increased to 30 hours per
week.
PRIOR YEAR ACCOMPLISHMENTS
Conducted inspections of previously uninspected and new facilities to ensure safety and
increase building permit awareness.
Educated and enforced the guidelines as stated in the 2015 International Energy Conservation
Code.
Continued the education, as required, of contractors by ensuring awareness of changes in
International Building Codes, as stated in the 2015 IRC and 2015 IBC codes.
Continued to enforce the Town of North Andover zoning bylaw.
Continued enforcement of 521 CMR, Architectural Access Code, to satisfy handicap
accessibility.
Initiated electronic data storage of new building permits for better public access.
Coordinated yearly inspections with Fire Prevention.
FY18 GOALS
Continue to add all new permits to electronic data storage and complete record retention and
file purging in compliance with MA Record Retention policies through June 2018.
Increase enforcement and clarification of the Zoning Bylaws by educating contractors through
the use of informational pamphlets, bulletins, etc. by December 31, 2017.
Initiate a plan and execution of a five-year program on Multi Family inspections in conjunction
with Fire Prevention by September 30, 2017.
Implement changes to operations of Inspectional Services to comply with the latest edition of
the Massachusetts State Building Code by July 1, 2017.
Building Inspection Budget
2017
201420152016Dept2017DollarPercent
Expense Line ItemACTUALACTUALACTUALRequestedADOPTEDChangeChange
Personnel
Salaries, Full-Time$ 169,934 $ 171,308 $ 226,175 $ 260,041$ 260,041$ 33,86615.0%
Wages, Part-Time$ 68,579$ 85,839$ 45,002$ 14,772$ 14,772$ (30,230) -67.2%
Longevity$ 2,295$ 2,535$ 2,475$ 2,925$ 2,925$ 45018.2%
Salary Reserve$ -$ -$ -$ - $ -$ -
Total: Personnel Costs$ 240,808 $ 259,682 $ 273,652 $ 277,738$ 277,738$ 4,0861.5%
Expenses
Outside Professional Services$ 2,000$ -$ 194$ 1,000$ 1,000$ 806415.8%
Advertising$ -$ -$ 1,111$ - $ -$ (1,111) -100.0%
Conferences In State$ 1,036$ 840$ 1,465$ 1,500$ 1,500$ 35 2.4%
Training & Education$ 981$ 876$ 1,324$ 1,000$ 1,000$ (324) -24.4%
Telephone$ 2,693$ 2,483$ 1,934$ 2,320$ 2,320$ 38620.0%
Postage Services$ 200$ 200$ 200$ 200$ 200$ -0.0%
Printing & Forms$ 1,463$ 1,745$ 1,185$ 2,000$ 2,000$ 81568.8%
Vehicle Fuel$ 1,643$ 1,340$ 1,107$ 2,750$ 2,750$ 1,643148.5%
Uniforms & Clothing$ 375$ 150$ 350$ 250$ 250$ (100) -28.6%
Auto Mileage$ 5,328$ 5,045$ 5,770$ 5,000$ 5,000$ (770) -13.3%
Dues/ Memberships & Subscriptions$ 385$ 500$ 545$ 800$ 800$ 25546.8%
Other Charges & Expenses$ -$ 636$ 691$ 500$ 500$ (191)
Vehicle$ -$ -$ -$ - $ -$ -
Total: Expense Costs$ 16,104$ 13,816$ 15,875$ 17,320$ 17,320$ 1,4459.1%
Total: Building Code Costs$ 256,912 $ 273,498 $ 289,526 $ 295,058$ 295,058$ 5,5321.9%
Inspectional Services Personnel Listing
FY14 FY15 FY16 FY17
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Inspectional ServicesInspector of Building11110
Building Inspector11110
Electrical Insepector0.80.80.80.80
Plumbing/Gas Inspector0.50.50.50.80
Department Assistant11110
Total4.34.34.34.60
EMERGENCY MANAGEMENT
MISSION STATEMENT
resilience to disasters. Our volunteer staffs of operations officers and communications officers are
committed to an all hazards approach to emergency management. We are partnered with federal, state
and local government agencies. We aid and guide our community to rapidly recover from large and
small disasters by responding to, assessing and mitigating hazards, enhancing preparedness, ensuring
effective response, and building the capacity to recover.
SIGNIFICANT CHANGES
There have been no significant changes in the Emergency Management Department for the past year.
PRIOR YEAR ACCOMPLISHMENTS
Continued the multi-year build out of the public safety communications network.
Continued outfitting Emergency Management officers with uniforms and field functional
equipment.
Expanded resource support of the Police and Fire departments.
FY18 GOALS
To continue replacing RACES communication infrastructure by May 31, 2018.
To purchase (3) additional public safety tri-band portable radios by December 31, 2017.
To address issues with Emergency Management garage and adjacent storage room at the
Steven's Estate by June 30, 2018.
Emergency Management Budget
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Wages Part-Time Director$ 5,424$ 5,506$ 5,560$ 5,671 $ 5,671$ 1112.0%
Salary Reserve$ -$ -$ -$ -$ - $ -
Total: Personnel Costs$ 5,424 $ 5,506 $ 5,560 $ 5,671 $ 5,671 $ 111 2.0%
Expenses
Radio & Transmitter$ 1,868$ 16,858$ 6,000$ 8,000 $ 8,000$ 2,00033.3%
Vehicle Maintenance$ 2,575$ 5,879$ 4,000$ 4,000 $ 4,000$ -0.0%
Training & Education$ -$ -$ 61$ 61 $ 61$ -0.0%
Telephone$ 4,664$ 5,156$ 6,500$ 6,500 $ 6,500$ -0.0%
Postage Services$ 147$ 147$ 150$ 150 $ 150$ -0.0%
Office Supplies$ 186$ 248$ 250$ 250 $ 250$ -0.0%
Uniforms & Clothing$ 5,546$ 1,552$ 8,550$ 5,550 $ 5,550$ (3,000)-35.1%
Other Charges & Expenses$ 2,311$ 3,304$ 3,000$ 4,000 $ 4,000$ 1,00033.3%
Capital Outlay$ 9,600$ -$ 7,500 $ - $ (7,500)-100.0%
Total: Expense Costs$ 26,897$ 33,144$ 36,011$ 28,511 $ 28,511$ (7,500)-20.8%
Total: Emergency Management$ 32,321$ 38,649$ 41,571$ 34,182 $ 34,182$ (7,389)-17.8%
DIVISION OF PUBLIC WORKSPUBLIC WORKS DEPT
MISSION STATEMENT
The Department of Public Works (DPW) mission is to provide professional quality maintenance,
repair, construction services, and capital improvements while operating the following infrastructure:
one hundred and fifty (150) miles of streets; approximately one hundred and seventy five (175) acres
of parks, playgrounds, school grounds; the Town beach; the Town Common; all public shade trees;
one hundred and fifty (150) miles of water mains; ninety (90) miles of sewer mains; twenty two (22)
sewer lift stations; five (5) high lift water booster stations; and, maintain and fuel a fleet of over one
hundred (
operating the drinking water treatment plant, which delivers an average daily consumption of 3.2
million gallons and a yearly total of over a billion gallons. Providing uninterrupted solid waste and
recycling removal is also a mission of the Department through a private hauler. Additionally, the
DPW provides rapid response to all snow, ice and other inclement weather emergencies, as well as
water and sewer breaks. The DPW enforces water, sewer and drainage by-laws, grants petitions of
s
divided between the General Fund and an Enterprise Fund, funded through sewer and water rates.
SIGNIFICANT CHANGES
Public Works Director Bruce Thibodeau retired in January after nine years of services. This past
year, Town Engineer Gene Willis retired and was replaced by John Borgesi, PE.
PRIOR YEAR ACCOMPLISHMENTS
Completed over $1M of roadway improvements on ten (10) different roadways. This included
work on
Approximately $75,000 of sidewalk improvements to existing sidewalks were completed.
aggressive public education program, clean up along the perimeter path, added barrels for
disposal of animal waste, enforcement, and extensive monitoring have impacted the closures by
impacting contamination from animal waste. This was a coordinated effort by Conservation,
Youth & Recreation Services, Public Works, Health, Police, and the Trustees of the
Reservation.
A new sweeper and a new plow/sander were purchased. Also, support vehicles were replaced
with more energy efficient vehicles.
The next phase of the High and Water Streets project, the improvements to the High/Water/Elm
Street intersection, has been funded, designed and will be completed in the 2017 construction
season. The project has enhanced the Mill and Machine Shop Village area, as well as,
improved safety in the area.
The Lake Study Group, which included representatives of the Harbor Master, Conservation
Department, Planning Department, DPW, and the Water Treatment Plant continues to
implement improvements to the shore along the Lake to assure continued high water quality in
d by the
Board of Selectmen. These regulations improve the boat storage around the Lake so that the
storage of boats does not impact vegetation and cause erosion of the Lake shore. All the
derelict docks have been removed, trash and litter clean up along the shore continues to be a
challenge but is improving. The initiative includes an annual Lake Clean-up Day, which was
th
held on November 5 this year. Parking for boaters will improve along the Pleasant Street area
and at the Old North Pumping Station site this year, particularly since the pump station building
will be removed.
The Engineering Department is involved in major endeavors, along with the day-to-day
requests for information from Town boards, businesses, developers, and residents. The
Department provided reviews, comments, and engineering input on various projects before the
Planning Board, Board of Appeals, and Conservation Commission. In addition Engineering
staff were instrumental in the following projects:
Construction of the Safe Routes to School project, by the MassDOT along Greene
Street, Parker Street, and the middle school property was started and construction was
substantially completed in October 2016. Engineering supported MassDOT with
resident requests, coordination with the design engineer, and assisting with field
changes.
A section of the Sutton Street Culvert collapsed and the Engineering Department
permitted the repair with the Conservation Commission and applied for a State Access
permit with the MassDOT. Construction of the culvert repair is anticipated to be
complete by March 2017.
Engineering has developed multiple conceptual parking layout schemes within the
Engineering continues to support traffic safety improvements throughout Town
including supporting National Grid with the relocation of a pole located in the middle of
the Abbott Street and Johnson Street intersection, mapping, design, and construction of
the Johnson Street, Farnum Road, and Mill Street intersection, mapping of the Sutton
Street, High Street, and Chadwick Road intersection, and mapping of the Prescott Street
and High Street intersection.
Engineering continues to coordinate the update of the asset management program and
specifically the electronic mapping of infrastructure throughout the Town including
water, sewer, and drainage.
FY 18 GOALS
To pave ten (10) roads by June 30, 2018.
Continue to improve drainage structures in roads and improve culvert crossing where damage
has occurred due to beaver activity or age of infrastructure through June 2018. It is estimated
that two or possibly thee culverts will be assessed and improved, budget permitting. The major
focus will be the Brook Street culvert. Due to the nature of the repair and the need to meet the
updated Massachusetts Stream Crossing Standards, it is anticipated that significant permitting
will be required with the local conservation commission and State prior to replacing this
culvert.
Purchase a new Tree Chipper, a new Ford Edge SUV for the Engineering Department, and new
Kubota Lawn Mower by April 1, 2018.
Clean approximately 800 catch basins by June 15, 2018 to continue compliance with the EPA
MS4 Stormwater Permit.
Sweep approximately 240 lane miles of roadway by December 1, 2018.
Repair sidewalks on eight (8) streets by June 15, 2018.
Continue with the next phase of the High and Water Street project that includes streetscape
improvements through June 2018.
The Town Engineer will continue to work with the Director to organize the department in terms
of unifying databases, files, creating electronic permitting, and identification of project
responsibilities, staffing, and budgets. With the recent replacement of the Town Engineer and
additions to staff, the Engineering Department is working toward adding more capabilities for
project design and mapping. It is anticipated that this additional capacity will result in more in
house design and construction reducing the need and associated cost for outside consultants and
contractors.
Public Works - Administration Budget
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries, Full-Time 401,177 409,601 418,715 434,314 434,314$ 15,5993.7%
Wages, Part-Time - - - - -$ -
Longevity 3,275 3,575 4,113 3,838 3,838$ (275) -6.7%
Salary Reserve - - - - -$ -
Total: Personnel Costs$404,452$413,176$422,827$438,151$438,151$15,3243.6%
Expenses
Equipment Rental/Lease 6,583 4,690 7,250 7,250 7,250$ -0.0%
Contracted Services 1,465 2,658 2,600 2,600 2,600$ -0.0%
Training & Education 4,297 1,949 4,100 4,484 4,484$ 3849.4%
Telephone 5,655 6,044 6,100 6,100 6,100$ -0.0%
Postage 351 333 350 350 350$ -0.0%
Office Supplies 2,694 5,936 2,200 2,200 2,200$ -0.0%
Printing & Forms 275 1,841 550 550 550$ -0.0%
Uniforms & Clothing 300 686 800 400 400$ (400) -50.0%
Auto Mileage 331 466 450 450 450$ -0.0%
Dues and Subscriptions 218 224 350 350 350$ -0.0%
Other Charges & Expense 213 211 250 250 250$ -0.0%
Total: Expense Costs$22,382$25,036$25,000$24,984$24,984-$16-0.1%
Total: Admn & Engineering Costs$426,834$438,212$447,827$463,135$463,135$15,3083.4%
Public Works Administration Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
AdminstrationDirector1.01.01.01.00
Adminstration Secretary1.01.01.01.00
Assistant Operations Manager0.50.50.50.50
Department Assistant1.01.01.01.00
Operations Manager0.50.500.500.500
Staff Engineer1.00.750.750.750
Town Engineer1.01.01.01.00
Total6.005.755.755.750.00
Public Works - Streets & Sidewalks Budget
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries, Full-Time 370,695 357,394 443,403 463,938 463,938 20,5354.6%
Overtime 45,039 25,697 23,500 23,500 23,500 - 0.0%
Summer Help Salaries - - - - - -
Salary Reserve - - 7,684 - - (7,684)
Total: Personnel Costs$415,735$383,091$474,587$487,438$487,438 12,8512.7%
Expenses
Street Lighting 119,695 135,267 144,550 147,000 147,000 2,4501.7%
Engineering Services 1,549 1,435 30,000 30,000 30,000 - 0.0%
Repairs & Maintenance 27,861 41,538 35,000 35,000 35,000 - 0.0%
Equipment Rental/ Lease 3,200 - 1,035 1,035 1,035 -
Advertising 2,219 2,224 1,550 1,550 1,550 - 0.0%
Contracted Services 52,638 68,435 60,000 60,000 60,000 - 0.0%
Training & Education 1,341 1,291 1,035 1,035 1,035 - 0.0%
Storm Water Permitting Mandate 25,023 32,865 36,000 37,000 37,000 1,0002.8%
Outside Detail 10,480 13,674 16,000 16,000 16,000 - 0.0%
Materials & Supplies 26,841 23,859 20,000 20,285 20,285 2851.4%
Regulatory Street Signs 5,426 6,356 5,000 5,500 5,500 50010.0%
Road Oil & Bituminous 9,327 17,613 20,000 20,000 20,000 - 0.0%
Uniforms & Clothing 6,350 6,125 6,250 6,300 6,300 500.8%
Dues/ Memberships & Subscriptions 890 925 750 750 750 - 0.0%
Other Charges & Expenses 23,479 35,408 32,316 40,000 40,000 7,68423.8%
Capital Outlay 39,761 59,642 60,000 60,000 60,000 - 0.0%
Total: Expense Costs 356,082 446,656 469,486 481,455 481,455 11,9692.5%
Total: Street Maintenance Costs$771,817$829,747$944,073$968,893$968,893$24,8202.6%
Public Works Streets & Sidewalks Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Streets and SidewalksSMEO3.753.753.753.750
HMEO44440
Laborer/MEO0.250.250.250.250
Senior Work Foreman0.750.750.750.750
Senior Foreman0.250.250.250.250
Tree Surgeon00110
Total9910100
Public Works - Refuse & Recycling Budget
20182018
201520162017Dept Town MGrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries, Full-Time 52,868 68,690 25,823 27,146 27,146 1,323 5.1%
Overtime 8,407 11,204 6,000 6,000 6,000 -0.0%
Longevity - - - - - -
Total: Personnel Costs$61,275$79,894$31,823$33,146$33,146$1,3234.2%
Expenses
Advertising - - 13,660 13,660 13,660 -
Contracted Services 634,086 681,052 695,066 665,600 665,600 (29,466) -4.2%
Hazardous Waste Day 9,398 9,150 12,450 12,450 12,450 -0.0%
Materials & Supplies - 61 550 550 550 -0.0%
Dumping Fees 472,958 529,601 575,000 595,000 595,000 20,0003.5%
Uniforms & Clothing 975 1,050 1,950 1,050 1,050 (900)-46.2%
Total: Expense Costs$1,117,417$1,220,914$1,298,676$1,288,310$1,288,310($10,366)-0.8%
Total: Refuse Collection Costs$1,178,692$1,300,808$1,330,499$1,321,456$1,321,456($9,044)-0.7%
Public Works Refuse & Recycling Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Refuse and RecyclingSr Work Foreman0.250.250.250.250
Senior Foreman00000
SMEO0.250.250.250.250
HMEO11110
Total1.51.51.51.50
Public Works Vehicle Maintenance Budget
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries, Full-Time 90,274 94,756 94,578 98,800 98,800 4,2224.5%
Overtime 4,424 4,039 500 500 500 -0.0%
Longevity - - - - - -
Total: Personnel Costs$94,698$98,795$95,078$99,300$99,300 4,222 4.4%
Expenses
Vehicle Maintenance 83,734 87,044 97,500 97,500 97,500 -0.0%
Advertising - - - - - -
Contracted Services 7,604 6,283 500 15,000 15,000 14,5002900.0%
Vehicle Supplies 52,583 53,687 52,500 52,500 52,500 -0.0%
Vehicle Fuel 726 23,430 45,000 45,000 45,000 -0.0%
Uniforms & Clothing 1,300 1,400 1,400 1,400 1,400 -0.0%
Dues/ Memberships & Subscriptions - - 500 500 500 -
Vehicle 105,763 115,899 113,000 102,000 102,000 (11,000)-9.7%
Total: Expense Costs$251,710$287,743$310,400$313,900$313,900 3,500 1.1%
Total: Fleet Maint. Costs$346,407$386,538$405,478$413,200$413,200$7,7221.9%
Public Works Vehicle Maintenance Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Vehicle MaintenanceWorking Foreman11110
Mechanic11110
Total22220
Public Works Structures & Grounds Budget
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries, Full-Time 196,215 199,841 207,070 218,907 218,907 11,8375.7%
Overtime 16,632 11,990 11,500 11,500 11,500 -0.0%
Summer Help Salaries 6,500 5,600 10,000 10,000 10,000 -0.0%
Longevity 525 525 - - - -
Total: Personnel Costs$219,872$217,956$228,570$240,407$240,407$11,8375.2%
Electricity 88,341 80,205 99,000 99,200 99,200 2000.2%
Heating Fuel 52,572 43,131 66,250 67,900 67,900 1,6502.5%
Water/ Sewerage 5,871 7,000 8,000 8,000 8,000 -0.0%
Repairs & Maintenance 19,588 38,141 36,750 36,750 36,750 -0.0%
Outside Professional Services 68,466 67,836 67,250 68,731 68,731 1,4812.2%
Advertising - - - 365 365 365
Contract Services 50,571 77,639 46,250 46,250 46,250 -0.0%
Telephone 928 928 1,100 1,100 1,100 -0.0%
Materials & Supplies 20,139 18,644 20,700 20,700 20,700 -0.0%
Building Repairs & Maintenance 10,361 14,963 10,000 10,000 10,000 -0.0%
Uniforms & Clothing 2,363 2,525 3,500 2,825 2,825 (675)-19.3%
Capital Outlay - - - - - -
Total: Expense Costs$319,200$351,012$358,800$361,821$361,821$3,0210.8%
Total: Structures & Grounds. Costs$539,072$568,968$587,370$602,228$602,228$14,8582.5%
Public Works Structures & Grounds Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Structures & GroundsCustodian11110
HMEO1.51.51.51.50
SMEO0.750.750.750.750
Laborer/MEO0.250.250.250.250
Senior Foreman0.250.250.250.250
Working Foreman11110
Total4.754.754.754.750
Public Works - Snow and Ice Removal
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Overtime 222,949 89,283 95,000 95,000 95,000 -0.0%
Total: Personnel Costs$222,949$89,283$95,000$95,000$95,000$00.0%
Expenses
Repaires & Maintenance 69,425 83,109 45,000 45,000 45,000 -0.0%
Equipment Rental/ Lease 1,179,348 245,176 475,000 519,000 519,000 44,0009.3%
Telephone - 47,791 15,500 15,550 15,500 -0.0%
Vehicle Fuel 69,053 32,089 70,000 70,000 70,000 -0.0%
Gravel & Sand 27,698 11,050 15,000 15,000 15,000 -0.0%
Salt 370,715 262,107 167,000 167,000 167,000 -0.0%
Other Charges & Expenses 7,421 6,754 8,000 8,000 8,000 -0.0%
Capital Purchases - 82,850 -
Total: Expense Costs$1,723,660$770,926$795,500$839,550$839,500$44,0005.5%
Total: Snow Removal Costs$1,946,609$860,209$890,500$934,550$934,500$44,0004.9%
HEALTH DEPARTMENT
MISSION STATEMENT
The mission of the Health Department is to protect and promote public health, the environment and
wellbeing of the Town of North Andover residents, businesses and visitors.
SIGNIFICANT CHANGES
The Town hired Brian LaGrasse as the new Director of Public Health and Toni Wolfenden as the new
Health Department Assistant.
The Town is bringing departments, citizens and resources together to create an opioid addiction task
force as part of the Towns response to growing epidemic. The Health Department has been working
with other Town departments and regional groups to apply for grants and address the many facets
involved with addressing this epidemic.
PRIOR YEAR ACCOMPLISHMENTS
Aggressively converted files into digital format and reduced the paper files to accommodate the
move to town hall. Determined department needs for new staff location layout and location of
remaining paper documents needed for active and passive access due to location of file system
on lower level. Identified requirements for handling, scanning and or disposing of incoming
documents and began implementation.
Continued the conversation with the Board of Health, other town departments, the community
and regional entities in regards to the opioid epidemic. Department staff assisted in a Youth
Opioid Prevention Grant application the town applied for to receive additional funding to be
specifically dedicated to your education on this topic.
Improved the permitting process for food establishments. The Board of Health approved the
recommendation of the Director and revised the food establishment permitting season and other
related food establishment permits such as dumpster permits. The changes have been met with
support by the restaurant community.
RFID Trash Truck monitoring software was completed and the monitoring unit/trailer was
repaired from severe storm damage.
The Health Dep
legal proceedings on abandoned houses within the community. The Health Department
conducted sanitary code inspections, and filed the proper orders and legal paperwork. Projects
are ongoing in this area.
FY18 GOALS
Prepare for and facilitate the transition to on-line licensing software beginning in July 2017.
Identify local BOH regulations for needed implementation, revision and/or possible removal
and present to the BOH, such as increasing the ServSafe requirements in local food
establishments, assess the feasibility of a rental unit inspection program by June 30, 2018.
Review the Health Departments permit applications and processes to identify any that are
complicated and assess ways to consolidate, simplify and streamline that application and
process from start to finish by December 31, 2018.
Hosting additional, low cost food safety trainings throughout town and implement and educate
the public and all stakeholders on any new State Sanitary Code requirements that may pass in
FY18, such as new State Housing Code Regulations or new Choke Saver requirements by
licensed food establishments on an ongoing basis.
The trash truck monitoring and enforcement program was restarted January 2017. The Health
Department is in the process of implementing an RFID pilot program to digitally monitor route
compliance of trash trucks travelling in North Andover. Implementation and verification will
continue through FY18 and amendments will be implemented as needed.
Identify and implement Lyme disease education plan by June 30, 2018.
Increase our public health outreach and education on a variety of relevant public health issues
throughout FY18.
Review all revolving funds and develop long term plans to utilize funds for expanding public
health services in the community by June 30, 2018.
Health Department Budget
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecm'dChangeChange
Personnel
Salaries, Full-Time$ 186,944$ 194,640$ 210,567$ 216,450$ 216,450$ 5,8832.8%
Wages, Part-Time$ 10,793$ 11,250$ 8,055$ 8,055$ 8,055$ -0.0%
Overtime$ -$ -$ -$ -$ -$ -
Longevity$ 2,184$ 2,225$ 1,910$ 2,020$ 2,020$ 110 5.8%
Salary Reserve$ -$ -$ -$ -$ -$ -
Total: Personnel Costs$ 199,920 $ 208,115 $ 220,532 $ 226,525 $ 226,525 $ 5,993 2.7%
Expenses
Outside Professional Services$ 3,600$ 3,600$ 3,600$ 3,600$ 3,600$ -0.0%
Advertising$ -$ 822$ -$ -$ -$ -
Contracted Services$ -$ 35$ 280$ 280$ 280$ -0.0%
Training & Education$ 226$ 495$ 500$ 1,000$ 1,000$ 500 100.0%
Telepone$ 93$ -$ 720$ 720$ 720$ -
Postage Services$ 200$ 400$ 400$ 400$ 400$ -0.0%
Office Supplies$ 130$ 284$ 300$ 300$ 300$ -0.0%
Printing & Forms$ 355$ 150$ 400$ 400$ 400$ -0.0%
Vehicle Fuel$ 345$ 298$ 400$ 400$ 400$ -0.0%
Uniforms & Clothing$ 150$ 175$ 175$ 200$ 200$ 25 14.3%
Auto Mileage$ 510$ 413$ 500$ 500$ 500$ -0.0%
Total: Expense Costs$ 5,609$ 6,672$ 7,275$ 7,800$ 7,800$ 525 7.2%
Total: Public Health Costs$ 205,529$ 214,787$ 227,807$ 234,325$ 234,325$ 6,5182.9%
Health Department Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
General Fund
Health Director11110
Health Inspector0.80.80.80.80
Public Health Nurse0.80.80.80.80
Department Assiatant11110
Total3.63.63.63.60
Revolving Fund
Health
Health Inspector0.20.20.20.20
Total0.20.20.20.20
ELDER SERVICES
MISSION STATEMENT
Elder Service creates an atmosphere that acknowledges the value of human life, affirms the dignity
and self-worth of the older adult in the community and maintains an atmosphere of respect, trust and
support.
SIGNIFICANT CHANGES
Massachusetts received an increase in Formula Grant funding of $1 per older adult, bringing the total
to $10 per older adult and increasing the total grant to Elder Services to $53,341.28.
A new van was acquired through the Capital Improvement Program that seats 14 passengers,
increasing ridership in trips, transportation to and from the Senior Center and grocery shopping.
The Board of Selectmen approved an increase in the number of participants in the Senior Tax Work-
Off Program from 35 to 40. Each participant must complete 100 hours of service for an abatement of
$1,000 on their real estate taxes.
Staff vacancies of Outreach Manager, Program Coordinator, and Office Assistant were filled by
promoting staff from within.
PRIOR YEAR ACCOMPLISHMENTS
counseling increases. A total of four
Support Group.
Through collaboration with TRIAD, North Andover Housing Authority and the Friends of the
North Andover Senior Center, hosted four cookouts for the residents of housings in an attempt
to create a better sense of community. At each of these cookouts, representatives from the
Police Department explained and signed up seniors for the UCARE program.
and delivered to Homebound Seniors in town.
Maintained 35 participants for each Fresh Table that is offered weekly from June to October
for a total of 770 seniors served.
Brown Bag program continues to deliver 48 bags of groceries to eligible recipients on a
monthly basis.
Through local assisted living facilities, continued to offer the Tuesday Night Dinner Buffet
from April through October. Thirty-five seniors attended each month for a total of 245
seniors served.
In the fall,
Throughout the year, 1,455 clothing items (for newborns and infants) were shipped to Puerto
Plata, DR and distributed to new moms and newborns at the Public Hospital. The items were
donated by North Andover residents and seniors, including participants in the Heart to Heart,
Knitting and Cuddles programs. Shipping costs are funded by The Friends of the North
Andover Senior Center.
Maintained the Hats 4 Vets and Hats 4 Kids program with our knitting group as well as
young women from the Crochet Community Service Club in the Dominican Republic. A total
of 75 hats were distributed to three North Andover elementary schools and 115 hats and 14
crocheted blankets were presented to the Reeds Veterans Outreach Center in Haverhill.
Maintained Intergenerational programs with participation from North Andover Youth &
Recreation Services, Thomson School, Kittredge School, the High School and Middle School.
Maintained the annual Giving Trees drive by providing one hundred handmade stockings
which were distributed to 100 homebound seniors during the holiday season. Each stocking
contained a Market Basket or CVS gift card along with various items of personal needs such
as greeting cards, postage stamps, pens, emery boards, tooth brushes etc.
Continued our social media presence with a 114% growth of followers on Facebook and
126% growth of followers on Twitter.
value that could be applied as payment for computer training, exercise classes, van charges to
go on a trip or to participate in a social event at the senior center.
FY 18 GOALS
Pilot a quarterly nutritional meals Test Kitchen by October 31, 2017 whereby area chefs test
meals and recipes with the senior population.
her health related
services and education by December 31, 2017.
To create a long range plan that evaluates existing programs and services, and perform a
needs assessment identifying future programs and services that the older adult may need at
various stages of aging with recommendations to address future needs by May 31, 2018.
Collaborate with the Stevens Memorial Library in providing quarterly programming for
seniors through June 30, 2018.
Elder Services Budget
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecm'dChangeChange
Personnel
Salaries, Full-Time$ 223,549$ 229,863 $ 233,452$ 235,165$ 235,165$ 1,7130.7%
Wages, Part-Time$ -$ -$ -$ - $ -$ -
Longevity$ 3,100 $ 3,275 $ 3,575$ 4,025$ 4,025$ 450 12.6%
Salary Reserve$ -$ -$ -$ - $ -$ -
Total: Personnel Costs$ 226,649 $ 233,138 $ 237,027 $ 239,190 $ 239,190 $ 2,163 0.9%
Expenses
Repairs & Maintenance$ 1,021 $ -$ -$ - $ -$ -
Equipment Rental / Lease$ 1,777 $ 1,777 $ 1,777$ 2,676$ 2,676$ 899 50.6%
Training & Education$ 1,035 $ 970 $ 1,535$ 1,535$ 1,535$ -0.0%
Telephone$ 1,431 $ 1,254 $ 1,400$ 1,037$ 1,037$ (363) -25.9%
Postage Services$ -$ 1,584 $ 1,500$ 2,000$ 2,000$ 500 33.3%
COA Community Education$ 500 $ 300 $ 1,000$ 1,000$ 1,000$ -0.0%
Health Clinic$ 3,765 $ 3,600 $ 4,500$ 4,500$ 4,500$ -0.0%
Social Activities$ 4,440 $ 4,682 $ 4,000$ 4,000$ 4,000$ -0.0%
Mental Health Lectures$ -$ -$ 1,250$ 1,250$ 1,250$ -
Office Supplies$ 8,728 $ 9,642 $ 6,000$ 6,000$ 6,000$ -0.0%
Vehicle Fuel$ 5,473 $ 3,278 $ 6,000$ 6,000$ 6,000$ -0.0%
Uniforms & Clothing$ 150 $ -$ 350$ 800$ 800$ 450
Auto Mileage$ 745 $ 1,691 $ 1,000$ 1,500$ 1,500$ 500 50.0%
Dues/ Memberships & Subscriptions$ 1,521 $ 1,524 $ 1,525$ 1,525$ 1,525$ -0.0%
Total: Expense Costs$ 30,585 $ 30,302 $ 31,837$ 33,823$ 33,823$ 1,9866.2%
Total: Elder Services Costs$ 257,234$ 263,440 $ 268,864$ 273,013$ 273,013$ 4,1491.5%
Elder Services Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Elder ServicesDirector11110
Program Manager11110
Outreach Worker11110
Adminstrative Secretary11110
Van Driver11110
Total55550
YOUTH & RECREATION SERVICES
MISSION STATEMENT
The mission of North Andover Youth & Recreation Services is to provide the community, youth and
their families with staff, resources and programs with the goal of empowerment and building self-
esteem. The positive experience of this involvement enriches and strengthens the fabric of our
community for today and a lifetime.
SIGNIFICANT CHANGES
Started the North Andover Youth Needs Assessment.
The North Andover Fields Committee and the Town Manager/Board of Selectman identified a
subcommittee to begin the process of redevelopment of the Middle School playing fields.
PRIOR YEAR ACCOMPLISHMENTS
Increased marketing, visibility and communication with town residents via social media.
nd
Held 2 Annual Teen Job Fair with fifteen businesses and 250 high school students in search of
local jobs participating.
The Helping Hands program raised over $10,000 for the American Cancer Society through
Relay for Life.
The Personal Care Drive provided 42 families in town with personal care items.
The Thanksgiving Drive provided full meals to 80 North Andover families.
The Holiday Gift Drive provided presents to 279 children at Christmas.
nd
The Core 4 leadership program participated in the 2 Annual Youth Summit and led other
events locally this school year.
For the second year in a row the Stevens Pond bathing facility operated without any closures.
The JNHYC, Inc. held another successful auction and annual fund campaign and awarded
$10,000 in college scholarships to high school seniors.
Experienced a major increase in usage of online registrations for programming.
Ten (10) eight (8) Concerts on the Town Common were held in the
summer months.
Created the Kindness Rocks Project initiative and Little Library initiative at the Youth Center.
Serviced the most number of youth since the opening of the Youth Center.
Volunteer groups Step Up, Youth Council & Senior Youth Council completed community
service activities and events in collaboration with the North Andover Senior Center, Brightview
Senior Living, Stevens Memorial Library, Cor Unum Meal Center, North Andover Public
Schools, Lazarus House, MSPCA, Greater Lawrence Boys & Girls Club, and Project Home
Again
Redesigned and implemented summer staff training program
FY18 GOALS
To complete redesign of the NAYRS website by July 31, 2017
To complete the North Andover Youth Needs Assessment by October 31, 2017
To complete Year 1 of the Middle School Playing Fields Redevelopment Plan with preliminary
design and community focus groups by December 31, 2017
Youth & Recreation Services Budget
20182018
201520162017DeptTown MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries, Full-Time$ 230,728$ 222,879$ 251,321$ 258,003$ 251,321$ 251,3210.0%
Lifeguards$ 29,637$ 34,935$ 38,000$ 38,000$ 38,000$ 38,0000.0%
Longevity$ 1,650$ 2,700$ 3,075$ 2,325$ 3,075$ 3,0750.0%
Salary Reserve$ -$ - $ -$ - $ -$ -
Total: Personnel Costs$ 262,015 $ 260,514 $ 292,396 $ 298,328 $ 292,396 $ 292,396 0.0%
Expenses
Repairs/Maintenance$ 21,201$ 30,013$ 10,648$ 12,065$ 10,648$ 10,6480.0%
Equipment Rental Lease$ 2,402$ 2,773$ 3,802$ 4,843$ 3,802$ 3,8020.0%
Contracted Services$ 864$ 929$ 4,314$ 5,114$ 4,314$ 4,3140.0%
Training & Education$ 250$ 620$ 3,000$ 3,000$ 3,000$ 3,0000.0%
Telephone$ 1,042$ 919$ 1,200$ 1,200$ 1,200$ 1,2000.0%
Postage Services$ 788$ 900$ 900$ 700$ 900$ 9000.0%
Office Supplies$ 2,341$ 2,014$ 1,800$ 2,000$ 1,800$ 1,8000.0%
Printing & Forms$ 1,000$ 1,352$ 1,700$ 1,700$ 1,700$ 1,7000.0%
Vehicle Fuel$ 1,147$ 1,259$ 1,900$ 1,900$ 1,900$ 1,9000.0%
Dues/ Memberships & Subscriptions$ 75$ 200$ 200$ 200$ 200$ 2000.0%
Other Charges & Expenses$ -$ - $ -$ - $ -$ -
Vehicles$ 48,706$ - $ -$ - $ -$ -
Total: Expense Costs$ 79,816$ 40,979$ 29,464$ 32,722$ 29,464$ 29,4640.0%
Total: Youth Services Costs$ 341,832$ 301,493$ 321,860$ 331,050$ 321,860$ 321,8600.0%
Youth & Recreation Services Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Youth & RecreationDirector11110
Support Services Coord11110
Social Program Coord.11110
Program Coord.11110
Secretary/Admin Assistant11110
Total55550
VETERANS SERVICES
MISSION STATEMENT
To keep the promise of President Abraham Lincoln: To care for the Veteran, his widow and his
orphan.
The Veterans Services Department is to advocate on behalf of all the Commonwealth's
Veterans and their family members in providing them with quality support services and to manage an
emergency as well as a static financial assistance program for those Veterans and their dependents
that are in need of benefits and services as outlined in the provisions of Chapter 115 of the General
Laws.
SIGNIFICANT CHANGES
The part time hours of the newly hired assistant, Crystal Clunie, have been reduced to 18 hours per
week, causing a greater demand on the Department of Veteran Services for both North Andover and
Boxford.
On January 1, 2017, Governor Baker signed i
All veterans or the widow of a veteran who is rated at 100% Service Connected Disabled are entitled
to a Massachusetts Annuity of $2,000 per year payable on the First of February and the First of July.
The eligibility of each veteran or widow must be verified annually.
PRIOR YEAR ACCOMPLISHMENTS
Provided motorized wheelchairs to twenty-one Veterans affording them veterans the gift of
mobility. The estimated combined value of the motorized wheelchairs ($136,500) was made
possible by direct donation purchases of private organizations and individuals, at no cost to the
Town.
Set up a transportation system for our veterans and their families who require professional
medical transport to such events as Chemotherapy and Dialysis, through QRyde Corporation.
QRyde also provides transportation for those veterans who simply need to go somewhere and
do not or cannot drive themselves. Although this is not a free service, the cost is shared
between the veteran and Medicare.
In reviewing the reimbursements of FY16, it was discovered the State had not processed
reimbursement for the last two quarters for 2015 nor the first two quarters of 2016. This office
was able to communicate this successfully to the Department of Veteran Services and a
reimbursement to the Town was made.
Initiated a program designed to serve the unique needs of female veterans. The female veterans
meet once a month on a social basis. Professional psychological counseling is offered and
coordinated through the Bedford VAMC. The group works together to help one another. These
women are sharing personal resources such as babysitting for one another or shopping together.
This program currently is funded via donations.
This office files an average of 40 federal claims per month, including several claims for Aid and
Attendance for veterans or widows residing either at their homes or in assisted living facilities.
The office has established a great working relationship with the Career Resource Center (CRC),
who have placed several of the younger veterans in a new career, complete with needed training
for the position. This has taken four of the younger c115 recipients off of c115 and helped these
veterans to become self-sufficient.
Received requests from three veterans who are homeless for aid. With each of the three veterans
-ingle
Room Occupancy through a positive working relationship with The Veterans Northeast
Outreach program located in Haverhill.
The Service Officer was called late one night by a North Andover veteran who stated he was
preparing to take his own life. Through a coordinated effort by both contacting a member of the
Psychological Department of Bedford VAMC and the North Andover Police Department, staff
was able to provide medical transport and care to that veteran. This veteran has since enrolled in
The University of Massachusetts, is no longer receiving c115 and is not only self-sufficient, but
is doing very well on his own.
Continued to work closely with local and state elected officials to discuss and find solutions to
solve problems in providing the very best service and support to our veterans, their widows and
their orphans.
FY 18 GOALS
To continue education and training of staff in order to maintain the high standard this office
demands through June, 2018.
To increase veteran centered programs through June, 2018.
To maintain at least a 95% reimbursement rate on all MGL c115 benefits expended through
June, 2018.
.
Veterans Services Budget
20182018
201520162017DeptTown MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecm'dChangeChange
Personnel
Salaries - Full Time$ 92,059$ 78,425 $ 52,530 $ 53,581 $ 53,581 $ 1,0512.0%
Salaries - Part Time$ 450$ 14,735 $ 22,080 $ 16,803 $ 18,176 $ (3,904) -17.7%
Stipend, Graves Officer$ -$ -$ -$ -$ -$ -
Longevity$ 1,650$ 1,458 $ -$ -$ -$ -
Salary Reserve$ -$ -$ -$ -$ -$ -
Total: Personnel Costs$ 94,159 $ 94,618 $ 74,610 $ 70,384 $ 71,757 $ (2,853) -3.8%
Expenses
Training & Education$ 1,152$ 991 $ 2,400 $ 2,400 $ 2,400 $ -0.0%
Patriotic & Civil Celebrations$ 5,329$ 2,348 $ 2,000 $ 2,000 $ 2,000 $ -0.0%
Rental of Veterans Quarters$ -$ 2,900 $ 1,200 $ 1,200 $ 1,200 $ -0.0%
Graves Registration$ 2,518$ 3,325 $ 4,000 $ 4,000 $ 4,000 $ -0.0%
Telephone$ 637$ 626 $ 1,380 $ 1,380 $ 1,380 $ -0.0%
Postage$ 282$ 440 $ 600 $ 600 $ 600 $ -0.0%
Office Supplies$ 721$ 694 $ 1,600 $ 1,600 $ 1,600 $ -0.0%
Auto Mileage$ 434$ 379 $ 1,000 $ 1,000 $ 1,000 $ -0.0%
Dues & Subscriptions$ 80$ 35 $ 250 $ 250 $ 250 $ -0.0%
Veterans Benefits$ 278,588$ 247,524$ 325,000$ 325,000$ 325,000 $ -0.0%
Other Charges and Expense$ 5,232$ 2,510 $ 2,300 $ 2,300 $ 2,300 $ -
Capital Outlay <$5,000$ -$ -$ -$ -$ -$ -
Total: Expense Costs$ 294,972$ 261,772$ 341,730$ 341,730$ 341,730 $ -0.0%
Total: Veterans Benefits Costs$ 389,130$ 356,389$ 416,340$ 412,114$ 413,487 $ (2,853) -0.7%
Veteran Services Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
VeteransDirector11110
Assistant Director00000
Administrative Assistant0.50.60.50.690.19
Total1.501.601.501.690.19
STEVENS MEMORIAL LIBRARY
MISSION STATEMENT
The Stevens Memorial Library is committed to enhancing the quality of life for our diverse
community and is free and open to all. The Library is a hub fostering literacy and lifelong learning
opportunities providing access to materials and resources, technology, programs, and space for
people to connect, engage and learn.
SIGNIFICANT CHANGES
expanded the
education but extensive knowledge of early literacy; Science, Technology, Engineering, &
Mathematics (STEM); and class curriculum design. In addition to program advancements, the
physical room has been transformed: shifting of shelving has created space for families to stay, sit
and read along with their children, and engage in activities.
Another significant change was working collaboratively with the North Andover Public Schools
Woodson, multi-
staff, NAPS Library Media Specialists, the NAPS K-12 Humanities Curriculum Coordinator, the
community by bringing people together through the promotion of literacy and intergenerational
Service and Empathy) initiative. Thousands of North Andover residents, of all ages, participated in a
Through planned and unexpected retirements, part time staff leaving for better career opportunities
and family reasons, the library had nine staff openings. When filling the positions, the Library took
the opportunity to expand the skill requirements.
PRIOR YEAR ACCOMPLISHMENTS
Stevens Memorial Library received certification from the Massachusetts Board of Library
Commissioners. By earning this certification, the Library is eligible to participate in the state-
wide interlibrary resource sharing (physical, digital and virtual collections) and to receive MA
State Aid to Public Libraries funds.
Completed the Stevens Memorial Library Strategic Plan FY2018 - FY2022, submitted to the
Massachusetts Board of Library Commissioners in October, 2016. FY18 Goals are based on the
Strategic Plan.
and passion to their roles with special emphasis on early literacy and Science, Technology,
Engineering & Mathematics (STE
have resulted in increased attendance, new patrons, and the return of patrons who were using
other consortium libraries.
half of the time in the
North Andover elementary schools (specifically Atkinson). This Librarian has begun evaluating
the NAPS library and implementing ways to meet the specific needs of students, parents and
teachers, in support of early literacy and school readiness. Her time at the Stevens Memorial
assistance, and liaison between public library and NA school libraries. She is meeting with
school librarians weekly to learn about new technologies (devices, as well as software) being used
in the school system.
Using an early literacy curriculum, that complements the public school counterparts, the Early
Literacy Storytimes are attracting more children and parents resulting in the need for three more
weekly storytimes instead of the one Storytime previously offered.
Innovative STEM programs are now being offered for the first time. Three different STEM
programs are run weekly for a variety of age groups.
Offering a Girls Who Code project in conjunction with NAPS. NAPS has supplied the new
Chrome books and the library is providing the staffing and space. The Chrome books will be
available for other types of use as well.
Created a monthly Reading Buddies program with the North Andover Youth Center. Middle
school age youth come to the Library and read with younger children, sharing their enjoyment of
reading.
Dog Day Afternoons is a new program that provides children with the opportunity to read to pet
therapy dogs.
Range Plan.
Very successful One Author, One Community series, featuring Jacqueline Woodson, done in
collaboration with the NAPS. Sponsorship contributions, used to pay for the author, were
received from several town organizations and merchants. The One Author, One Community
series delivered five weeks of programing, culminating with the author visit. The author
addressed over 2,000 students in the NAHS field house during the school day and completed her
visit with a public talk at the NAHS auditorium in the evening.
Through the sharing of duplicate copies of books, the Stevens Memorial Library has created a
book deposit for Elementary School Libraries, increasing the books available in their libraries.
The Library held its fourth annual Family Movie Night Under the Tent series at the Stevens
Estate.
Library leadership staff attended Merrimack Valley Library Consortium (MVLC) User Groups
and Committee meetings throughout the year in each of their corresponding areas of expertise:
Circulation/Ill User Group, Technology Users Group, Technical Services User Group, Reference
a member-driven organization, it is vital Stevens is represented at such meetings to provide
Stevens input to decisions around consortium services, expense, policies, etc. Members of staff
also attend state events or training offered by North of Boston Youth Services (NOBS), the
Massachusetts Library System (MLS), and the Massachusetts Board of Library Commissioners.
-
challenged year.
FY18 GOALS
Expand Library public service hours by two hours a week (Friday from 5-6pm and Sunday from
1-2pm) by August 31, 2017.
Deliver monthly Library cable station spots and/or programs on North Andover Cable Station
(NACAM) by September 30, 2017.
Add one new monthly adult book or discussion group by September 30, 2017.
Expand Early Literacy services by adding one monthly program offsite (e.g. Early Childhood
Center) by October 31, 2017.
Develop three pathfinders on subject areas relevant to North Andover residents (e.g. Healthcare,
Career Planning, and Genealogy) by October 31, 2017; January 31, 2018 and March 31, 2018.
Each pathfinder will be accompanied with a public program on the topics.
Expand technology education services by bringing in four speakers, one each quarter, through
June 2018.
or nonprofit partners, by December 31, 2017.
Library staff representation at three North Andover Public School events (e.g. kindergarten
education night, PTO night) through June, 2018.
Plan and hold Community Read series in joint sponsorship with the North Andover Public School
District by June, 2018.
Stevens Memorial Library Budget
20182018
201520162017DeptTown MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries - Full-Time$ 354,088$ 342,503$ 359,474$ 391,680$ 391,680$ 32,2069.0%
Salaries - Part-Time$ 243,766$ 280,514$ 338,583$ 315,100$ 324,846$ (13,737) -4.1%
Overtime$ 6,106$ 12,728$ 5,000$ 5,000$ 5,000$ -0.0%
Longevity$ 3,182$ 3,282$ 3,282$ 4,747$ 4,747$ 1,46544.7%
Sunday Time/ Bonus$ 21,030$ 17,000$ 20,000$ 22,795$ 22,795$ 2,79514.0%
Salary Reserve$ - $ - $ - $ - $ - $ -
Total: Personnel Costs$ 628,172 $ 656,027 $ 726,338 $ 739,321 $ 749,068 $ 22,730 3.1%
Expenses
Electricity$ 23,115$ 24,635$ 23,000$ 25,000$ 25,000$ 2,0008.7%
Heating Fuel$ 9,920$ 9,227$ 9,500$ 9,500$ 9,500$ -0.0%
Water$ 1,682$ 1,600$ 1,500$ 1,600$ 1,600$ 1006.7%
Repairs & Maintenance$ 7,784$ 5,813$ 9,000$ 9,600$ 9,600$ 6006.7%
Equipment Rental/Lease$ 1,737$ 2,062$ 1,850$ 2,412$ 2,412$ 56230.4%
Advertising$ 143$ - $ - $ - $ - $ -
Contracted Services$ 40,131$ 40,967$ 40,967$ 42,464$ 42,464$ 1,4973.7%
Software Licenses$ 10,705$ 10,549$ 10,000$ 11,240$ 11,240$ 1,24012.4%
Conference /Meetings$ - $ - $ - $ 1,550$ 1,550$ 1,550
Telephone$ 934$ 864$ 900$ 1,700$ 1,700$ 80088.9%
Postage Services$ 1,112$ 1,000$ 1,000$ 1,000$ 1,000$ -0.0%
Office Supplies$ 3,584$ 4,836$ 4,000$ 4,000$ 4,000$ -0.0%
Materials & Supplies$ 3,982$ 4,070$ 4,000$ 4,000$ 4,000$ -0.0%
Building Repairs & Maintenance$ 17,669$ 16,576$ 17,750$ 11,500$ 11,500$ (6,250) -35.2%
Vehicle Fuel$ 93$ 38$ 100$ 100$ 100$ -0.0%
Periodicals$ 7,581$ 7,422$ 8,500$ 8,350$ 8,350$ (150) -1.8%
Books$ 94,259$ 98,093$ 105,000$ 105,000$ 105,000$ -0.0%
AV/Electronic Materials$ 39,918$ 48,830$ 45,000$ 50,000$ 50,000$ 5,00011.1%
Uniforms & Clothing$ 1,900$ 2,550$ 2,125$ 3,573$ 3,573$ 1,44868.1%
Auto Mileage$ 440$ 803$ 500$ 500$ 500$ -0.0%
Equipment Technology - Replacement$ - $ 4,216$ - $ - $ - $ -
Total: Expense Costs$ 266,691$ 284,150$ 284,692$ 293,089$ 293,089$ 8,3972.9%
Total: Library Costs$ 894,863$ 940,176$ 1,011,030$ 1,032,410$ 1,042,157$ 31,1273.1%
Stevens Memorial Library Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
LibraryDirector11110
Assistant Director11110
Reference Librarian1.71.81.81.80
Assistant to Youth Services0.70.50.50.50
Library Assistant12.82.83.10.33
Head of Reference11.01.01.00
Adult Library Assistant0.70.70.70.70
Cr. Library Assistant1.71.01.11.10
Head of Circulation11.01.01.00
Senior Custodian11.01.01.00
Part Time Custodian0.30.30.30.30
Professional Librarian20.00.00.00
Head of Youth Services11.01.01.00
Department Assistant0.00.30.40.40.0
Assistant Childrens Librarian0.00.50.50.50
Technical Serv & Ref Librarian0.00.50.50.50
Shared Staff with School0.00.00.50.50
Total14.114.415.115.40.3
ADMIN SUPPORT
MISSION STATEMENT
Purchasing is responsible for overseeing all purchasing functions for municipal departments.
Purchasing ensures the Town engages in cost effective purchasing procedures and contract
management, and is in compliance with Massachusetts laws governing procurement of supplies,
services, materials, equipment, construction projects, telecommunications, and utilities. Purchasing
provides assistance to School Department as needed.
SIGNIFICANT CHANGES
Payroll Coordinator has been moved back to Accounting Department. There were no significant
changes to the Purchasing Department this fiscal year.
PRIOR YEAR ACCOMPLISHMENTS
Implemented town-wide contracts (municipal and schools) for a variety of services.
Issued construction bid documents for the renovation to the Public Works building project.
Study/Design Services for expansion of classrooms project.
Coordinated the issuance of many Invitations for Bids, and Request for Proposals for municipal
departments as well as for the school department
FY18 GOALS
To issue construction bid documents for expansion of classrooms project (modular Kindergarten
Center) by September 30, 2017.
To issue Request for Qualifica
Services for expansion of Senior Center project by August 31, 2017.
To continue to implement a standardized method in all municipal departments in order to obtain
quotes, bids or proposals for the purchase of goods and/or services (throughout fiscal year).
Admin Support Budget
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries, Full-Time$ 48,351$ 49,248$ 125,468$ 54,920$ 54,920$ (70,548) -56.2%
Longevity$ 413$ 413$ 1,213$ 763$ 763$ (450) -37.1%
Salary Reserve$ -$ -$ -$ -$ -$ -
Total: Personnel Costs$ 48,764 $ 49,661 $ 126,681 $ 55,683 $ 55,683 $ (70,998) -56.0%
Expenses
Advertising$ 607$ -$ 500$ 250$ 250$ (250)
Training & Education$ 70$ -$ 850$ 4,200$ 4,200$ 3,350
Telephone$ -$ -$ 480$ 480$ 480$ -0.0%
Postage$ -$ 28$ 250$ 250$ 250$ -0.0%
Office Supplies$ 52$ 191$ 200$ 250$ 250$ 50 25.0%
Printing and Forms$ -$ -$ 2,000$ -$ -$ (2,000) 0.0%
Auto Mileage$ 206$ 412$ 300$ 300$ 300$ -0.0%
Dues & Subscriptions$ -$ -$ 175$ 200$ 200$ 25
Other Charges & Expense$ -$ 30$ 250$ 250$ 250$ -0.0%
Total: Expense Costs$ 935$ 661$ 5,005$ 6,180$ 6,180$ 1,17523.5%
Total: Purchasing Costs$ 49,699$ 50,321$ 131,686$ 61,863$ 61,863$ (69,823) -53.0%
Purchasing Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
PurchasingDirector0.50.50.50.50
Payroll Coordinator0010-1
A/P Clerk00000
Total0.50.51.50.5-1
Auditing
2018
2015201620192018Town MgrDollarPercent
Expense Line ItemACTUALACTUALACTUALDept RequestRecom'dChangeChange
Expenses
Auditing Services 58,580 54,080 54,080 55,000$55,000 9201.7%
Total: Expense Costs$58,580$54,080$54,080$55,000$55,000$9201.7%
Total: Auditing Costs$58,580$54,080$54,080$55,000$55,000$9201.7%
INFORMATION TECHNOLOGY
MISSION STATEMENT
The Town of North Andover is committed to excellence in Information Technology in order to
support communication, collaboration, efficiency, transparency and service.
Investments in North Andover Technology must always be consistent with these goals in their service
of Municipal and School Departments, Employees, Students, Parents, Volunteers and Constituents.
The Information Technology Department provides appropriate access to, support for and
maintenance of systems and services that sustain, enhance and extend the delivery of high quality,
customer-focused service. In support of the mission, the Department is tasked with primary
responsibility for long-range planning; resource acquisition and integration; and network security,
reliability and continuity for all Municipal & School operations.
SIGNIFICANT CHANGES
The Technology Department was reorganized this year to eliminate one Support Analyst position and
add an Administrative Assistant position. The change was made based on an analysis of Help Desk
calls versus time spent on administrative tasks. The change has been positive, resulting in increased
efficiency and service delivery for the department.
PRIOR YEAR ACCOMPLISHMENTS
Upgraded virtual server infrastructure hardware to move from 70% virtualization to 100%
virtualization. This eliminated fifteen additional physical servers while increasing overall
capacity and flexibility. This also eliminated tape backup, creating an offsite disk based backup
solution.
Managed the technology planning for the newly renovated Town Hall; managed the move and
reconnection of all departments.
Migrated all available minutes into Laserfiche Document Management System. Increased the
type and number of documents available to search online.
Migrated all agendas and web documents into Google Drive; added online packets for Board of
Selectmen, Planning and Finance Committee.
Implemented new Google based public GIS system. Greatly increased the number and type of
maps and forms available online.
Expanded training and adoption of Google Apps products. Created vibrant staff portal to share
information.
Implemented Employee Self Service in Munis, allowing employees to make basic changes,
access pay, accrual and other information without HR or Payroll assistance.
Started migration process to IMC public safety software; on target to launch in spring 2017.
FY18 GOALS
To complete transition to Munis Tax, Utility Billing, and Customer Self Service by December
31, 2017.
To complete installation of redundant virtual server hardware at Town Hall and increase backup
capacity by December 31, 2017.
To continue computer replacement plan by replacing forty workstations by June 30, 2018.
To continue to roll out building permits and additional online forms, maps and property lookup
tools, with a property lookup tool online by December 31, 2017.
Complete Verizon PEG license renewal by June 30, 2018.
Information Technology Budget
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries, Full-Time 439,778 469,745 540,268 547,344 547,344 7,0761.3%
Salaries - Part Time - - - - - -
Longevity 1,050 2,100 2,200 3,925 3,925 1,72578.4%
Salary Reserve - - - - - -
Total: Personnel Costs$440,828$471,845$542,468$551,269$551,269$8,8011.6%
Expenses
Network 175,927 132,496 130,000 174,978 162,978 32,97825.4%
Repairs & Maintenance 9,840 19,899 20,000 20,000 20,000 -0.0%
Outside Professional Service 347,805 297,823 312,100 290,500 290,500 (21,600)-6.9%
Advertising 1,265 - - - - -
Software Licenses 67,726 93,699 88,930 107,916 107,916 18,98621.3%
Training & Education 298 19,294 18,000 18,000 18,000 -0.0%
Telephone 31,389 32,014 32,000 22,000 22,000 (10,000)-31.3%
Postage - 3 - - - -0.0%
Office Supplies 1,854 1,480 1,500 1,800 1,800 30020.0%
Uniforms - - - 200 200 2000.0%
Auto Mileage 1,735 1,763 2,500 2,500 2,500 -0.0%
Dues and Subscriptions - - 300 - - (300)
Equipment Technology - Replacement 139,487 67,218 100,000 100,000 100,000 -0.0%
Total: Expense Costs$777,326$665,688$705,330$737,894$725,894$20,5632.9%
Total: InformationTechnology Costs$1,218,154$1,137,533$1,247,798$1,289,163$1,277,163$29,3642.4%
Information Technology Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Information TechnologyIT Director Town11110
IT Director - School10.40.40.40
Network Engineer11110
IT Systems Support56671
Total88.48.49.41
FACILITIES MANAGEMENT
MISSION STATEMENT
Facilities Management provides safe, functional and efficient building facilities for municipal and
educational operations.
SIGNIFICANT CHANGES
There have been no significant changes in the Facilities Management Department for the past year.
PRIOR YEAR ACCOMPLISHMENTS
Continued expanded use of Energy Management System (EMS) to monitor, control & service
municipal & school district mechanical systems to ensure compliance with ESCo.
-
Stevens estate Carriage House fire alarm system modifications, bathroom renovations, and
o
steam trap assessment/replacement
Senior Center rear stairs replacement
o
Youth Center front entry roof replacement
o
High School door entry drainage system, and hatchway roof replacement
o
Middle School auditorium interior renovation, and phased replacement of fire alarm devices
o
Thomson Elementary FACP replacement
o
Franklin Elementary wall/roof flashing improvements
o
Kittredge Elementary crawl space air sealing, chimney structural/weatherization repairs,
o
exterior building lighting upgrades, EPDM membrane se
toilet/sink replacement
Provided a responsive resource to building occupants/stakeholders regarding the
identification/investigation/resolution of building related issues.
Implemented building envelope engineering studies at Middle School and Kittredge Elementary
to include evaluation of exterior cladding components.
Continued to consolidate procurement and management of building systems testing,
certification, preventive maintenance and management.
FY18 GOALS
To continue further utilization of EMS and MEI, through June 2018, to provide
1.Energy savings & operational efficiency
2.Local schedule control and monitoring
3.Timely diagnosis and response to system problems
4.Identification of target facilities for energy conservation measures
5.ESCO contract compliance monitoring
Update Facilities Condition Assessments by December 31, 2017 to include:
1.Prioritized list of repairs, upgrades, deficiencies, life expectancy
2.Forecast repair/replacement cost estimates
Monitor roofing systems performance by October 31, 2017 by:
1.Implementation of an inspection program
2.Education and training of facility/custodial staff
Improve building project performance through June, 2018 by using the facilities department as
1.Plannin
2.-
Continued/expanded use of outsourced contractors and service providers through June 2018
Continued planned replacement/upgrade of building components on a timely basis to address
Continued improvements/repairs/replacement of building envelopes to include roofing,
insulation, and waterproofing through June 2018.
Continue research into energy conservation measures through June 2018.
Facilities Budget
20182018
201520162017Dept Town MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries, Full-Time 162,019 165,704 166,086 172,796 172,796 6,7104.0%
Seasonal Help - - - - - -
Longevity - - - 600 600 600
Salary Reserve - - - - - -
Total: Personnel Costs$162,019$165,704$166,086$173,396$173,396$7,3104.4%
Expenses
Advertising$ 762$ 619$ 1,750$ 500$ 500 (1,250)-71.4%
Contract Services$ 48,231$ 38,142$ 50,000$ 35,000$ 35,000 (15,000)-30.0%
Training & Education$ 499$ 877$ 1,500$ 750$ 750 (750)-50.0%
Telephone$ 1,127$ 1,105$ 1,500$ 1,500$ 1,500 -0.0%
Postage$ 100$ 62$ 250$ 250$ 250 -0.0%
Office Supplies$ 172$ 480$ 550$ 550$ 550 -0.0%
Materials and Supplies$ 613$ 1,206$ 550$ 550$ 550 -0.0%
Printing and Forms$ -$ -$ 500$ 250$ 250 (250)
Building Repairs and Maintenance$ 28,415$ 44,361$ 55,000$ 74,000$ 74,000 19,00034.5%
Vehicle Fuel$ 410$ 208$ 867$ 867$ 867 -0.0%
Auto Mileage$ -$ -$ 250$ 250$ 250 -
Dues & Subscriptions$ 210$ 275$ 500$ 500$ 500 -0.0%
Other Charges & Expense$ 1,401$ 364$ 3,000$ 1,250$ 1,250 (1,750)-58.3%
Capital Outlay$ 49,958$ 50,828$ 30,000$ 30,000$ 30,000 -0.0%
Total: Expense Costs$131,899$138,527$146,217$146,217$146,217$00.0%
Total: Facilities Costs$293,918$304,231$312,303$319,613$319,613$7,3102.3%
Facilities Personnel Listing
FY15 FY16 FY17 FY18
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
FacilitiesDirector11110
Maintenance Facility Manager11110
Total22220
EDUCATION
MISSION STATEMENT
The mission of North Andover Public Schools is to cultivate a respectful community of engaged
learners, insightful thinkers, and effective communicators.
The assessment for the Education Department is set in large part by the Education Reform Act of
1993 and subsequent laws related to Education Reform.
The total FY18 Recommended School Budget of $ 47,038,186 represents an increase of $1,809,046
or 4% from FY17. Although Chapter 70 school aid had an increase in the Governor Budget, it does
not keep pace with the increases in contractual and other obligations.
Details of the School Departments budget can be found in the separate budget document developed
by the School Committee.
Education Budget
20182018
201520162017DeptTown MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecom'dChangeChange
Personnel
Salaries$ 31,640,487 $ 34,340,540 $ 35,099,021$ 35,099,021$ 36,968,149 $ 1,869,1285.3%
Total: Personnel Costs$ 31,640,487 $ 34,340,540 $ 35,099,021 $ 35,099,021 $ 36,968,149 $ 1,869,128 5.3%
Expenses
Expenses$ 9,817,174 $ 9,421,574 $ 10,127,120$ 10,127,120$ 10,067,038 $ (60,082)-0.6%
All Day Kindergarten$ 680,000 $ -$ -$ -$ -$ -
Total Expense Education$ 42,137,661 $ 43,762,114 $ 45,226,141$ 45,226,141$ 47,035,187 $ 1,809,0464.0%
Special Education Reserve$ 175,000 $ -$ -$ -$ -$ -
Regional Vocational Tech School$ 293,066 $ 347,896 $ 454,589$ 447,859 $ 447,859$ (6,731)-1.5%
Essex County Agricultural School$ -$ 136,282 $ 140,370$ 223,392 $ 223,392$ 83,02259.1%
Total Assessments$ 468,066 $ 484,178 $ 594,960$ 671,251 $ 671,251$ 76,29112.8%
Total: Education$ 42,605,727 $ 44,246,292 $ 45,821,101$ 45,897,392$ 47,706,438 $ 1,885,3374.1%
North Andover School Personnel Listing
FY12 FY13 FY14 FY15 FY16
STAFF STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.POS.+/(-)
DepartmentTitle
School
Administrative Assistants
20.62019.519.519.50
Paraprofessionals and Aides
93.9104.1104.1102.2103.21
Teachers and Other Professionals
297.8303.6303.6304.8307.12.3
Nurses
9.88.88.88.88.80
Custodians and Maintenance
27.726.726.726.726.70
School Administration
12121212120
District Administration
444440
Total465.8479.2478.7478481.33.3
Health Insurance and Property Insurance
Pursuant to MGL Chapter 32B, as a benefit of employment, any active, permanent employee of the
Town who regularly works twenty (20) hours or more per week is eligible for group health insurance
coverage.
The Board of Selectmen accepted MGL Chapter 32b, Section 21-23, which allowed the Town the
ability to transfer over to the Group Insurance Commission (GIC) effective January 1, 2014. The
GIC offers the choice of the various HMO, PPO, HMO type, PPO type, indemnity, non-Medicare
eligible (under 65) and non-Medicare eligible (over 65) plans.
As of January 1, 2016 a total of 941
health insurance plans.
The Town and the Public Employee Committee (PEC) have executed an agreement which will define
health insurance benefits for a six year period. The Town expects significant savings during the next
several years as a result of this agreement.
Health Insurance / Property Insurance
2018
2014201520162017Town MgrDollarPercent
Expense Line ItemACTUALACTUALACTUALADOPTEDRecom'dChangeChange
Expenses
Health Insurance$ 10,547,403$ 8,598,806$ 8,984,148$ 10,585,011$ 11,241,433$ 656,422
Total Health Insurnace$ 10,547,403$ 8,598,806$ 8,984,148$ 10,585,011$ 11,241,433$ 656,4226.2%
Property & Casualty Insurance$ 301,405$ 293,178$ 388,425$ 420,000$ 420,000$ -
Total Property & Casualty Insurance$ 301,405$ 293,178$ 388,425$ 420,000$ 420,000$ -0.0%
Total: Health - Property Insurance
Expenses$ 10,848,808$ 8,891,984$ 9,372,573$ 11,005,011$ 11,661,433$ 656,4226.0%
The rates in the chart below are the actual rates for FY17 as of July 1, 2016.
50/50
35/65
110
2114
43
25/75
145
1
21.6/78.40
Rate Split
18.3/81.7
')# (%!,4( ).352!.#% 2!4% #(!24 &/2 2%4)2%%͖3
15/85
313
14/86
10/90
Number of
Enrollees
255
2215
76
3
$ 311.54 $ 439.17 $ 398.39 $ 276.46
Total
$ 374.6
Cost
Plan type
MedicareMedicareMedicareMedicareMedicare
Medicare Eligible (over 65 yrs)
Tufts Med Preferred Senior Plan
d Medicare Senior Plan
Tufts Med Comm Senior Plan
Health Plan
Unicare OME w/CIC
Fallon Senior Plan
Harvar
RETIREMENT
Under Massachusetts General Laws Chapter 32 the Town is required to enroll all employees (except
teachers and administrators under contract by the School Department) who work in excess of
nineteen (19) hours per week. The Town does not maintain its own system but is a member of the
Essex Regional Retirement System and pays an annual assessment. We currently provide pension
payments to approximately 223 retirees, and collect pension contributions from approximately 396
active employees.
The Town meets it share of cost primarily on a pay-as-you-go basis by contributing annually the
amount determined by the State Division of Insurance.
Retirement Budget
2018
2014201520162017Town MgrDollarPercent
Expense Line ItemACTUALACTUALACTUALADOPTEDRecom'dChangeChange
Expenses
County Retirement$ 3,442,269$ 3,759,115$ 4,071,413$ 4,432,191$ 4,763,787$ 331,5967.5%
Total: Retirement Cost$ 3,442,269$ 3,759,115$ 4,071,413$ 4,432,191$ 4,763,787$ 331,5967.5%
Cherry Sheet Assessments
Chapter 59, Section 21 of the Massachusetts General Laws requires the Commissioner of
Revenue to provide municipalities and regional school districts with advance estimates of
state assessments and charges and county tax assessments. Local assessors are required to
use these figures in determining the local property tax rate.
RETIRED TEACHER HEALTH INSURANCE
To reimburse the state for the costs of providing life and health insurance plans for retired municipal
teachers. Each participating municipality is assessed for the governmental share of health and life
insurance premiums paid on behalf of its teacher retirees by the state. For teachers retired prior to
July 1, 1994 the state pays 90% of the total premium; the retiree's co-payment is 10% of the total
premium. Teachers retired after July 1, 1994 the premium split is 85% employer 15% employee. A
proportionate share of administrative expenses is also assessed to each municipality.
MOSQUITO CONTROL PROJECTS
To assess municipalities for the costs of mosquito control services. There are eight mosquito control
districts whose costs are apportioned to member municipalities on the Cherry Sheet. All mosquito
control projects are to be assessed their proportional expenses for the administration of the state
Reclamation Board.
AIR POLLUTION CONTROL
The Air Pollution Commission supervises six districts statewide. The Commission is empowered
through the Office of the Governor and has a mandate to control air pollution through the
enforcement of Air Pollution Control Acts and Safety Standards.
REGIONAL TRANSPORTATION AUTHORITY
To assess municipalities in order to provide for a system of regional transportation authorities to
develop, finance, and contract for the operation of transportation facilities and service outside the
Metropolitan Boston area. Between 25% and 50% of the total net cost of service of each regional
transit authority is assessed to its member municipalities in proportion to the estimated cost of
operating routes through those municipalities. A net operating deficit for each regional transit
authority is calculated as the difference between the revenue sources (fares, advertisements and
federal assistance) and the operating costs. This deficit is funded through assessments to member
municipalities and state contract assistance.
SPECIAL EDUCATION ASSESSMENT
To reimburse the state for providing special needs education to children enrolled in (1) state hospital
schools or (2) private institutions, whose placements were made before 1975.
REGISTRY OF MOTOR VEHICLES-HOLD PROGRAM
The Town has implemented a provision of Massachusetts General Laws Chapter 90 which enables
the City to request the State Registry of Motor Vehicles not to renew the license and registration of
an operator/owner of a motor vehicle that has two or more outstanding parking tickets. This
provision is enacted after the motorist has failed to pay the parking tickets and had an opportunity for
a hearing. This program has resulted in a significant decrease in the number of delinquent payments.
SCHOOL CHOICE
To assess the sending municipality or regional school district for pupils attending another school
district under school choice, School choice tuition charges are assessed against the sending district
and paid to the receiving school district.
CHARTER SCHOOL
To assess the sending municipality or regional school district for pupils attending charter schools.
Charter school tuition charges are assessed against the sending district and paid to the charter school
district.
ESSEX COUNTY TECH INSTITUTE
To provide funding from sending communities to finance the operating budget of the Essex
resident communities.
CHERRY SHEET OFFSETS
SCHOOL LUNCH
To reimburse part of the cost incurred in serving lunches to school children. The cost of meals served
is partially reimbursed to extent funds are appropriated. Reimbursement is intended to supplement
federal and local support.
PUBLIC LIBRARY
To support a statewide program of supplemental services for libraries of all types (public, school,
colleges/universities, etc.) in order to provide users with materials and information otherwise
unavailable locally. Services include interlibrary loans, reference referral, delivery of materials,
continuing education, technical assistance, database access and bookmobile service.
State Assessments & Offset Receipts
2018
2014201520162017Town MgrDollarPercent
Expense Line ItemACTUALACTUALACTUALADOPTEDRecom'dChangeChange
Projects
Mosquito Control$ 91,372$ 91,677$ 91,843$ 94,427$ 94,641$ 2140.2%
Special Education$ 11,769$ 18,904$ 17,668$ 12,364$ 2,537$ (9,827) -79.5%
Retired Muncipal Teachers$ 755,578$ -$ - $ - $ - $ -
Air Pollution Control$ 9,251$ 9,195$ 9,394$ 9,471$ 9,696$ 2252.4%
Regional Transit Authorities$ 185,776$ 185,331$ 191,505$ 190,891$ 218,300$ 27,40914.4%
RMV Non Renewal Surcharge$ 18,580$ 18,580$ 18,580$ 19,137$ 20,240$ 1,1035.8%
School Choice Assessment$ 5,000$ 5,243$ - $ 5,150$ 34,100$ 28,950
Charter School Assessment$ 140,003$ 108,016$ 68,205$ 142,678$ 88,153$ (54,525)-38.2%
Essex County Agricutural Tech$ 37,659$ 80,073$ - $ - $ - $ -
Total: Direct Expense$ 1,254,988$ 517,019$ 397,195$ 474,118$ 467,667$ (6,451) -1.4%
CHERRY SHEET OFFSET RECEIPTS
School Lunch $ 23,402$ 17,321$ - $ - $ - $ -
Publc Library$ 22,696$ 30,659$ 31,884$ 31,771$ 32,092$ 3211.0%
Total Cherry Sheet Assessments & Offsets$ 1,301,086$ 564,999$ 429,079$ 505,889$ 499,759$ (6,130) -1.2%
Non-Departmental Budget
Finance Committee
20152016201720182018Dollar
Town Mgr
Expense Line ItemACTUALACTUALADOPTEDDept RequestRecm'dVariance
Expenses
Advertising$ - $ 88$ 45$ 50 $ 50$ (38)
Dues/Memberships & Subscriptions$ 333$ 333$ 350$ 350 $ 350$ 17
Other Charges and Expense$ 95$ 178$ 400$ 400 $ 400$ 222
Total: Expense Costs$ 429 $ 600 $ 795 $ 800 $ 800 $ 200
Total: Finance Committee Costs$ 429$ 600$ 795$ 800 $ 800$ 200
Legal
20182018
201520162017DeptTown MgrDollarPercent
Expense Line ItemACTUALACTUALADOPTEDRequestedRecm'dChangeChange
Salaries
Salaries$ -$ -$ 60,000$ 68,300$ 68,300$ 8,3000.0%
Total: Expense Costs$0$0$60,000$68,300$68,3008,30013.8%
Expenses
Legal Services$ 64,809 $ 102,939 $ 105,000$ 95,000$ 95,000$ (10,000)-9.5%
Total: Expense Costs$64,809$102,939$105,000$95,000$95,000(10,000)-9.5%
Total: Legal Services Costs$64,809$102,939$165,000$163,300$163,300(1,700)-1.0%
Unclassified - Shared Cost
2018
2014201520162017Town MgrDollarPercent
Expense Line ItemACTUALACTUALACTUALADOPTEDRecom'dChangeChange
Expenses
Workers Compensation$ 271,426$ 310,629$ 329,618$ 393,655$ 508,897$ 115,24229.3%
Unemployment$ 102,434$ 19,692$ 47,196$ 75,000$ 75,000$ -0.0%
Medicare - Town$ 184,923$ 200,618$ 213,965$ 300,000$ 235,000$ (65,000) -21.7%
Medicare - School$ 446,054$ 475,250$ 500,540$ 400,000$ 500,000$ 100,00025.0%
Police and Fire Accident Insurance$ 46,933$ 56,688$ 55,155$ 135,850$ 100,300$ (35,550) -26.2%
Total: Unclassified$ 1,051,770$ 1,062,876$ 1,146,473$ 1,304,505$ 1,419,197$ 114,6928.8%
Capital and Reserves
2018
2014201520162017Town MgrDollarPercent
Expense Line ItemACTUALACTUALACTUALADOPTEDRecom'dChangeChange
Expenses
Transfer to Stabilization$ -$ 625,000$ 64,412$ 60,017$ 159,831$ 99,814166.3%
Transfer to Capital Stabilization$ -$ 213,000$ 213,000$ 350,000$ 350,000$ - 0.0%
Snow and Ice Deficit$ -$ 165,000$ - $ - $ - $ -
Transfer to Capital Projects$ -$ 223,500$ - $ 114,800$ - $ (114,800)
Transfer to Special Education Stabilization$ -$ -$ 750,000$ - $ - $ - 0.0%
Transfer to OPEB Trust$ -$ -$ - $ 50,000$ 200,000$ 150,0000.0%
Reserve for 27th Payroll$ -$ -$ 408,348$ - $ - $ - 0.0%
Overlay$ 564,134$ 550,000$ 557,130$ 550,000$ 550,000$ - 0.0%
Total: Unclassified$ 564,134$ 1,776,500$ 1,992,890$ 1,124,817$ 1,259,831$ 135,01412.0%
ENTERPRISE FUNDS
DIVISION OF PUBLIC WORKS WATER DEPARTMENT
MISSION STATEMENT
The mission of the Water Department is to provide the highest quality drinking water by maintaining
treatment plant, which delivers an average daily consumption of 3.2 million gallons and a yearly total
of over a billion gallons. The Water Treatment Plant Personnel also operate and maintain four (4)
high lift water booster stations and three (3) water storage tanks.
SIGNIFICANT CHANGES
Tiffany Blake was hired as the Senior Water Analyst
PRIOR YEAR ACCOMPLISHMENTS
Overhauled two finish water pumps
Replaced the radiator on the WTP generator.
Replaced two 20-year old 1,800 gallon Zinc Orthophosphate tanks.
The Water Distribution crew flushed 680 hydrants. Prior to completion, the program was
stopped due to drought conditions.
ion Map was updated to include improvements since 2012.
Sixty-five old water meters were replaced.
The Empire Drive water booster pumping area was expanded to include Marian Drive and
Evergreen Drive. This means higher pressure for household use and greater hydrant flow rates
for fire protection.
1,318 feet of cast iron water main on Haverhill Street in Andover was eliminated from North
A leak detection survey was conducted on the distribution system.
Eight old hydrants were replaced.
Twelve main line breaks were repaired.
A program to test and calibrate large water meters was launched.
FY 18 GOALS
Complete design for the replacement of the Ozone system and begin replacement of the system
through June 2018 with completion in FY19.
Replace aging chemical tanks throughout the Water Treatment Plant while bringing the areas up
to new safety standards through June 2018. The replacement of tanks will not be completed
until the Spring of FY20
Continue to replace the existing lighting with new energy efficient lighting through June 30,
2018. Department is anticipating rebates from National Grid. Due to the number of lighting
fixtures, this project to last into FY20.
Flush all public hydrants by June 15, 2018.
Replace five main live gate valves in problematic areas by June 30, 2018.
Replace ten old hydrants by May 31, 2018.
DIVISION OF PUBLIC WORKS SEWER DEPARTMENT
MISSION STATEMENT
The Sewer Department ensures the proper and safe discharge of wastewater through the operation of
pumping stations and by maintaining and improving the wastewater system infrastructure.
SIGNIFICANT CHANGES
There were no significant changes to the Sewer Department this fiscal year.
PRIOR YEAR ACCOMPLISHMENTS
Construction completed
Wet wells at all sewer stations were cleaned of grit and grease to keep the pumps from being
overworked and two stations received new driveways.
Three main line obstructions were cleared by the sewer crew.
pipe. Two new pre-cast concrete manholes were installed and ten services connections were
made.
FY 18 GOALS
Develop a town-wide plan to reduce inflow/infiltration (I/I) by January 1, 2018.
Within the twenty-two sewer pump stations, continue to overhaul pumps, replace worn out
generators, and control systems through June 30, 2018.
Complete an evaluation of the twenty-two sewer pump stations to prioritize the upgrade or
replacement of the stations by January 1, 2018
SEWER ENTERPRISE FUND BUDGET
LINE ITEM
20142015201620172017DollarPercent
ACTUALACTUALACTUALDept RequestADOPTEDChangeChange
Personnel
Salaries, Full-Time 330,516 360,936 356,102 340,760 340,760 (15,342)-4.3%
Salaries, Part-Time 10,331 - 1,355 - - (1,355)0.0%
Overtime 25,936 25,006 14,541 36,000 36,000 21,459147.6%
Longevity 744 950 1,081 1,169 1,169 888.1%
Announcement of Retirement - - - - - -
Salary Reserve - - - 3,859 5,720 5,7200.0%
Total: Personnel Costs$367,527$386,892$373,079$381,788$383,649 10,5702.8%
Expenses
Electricity 77,061 94,603 90,131 100,000 100,000 9,86910.9%
Heating Fuel 3,783 5,283 3,875 10,000 10,000 6,125158.0%
Engineering Services 1,052 - - 3,100 3,100 3,100
Repairs & Maintenance 48,862 76,034 93,056 67,950 67,950 (25,106)-27.0%
Advertising - 657 - 200 200 200
Contracted Services 3,869 13,263 172,773 23,750 23,750 (149,023)-86.3%
Training & Education 765 - - 2,500 2,500 2,500
Telephone 11,425 12,625 11,228 14,000 14,000 2,77224.7%
Outside Detail 3,520 2,560 4,608 6,200 6,200 1,59234.5%
Materials & Supplies 10,189 22,161 21,425 44,900 44,900 23,475109.6%
Vehicle Fuel 11,194 9,915 6,623 10,000 10,000 3,37751.0%
Uniforms & Clothing 2,675 3,888 3,325 5,200 5,200 1,87556.4%
Dues/ Memberships & Subscriptions 75 - - 200 200 200
Other Charges & Expenses 4,355 3,586 2,809 8,500 8,500 5,691202.6%
Capital Outlay <$5,000 - - - 10,370 8,510 8,510
Subtotal Expenses:$178,826$244,574$409,852$306,870$305,010 (104,842)-25.6%
Debt Service
Principal Long Term 1,243,005 1,251,608 1,155,370 878,166 878,166 (277,204)-24.0%
Interest Long Term 289,431 246,378 186,312 192,881 192,881 6,5693.5%
MWPAT Principal 400,896 424,317 254,152 258,044 258,044 3,8921.5%
MWPAT Interest 49,623 34,635 24,174 15,342 15,342 (8,832)-36.5%
Sewerage Assessment (GLSD) 1,322,544 1,543,296 1,490,042 2,000,000 2,000,000 509,95834.2%
Transfer to Capital - - 80,000 150,000 150,000 70,0000.0%
Indirects 413,525 423,863 434,460 445,321 445,321 10,8612.5%
Total: Expense Costs$3,897,849$4,168,671$4,034,361$4,246,624$4,244,763 210,4025.2%
Total: Sewer Dept. Costs$4,265,375$4,555,563$4,407,440$4,628,412$4,628,412 220,9725.0%
Water & Sewer Enterprise Funds Personnel Listing
FY14 FY15 FY16 FY17
STAFF STAFF STAFF STAFF VARIANCE
POS.POS.POS.POS.+/(-)
DepartmentTitle
Water
Administrative Secretary11110
Ass't Operations Manager0.50.50.50.50
Ass't WTP Superintendent0.750.750.750.750
Foreman0.250.250.250.250
Head Meter Reader0.750.750.750.750
HMEO000.50.50
Laborer1.51.5110
Mechanic11110
Meter Reader22220
O/M Chief0.750.750.750.750
Operations Manager0.250.250.250.250
Senior Water Analyst00000
Lab Director11110
SMEO1.250.750.750.750
WTP Operator44440
WTP Superintendent0.750.750.750.750
Staff Engineer000.250.250
Total15.7515.2515.5015.500
Sewer
Administrative Secretary11110
Ass't Operations Manager00000
Ass't WTP Supervisor00.250.250.250
Foreman0.50.250.250.250
HMEO0.250.750.750.750
Laborer00000
Mechanic3.53330
O/M Chief0.250.250.250.250
Operations Manager0.250.250.250.250
Senior Foreman0.250.250.250.250
SMEO0.250.250.250.250
WTP Operator00000
WTP Superintendent0.250.250.250.250
Total6.56.56.56.50
STEVENS ESTATE
MISSION STATEMENT
To harness and preserve the historic value of The Stevens Estate as a destination for unique
experiences, and provide hospitality in the pursuit of such with care, professionalism and integrity
today, so that we may continue to do so, successfully, tomorrow.
SIGNIFICANT CHANGES
FY17 saw a significant increase in event inquiries, tours and reservations. (As an example, the Estate
received 15 inquiries in December 2015, and by December 2016 this number had increased to 40.)
With the additional reservations, the amount of time spent meeting with clients, detailing and
coordinating rentals, bar needs, catering and special needs for each event increased significantly. Gail
Lull moved from a casual Event Manager position to a Part Time employee to take on the additional
work involved.
PRIOR YEAR ACCOMPLISHMENTS
A Five Year, $410,000 Capital Improvement Plan has been developed, funded by earnings
from event operations. W
replacement of the ballroom air conditioning system, replacement of heating controls with
programmable thermostats, tree removal and exterior wall repair projects.
The bridal suite bathroom restoration was successfully completed ahead of schedule and
CPA funding requirement.
Functioning fire/low temperature alarm systems have been installed in both the Carriage
House and Gate House.
A new Caterers policy was implemented.
A new Point of Sale system was purchased for the bar operation to improve cash and account
handling, customer service, inventory controls and reporting.
An intensive competitive set analysis was completed. Better understanding of the competitive
set, audience and pricing opportunities has helped to better define and position the Stevens
Estate product, elevate its standing and establish a solid reputation in the marketplace.
Venue rental fees for Saturday night/peak season were increased to $6,450, a 31% increase
over the prior two years rates. The significant Saturday peak rate increase is balanced by
smaller increases or freezes for shoulder and midweek rentals of the estate, offering a clear
differentiation which has increased the number of shoulder dates booked, while not having an
impact on demand for peak Saturdays.
A new website and high quality brochure are now in place, in line with the E
repositioning strategy. Both the website and the brochure feature beautiful photos from Estate
meetings and corporate events, a focus moving forward.
The Estate has invested significantly in the relationship it has with vendors and event partners,
and businesses and organizations in the local community. These relationships continue to
strengthen and thrive, and contribute significantly to idea and business development and
mutual success.
The Estate welcomed more than 10,000 visitors in the past year, more than double the number
of the previous year.
The second Holly Days Open House weekend welcomed over 850 visitors from North
Andover and beyond in December, despite bad weather.
FY18 GOALS
Create two new casual positions (one for event assistant, sales, coordinator; one for event
setup, support and light maintenance) to support increasing number of events that need to be
detailed and managed by July 1, 2017.
Complete facility CIP including replacement of the boiler and water heater and plumbing
updates by June 30, 2018.
Install an irrigation system on the ceremony lawn by May 31, 2018.
To receive 1,200 visitors to the Holiday Open House on December 15-17, 2017
To book $100,000 in midweek corporate or social business, as recorded in the booking
report, through June, 2018.
Achieve 35% check-in rate of all guests on the Efor marketing
purposes by June 30, 2018.
Develop an intern program with a local community school or college by April 30, 2018.
Develop upgrades, enhancements and packages to enhance the guest experience by May
31, 2018
Acquisition of new event pieces including furniture and equipment that can be rented for
events by May 31, 2018.
Join industry associations (IAVM, MPI), and attend industry events and networking
opportunities to be better informed of competitive set, event trends and how to
make the Stevens Estate product better by March 31, 2018.
STEVENS ESTATE ENTERPRISE FUND BUDGET
LINE ITEM 20182018
201520162017DeptTown MgrDollarPercent
ACTUALACTUALADOPTEDRequestRecom'dChangeChange
Personnel
Salaries - Full-Time 62,898 53,371 77,022 109,522 109,522 32,50042.2%
Salaries - Part-Time 70,089 65,591 65,000 41,920 41,920 (23,080)-35.5%
Salary Reserve - - 1,140 - - (1,140)
Longevity - - - - - -
Total: Personnel Costs$132,987$118,961$143,162$151,442$151,442$8,2805.8%
Expenses
Electricity 7,879 9,485 10,217 12,217 12,217 2,00019.6%
Heating Fuel 19,089 12,507 16,960 16,960 15,960 (1,000)-5.9%
Water 8,219 9,764 8,925 10,425 8,925 -0.0%
Repairs & Maintenance 6,566 9,676 10,450 12,950 12,950 2,50023.9%
Equipment Rental 32,049 19,624 21,100 23,100 23,100 2,0009.5%
Laundry Service 5,512 7,540 8,400 9,400 9,400 1,00011.9%
Advertising 6,237 8,589 12,543 12,543 12,543 -0.0%
Contracted Services 75 1,030 626 626 626 -0.0%
Food Delivery 94 648 518 518 518 -0.0%
Refunds 290 - 150 - - (150)
Liquor, Beer & Wine 29,672 23,093 29,850 31,350 31,350 1,5005.0%
Telephone 2,997 2,326 3,070 3,070 3,070 00.0%
Postage 21 6 100 100 100 -0.0%
Bank Credit Card Charges 3,233 1,210 4,658 4,658 2,000 (2,658)-57.1%
Office Supplies 951 1,551 1,500 1,500 1,500 -0.0%
Materials/Supplies 4,359 4,276 3,666 5,666 5,666 2,00054.6%
Buildings and Grounds 23,074 22,012 20,525 22,525 22,525 2,0009.7%
Auto Mileage 88 322 200 200 200 -0.0%
Liquor License 3,000 3,200 3,200 3,200 3,200 -0.0%
License and Permits - - - 100 100 100
Other Charges & Expenses 150 100 850 2,001 2,000 1,150135.3%
Capital Purchases >$999<$4999 17,081 497 - 15,000 15,000 15,000
Subtotal Expenses:$170,636$137,455$157,508$188,109$182,950$10,44216.2%
Indirects 47,622 48,812 50,032 51,283 77,369 27,33754.6%
Total: Expense Costs$218,258$186,267$207,540$239,392$260,319$37,77925.4%
Transfer to Capital00 125,000 110,000 110,000 (15,000)
Total: Transfers$0$0$125,000$110,000$110,000-$15,0000.0%
Total: Stevens Dept. Costs$351,245$305,229$475,702$500,834$521,761$31,0599.7%
STEVENS COOLIDGE
When to Visit
Gardens: Open year-round, daily, dawn to dusk. Gardens are most vibrant mid-June through
September. House tours are currently not available.
Courtesy of Millie Matasso
Document Wide Critera Tab use photo from previous page
SATISTICS
Demographic Profile of North Andover
Age Distribution (2010 US Census)Race & Ethnicity (2010 Census)
Persons%Persons%
88.69
Under 516555.8White25144
1.78
5-14441715.5Black506
0.10
15-441032736.5Am. Indian, Eskimo or Aleut28
6.3
45-64818528.9Asian or Pacific Islander1787
1.62
65 & over376813.3Hispanic Origin458
1.51
Other429
Total Population28352
Households by Type (2010 Census)
Households%
Family households732469.6
with own children under 18379636.1
Married-couple family599557
with own children under 18307629.3
Female householder, no husband present10129.6
with own children under 185755.5
Nonfamily households319230.4
Householder living alone268825.6
Householder 65 and over121211.6
Average household size2.62
Average family size3.19
Housing Units (2010 Census)
Units%
Total Units10964
Total Occupied10516
Owner occupied776973.9
renter occupied274726.1
Vacant for rent159
Vacant for sale74
Average household size of owner-occupied units2.8
Average household size of renter-occupied units2.10
Labor Force, Employment and Unemployment in North Andover
(Source Massachusetts Department of Employment & Training
)
Labor Unemployment Statewide
YearForceEmploymentUnemploymentRateRate
200013,70613,3973092.3%2.6%
200113,81513,3544613.3%3.7%
200213,72413,0247005.1%5.3%
200313,44212,7357075.3%5.8%
200413,21712,6255924.5%5.1%
200513,24412,6825624.2%4.8%
200613,36512,8185474.1%5.0%
200713,56813,0455233.9%4.5%
200813,41912,7976224.6%5.3%
200913,50812,4741,0347.7%8.4%
201014,06813,0461,0227.3%8.3%
201114,04313,2098345.9%7.3%
201213,96413,1528125.8%6.8%
201314,03813,1688706.2%6.7%
201415,27714,5147635.0%5.8%
2015*15,77615,0467304.6%4.9%
201615,49415,1443502.3%2.8%
* information as of June 30 2016
LARGEST TAXPAYERS
The following shows the ten largest taxpayers:
% of
Fiscal 2015 Amount of Total
NameNature of BusinessAssessed ValueTaxLevy
National GridUtility$ 44,382,060$ 900,512 1.32%
AIMCO (Royal Crest)Apartments 53,769,990 773,7501.22
EdgewoodCongregated Care/Nursing Home 37,808,040$ 767,125 1.16
Mansur InvestmentOffice/Manufacturing 15,000,000$ 304,350 0.70
Delta (Delta Realty Trust)Shopping Mall 19,754,350$ 400,816 0.61
Ozzy PropertiesOffice 15,779,400$ 320,164 0.48
Wood Ridge HomesCo-op homes 13,249,140$ 268,825 0.41
RCG North Andover MillsOffice 12,841,500$ 260,554 0.39
Eaglewood PropertiesRetail 9,234,200$ 187,362 0.28
North Andover 2004Office 6,691,600 135,7730.21
Total$ 228,510,280$ 4,319,2316.78%
Sources: Town Assessors
POLICE DEPARTMENT STATISTICAL GRAPHS
CAPITAL ASSET STATISTICS
2017
General Government
Number of Buildings13
Public Safety
Police
number of stations1
Fire
number of stations2
Education
number of elementary schools5
number of preschools1
number of middle schools1
number of high schools1
Public Works
Water mains (miles)148
Fire Hydrants1515
Sanitary sewers (miles)90
Storm sewers (miles)99
Culture and Recreation
Playgrounds17
Parks2
Playgrounds - Acreage90
Parks - Acreage11
Public Beaches1
Ball Fields39
Tennis Courts6
Glossary of Terms
Abatement
. A complete or partial cancellation of a tax levy imposed by a governmental unit.
Administered by the local board of assessors.
Accounting System
. A system of financial recordkeeping, which record, classify and report
information on the financial status and operation of a governmental unit or any of its funds, account
groups, and organizational components.
Adopted Budget
. The resulting budget that has been approved by the Town Meeting or City Council.
Annual Budget
. An estimate of expenditures for specific purposes during the fiscal year (July 1-June
30) and the proposed means (estimated revenues) for financing those activities.
Appropriation.
An authorization granted by a legislative body to make expenditures and to incur
obligations for specific purposes. An appropriation is usually limited in amount and as to the time
when it may be expended. Only town meeting or city council can authorize money appropriated for
one purpose to be used for another. Any amount that is appropriated may be encumbered (see
encumbrance). Any part of an annual operating appropriation not spent or encumbered by June 30
automatically reverts to the undesignated fund balance that may result in free cash. If departments
know of remaining unpaid bills at the close of the fiscal year and properly notify the
accountant/auditor (MGL Ch. 41 § 58), the departmental appropriation is encumbered to extend the
annual spending authorization until such time that the bill is paid or it is decided not to spend the
funds. If these encumbrances are not acted on within a year, the accountant generally notifies the
department and closes them out. A special purpose appropriation, on the other hand, may carry
forward from year to year until spent for the designated purpose or transferred by town meeting/city
council vote to another account.
Arbitrage
. Investing funds borrowed at a lower interest cost in investments providing a higher rate of
return.
Assessed Valuation
. A valuation set upon real or personal property by the local board of assessors as
a basis for levying taxes.
Audit
accounting system to ensure that financial records are accurate and in
compliance with all legal requirements for handling of public funds, including state law and local
charter.
Balanced Budget
. A budget in which receipts are greater than (or equal to) expenditures. A
requirement for all Massachusetts cities and towns.
Bond Anticipation Notes
. Notes issued in anticipation of later issuance of bonds, usually payable
from the proceeds of the sale of the bonds or renewal notes.
Bond Rating (Municipal).
A credit rating to help investors determine the risk of losing money on a
given fixed-income investment. Agencies specializing in municipal bonds assign a rating, designated
by letters or a combination of letters and numerals, based on their opinion of the future ability, legal
obligation, and willingness of a bond issuer to make timely debt service payments.
Budget (Operating)
. A plan of financial operation embodying an estimate of proposed expenditures
for a given time period and the proposed means of financing.
Budget Calendar
. The schedule of key dates or milestones which a government follows in the
preparation and adoption of the budget.
Budget Message.
policies contained in the budget report, including an explanation of the principal budget items, an
outline of the municipality's experience during the past year and its financial status at the time of the
message, and recommendations regarding financial policy for the coming fiscal year.
Capital Improvements Program.
expenditures. It coordinates community planning, fiscal capacity and physical development. While all
ntified in the program, there is a set of criteria that prioritizes
the expenditures. The capital program is a plan for capital expenditures that usually extends at least
five years beyond the capital budget.
Chapter 90 Highway Funds.
The state legislature authorizes and issues transportation capital bonds
every few years. In each Transportation Bond, funds are apportioned to communities based on a
formula under the provisions of MGL Ch. 90 § 34, hence the term Chapter 90 funds. The Chapter 90
highway formula is comprised of three variables: local road mileage (58.33 percent) as certified by
the Massachusetts Highway Department (MHD), employment figures (20.83 percent) from the
Department of Employment and Training (DET), and population estimates (20.83 percent) from the
US Census Bureau. Under this formula, those communities with a larger number of road miles
receive proportionately more aid than those with fewer road miles. These funds are reimbursed to
communities based on certified expenditure reports submitted to MHD.
Cherry Sheets.
Named for the cherry colored paper on which they were originally printed, the
communities and regional school districts from the Commissioner of Revenue. State aid to
municipalities and regional school districts consists of two major types -- distributions and
reimbursements. Distributions provide funds based on formulas while reimbursements provide funds
for costs incurred during a prior period for certain programs or services. In addition, communities
advance estimates of state assessments and charges. Local assessors are required to use these figures
in setting the local tax rate. Because these figures are estimates, it should be noted that based on filing
requirements and/or actual information, the final aid or assessment may differ.
Debt Limit.
The maximum amount of debt that a municipality may have authorized for qualified
purposes under state law.
Debt Service.
The cost, usually stated in annual terms, of the principal repayment and interest of any
particular issue.
Deficit.
The excess of expenditures over revenues during an accounting period. Also refers to the
excess of the liabilities of a fund over its assets.
Department.
A principal, functional and administrative entity created by the Town Manager in
accordance with the Charter to carry out specified public services.
Encumbrance.
Obligations in the form of purchase orders and contracts which are chargeable to an
appropriation is reserved. They cease to be encumbrances when paid or when an actual liability is set
up.
Enterprise Funds.
An accounting mechanism that allows a community to demonstrate to the public
the portion of total costs of a service that is recovered through user charges and the portion that is
subsidized by the tax levy, if any. With an enterprise fund, all costs of service delivery-- direct,
indirect, and capital costs--are identified. This allows the community to recover total service costs
through user fees if it chooses. Enterprise accounting also enables communities to reserve the
"surplus" or retained earnings generated by the operation of the enterprise rather than closing it out to
the general fund at year-end. According to MGL Ch. 44 § 53F½, the services that may be treated as
enterprises include, but are not limited to, water, sewer, hospital, and airport services.
Equalized Valuations (EQVs).
The determination of an estimate of the FFCV of all property in the
Commonwealth as of a certain taxable date. EQVs have historically been used as a variable in
distributing some state aid accounts and for determining county assessments and other costs. The
Commissioner of Revenue, in accordance with MGL Ch. 58 § 10C, is charged with the responsibility
of biannually determining an equalized valuation for each city and town in the Commonwealth.
Expenditures.
The amount of money, cash or checks, actually paid or obligated for payment from
the treasury.
Fiscal Year.
Since 1974, the Commonwealth and municipalities have operated on a budget cycle that
begins July 1 and ends June 30. The designation of the fiscal year is that of the calendar year in which
the fiscal year ends. For example, the 2015 fiscal year is July 1, 2014 to June 30,2015 and is usually
written as FY2015. Since 1976, the federal government has had a fiscal year that begins October 1
and ends September 30.
Free Cash (Also Budgetary Fund Balance).
Unrestricted funds from operations of the previous
fiscal year that are certified by the Director of Accounts as available for appropriation. Remaining
funds include unexpended free cash from the previous year, receipts in excess of estimates shown on
the tax recapitulation sheet, and unspent amounts in budget line-items. Unpaid property taxes and
certain deficits reduce the amount that can be certified as free cash. The calculation of free cash is
based on the balance sheet as of June 30, which is submitted by the community's auditor, accountant,
or comptroller. A community should maintain a free cash balance to provide a hedge against
unforeseen expenditures and to ensure there will be an adequate reserve to prevent sharp fluctuations
in the tax rate. Maintenance of an adequate free cash level is not a luxury but a necessary component
of sound local fiscal management. Credit rating agencies and other members of the financial
community expect municipalities to maintain free cash reserves and make judgments regarding a
community's fiscal stability, in part, on the basis of free cash.
Full and Fair Cash Value (FFCV).
Fair cash value has been defined by the Supreme Judicial Court
as "fair market value, which is the price an owner willing but not under compulsion to sell ought to
receive from one willing but not under compulsion to buy. It means the highest price that a normal
purchaser not under peculiar compulsion will pay at the time, and cannot exceed the sum that the
owner after reasonable effort could obtain for his property. A valuation limited to what the property is
worth to the purchaser is not market value. The fair cash value is the value the property would have
on January first of any taxable year in the hands of any owner, including the present owner" (Boston
Gas Co. v. Assessors of Boston, 334 Mass. 549, 566 (1956).
Fund.
An accounting entity with a self- balancing set of accounts that are segregated for the purpose
of carrying on specific activities or attaining certain objectives in accordance with specific
regulations, restrictions, or limitations.
Fund Balance.
The amount remaining when balance sheet stated amount of liabilities including
reservations are subtracted from the balance sheet stated amount of assets.
Fund Accounting.
Organizing the financial records of a municipality into multiple funds. A fund is a
distinct entity within the municipal government in which financial resources and activity (assets,
liabilities, fund balances, revenues, and expenditures) are accounted for independently in accordance
with specific regulations, restrictions or limitations. Examples of funds include the general fund and
enterprise funds. Communities whose accounting records are organized according to the Uniform
Municipal Accounting System (UMAS) use multiple funds.
General Fund.
The fund used to account for most financial resources and activities governed by the
normal town meeting/city council appropriation process.
General Obligation Bonds.
Bonds issued by a municipality that are backed by the full faith and
credit of its taxing authority.
Grant.
A contribution of assets by one governmental unit or other organization to another. Typically,
these contributions are made to local governments from the state and federal government. Grants are
usually made for specific purposes.
Interfund Transactions.
Payments from one administrative budget fund to another or from one trust
fund to another, which result in the recording of a receipt and an expenditure.
Levy.
The amount a community raises through the property tax. The levy can be any amount up to
the levy limit.
Levy Ceiling.
The maximum levy assessed on real and personal property may not exceed 2 ½
percent of the total full and fair cash value of all taxable property (MGL Ch. 59 § 21C). Property
taxes levied may exceed this limit only if the community passes a capital exclusion, a debt exclusion,
or a special exclusion.
Levy Limit.
The maximum amount a community can levy in a given year. The limit can grow each
year by 2 ½ percent of the prior year's levy limit plus new growth and any overrides. (MGL Ch. 59 §
21C (f & g)). The levy limit can exceed the levy ceiling only if the community passes a capital
expenditure exclusion, debt exclusion, or special exclusion.
Net School Spending (NSS).
School budget and municipal budget amounts attributable to education,
excluding long-term debt service, student transportation, school lunches and certain other specified
established annually by the Department of Education (DOE) (Education Reform Act of 1993).
New Growth.
The taxing capacity added by new construction and other increases in the property tax
base. New growth is calculated by multiplying all increases in value which are not the result of
revaluation by the tax rate of the previous fiscal year. For example, FY2003 new growth is
determined by multiplying the value on January 1, 2002 by the FY2002 tax rate. Assessors must
submit documentation of new growth to the BLA annually before setting the tax rate
Operating Budget.
A plan of proposed expenditures for personnel, supplies, and other expenses for
the coming fiscal year.
Overlay (Overlay Reserve or Allowance for Abatements and Exemptions).
An account
established annually to fund anticipated property tax abatements, exemptions and uncollected taxes in
that year. The overlay reserve is not established by the normal appropriation process, but rather is
raised on the tax rate recapitulation sheet.
Override.
A vote by a community at an election to permanently increase the levy limit. An override
vote may increase the levy limit no higher than the levy ceiling. The override question on the election
ballot must state a purpose for the override and the dollar amount. See underride.
Override Capacity.
The difference between a community's levy ceiling and its levy limit. It is the
maximum amount by which a community may override its levy limit.
Personal Property Tax.
Movable items not permanently affixed to, or part of the real estate. It is
assessed separately from real estate to certain businesses, public utilities, and owners of homes that
are not their primary residences.
Proposition 2½.
A law which became effective on December 4, 1980. The two main components of
the tax law relating to property taxes are: 1 ) the tax levy cannot exceed 2 ½ % of the full and fair
cash value, and 2) for cities and towns at or below the above limit, the tax levy cannot exceed the
maximum tax levy allowed for the prior by more than 2 ½ % (except in cases of property added to the
tax rolls and for valuation increases of at least 50% other than as part of a general revaluation).
Purchase Order.
A document issued to authorize a vendor or vendors to deliver specified
merchandise or render a specified service for a stated estimated price. Outstanding purchase orders
are called encumbrances .
Rating Agencies.
This term usually refers to Moody's Investors Service and Standard and Poor's
Corporation. These services are the two major agencies which issue credit ratings on municipal
bonds.
Registered Bonds.
Bonds registered on the books of the issuer as to ownership; the transfer of
ownership must also be recorded on the books of the issuer. Recent changes in federal tax laws
mandate that all municipal bonds be registered if their tax exempt status is to be retained.
Reserve Fund.
An amount set aside annually within the budget of a city (not to exceed 3% of the tax
levy for the preceding year) or town (not to exceed 5% of the tax levy for the preceding year) to
provide a funding source for extraordinary or unforeseen expenditures. In a town, the finance
committee can authorize transfers from this fund for "extraordinary or unforeseen" expenditures.
Other uses of the fund require budgetary transfers by town meeting. In a city, transfers from this fund
may be voted by the city council upon recommendation of the mayor.
Revaluation.
The assessors of each community are responsible for developing a reasonable and
realistic program to achieve the fair cash valuation of property in accordance with constitutional and
and consideration of many factors, including, but not limited to, the status of the existing valuation
system, the results of an in-depth sales ratio study, and the accuracy of existing property record
information. Every three years, assessors must submit property values to the DOR for certification.
Assessors must also maintain current values in the years between certifications so that each taxpayer
in the community pays his or her share of the cost of local government in proportion to the value of
his property.
Revenues.
All monies received by a governmental unit from any source.
Revolving Fund.
Allows a community to raise revenues from a specific service and use those
revenues without appropriation to support the service. For departmental revolving funds, MGL Ch.
44 § 53E½ stipulates that each fund must be re-authorized each year at annual town meeting or by
city council action, and that a limit on the total amount that may be spent from each fund must be
established at that time. The aggregate of all revolving funds may not exceed ten percent of the
amount raised by taxation by the city or town in the most recent fiscal year, and no more than one
percent of the amount raised by taxation may be administered by a single fund. Wages or salaries for
full-time employees may be paid from the revolving fund only if the fund is also charged for all
associated fringe benefits. Revolving funds for other programs as provided by statute are still
allowed, and a departmental revolving fund may be implemented in addition to or in conjunction with
other existing statutory revolving funds, provided that the departmental revolving fund does not
conflict with provisions of other revolving funds.
Stabilization Fund.
A fund designed to accumulate amounts for capital and other future spending
purposes, although it may be appropriated for any lawful purpose. (MGL Ch. 40 § 5B). Communities
may appropriate into this
levy or a larger amount with the approval of the Emergency Finance Board. The aggregate of the
and any interest
shall be added to and become a part of the fund. A two-thirds vote of town meeting or city council is
required to appropriate money from the stabilization fund.
Tax Anticipation Notes.
Notes issued in anticipation of taxes, which are retired from taxes collected.
Tax Rate.
The amount of tax stated in terms of a unit of the tax base. Prior to a 1978 amendment to
the Massachusetts Constitution, a single tax rate applied to all of the taxable real and personal
property in a City or town. The 1978 amendment allowed the legislature to create three classes of
taxable property:
1 ) residential real property, 2) open space land, and 3) all other (commercial, industrial, and personal
property). Within limits, cities and towns are given the option of determining the share of the levy to
be borne by the different classes of property. The share borne by residential real property must be at
least 65% of the full rate. The share of commercial, industrial, and personal property must not exceed
150% of the full rate. Property may not be classified until the State Department of Revenue has
certified that all property has been assessed at its full value.
Tax Rate Recapitulation Sheet (also Recap Sheet).
A document submitted by a city or town to the
DOR in order to set a property tax rate. The recap sheet shows all estimated revenues and actual
appropriations that affect the property tax rate. The recap sheet should be submitted to the DOR by
September 1 (in order to issue the first-half semiannual property tax bills before October 1) or by
December 1 (in order to issue the third quarterly property tax bills before January 1).
Tax Title.
A collection procedure that secures a lien on real property and protects the municipality's
right to payment of overdue property taxes. Without following this procedure, the lien on real
property expires if five years elapse from the January 1 assessment date and the property has been
transferred to another owner. If amounts remain outstanding on the property after issuing a demand
for overdue property taxes and after publishing a notice of tax taking, the collector may take the
property for the city or town. After properly recording the instrument of taking, the collector transfers
responsibility for collecting the overdue amounts to the treasurer.
Underride.
A vote by a community to permanently decrease the tax levy limit. As such, it is the
exact opposite of an override.
Unreserved Fund Balance (Surplus Revenue Account).
The amount by which cash, accounts
receivable, and other assets exceed
equity" account on a corporate balance sheet. It is not, however, available for appropriation in full
because a portion of the assets listed as "accounts receivable" may be taxes receivable and
uncollected. See free cash.
Valuation (100%).
same as its market or full and fair cash value.
Warrant.
An authorization for an action. For example, a town meeting warrant establishes the
matters that may be acted on by that town meeting. A treasury warrant authorizes the treasurer to pay
from the persons listed, respectively.
Acronyms
ADA
Americans Disabilities Act
GIC
Group Insurance Commission
GIS
Geographic Information System
ANR
Approval not required
ICS 100
Incident Command System
B/P
Blood Pressure
IT
Information Technology
BOH
Board of Health
JNHYC
Joseph N Herman Youth Center
CAFA
Comprehensive Annual Financial
Report
MA DEP
Massachusetts Department of
Environmental Protection
CAMA
Computer Assisted Mass Appraisal
MCC
Metropolitan Communications
CIP
Capital Improvement Program
LLC
CMR
Commonwealth of Massachusetts
MGL
Mass General Law
Regulations
MIIA
MIIA Property & Casualty
COA
Certificate of Appreciation
Insurance
CPA
Community Preservation Act
MOVET
Marts Onecall/click Veterans Portal
CPC
Community Preservation
MPO
Metropolitan Planning
Committee
Organization
CSC
Community Software Consortium
MVLC
Merrimack Valley Library
DOR
Department of Revenue
Consortium
EMS
Emergency Management Systems
MVRTA
Merrimack Valley Regional Transit
Authority
EOC
Emergency Operations Center
NACAM
North Andover CAM
ESCO
Energy Service Company
NAHS
North Andover High School
FCC
Federal Communications
Commission
NAMS
North Andover Middle School
FDK
Full Day Kindergarten
NaNoWriMo
National Novel Writers Month
FEMA
Federal Emergency Management
NCSS
Number Cruncher Statistical
Association
System
FONAT
Friends of North Andover Trails
NERAC
North East Regional Advisory
Council
FTE
Full Time Equivalent
NIMS 700
National Incident Management
GAAP
General Accepted Accounting
System
Principals
NPDES
National Pollutant Discharge
GFOA
Government Finance Officers
Elimination System
Association
NVOC
Northeast Veterans Outreach
Center
OPEB
Other Post Retirement Benefits
PEC
Public Employee Committee
PILOT
Payment In Lieu of Taxes
PTE
Part Time Equivalent
R/A
Raise and Appropriated
R/T
Round Trip
RFP
Request for Proposal
SCBA
Self-Contained Breathing
Apparatus
SPED
Special Education
SPSS
Statistical Package for the Social
Sciences
TFL
Target Funding Level
UMAS
Uniform Municipal Accounting
System
VFD
Variable Frequency Drive
WTP
Water Treatment Plant
Job Posting/Vacancy Log
February 8, 2017
Date
Position
Department
Hiring
Status
Posted
Manager
N/A
Conservation
Conservation
Jennifer
In process
Field Inspector
Hughes
N/A
Department
Treasurer-
Gail Tierney
In process
Assistant
Collector
1/18/17
Department
Assessor
Garrett Boles
Hired Jennie Wright who will transfer from
Assistant
the Treasurer -Collector office effective March
6, 2017. Advertised in Sunday Eagle Tribune
on 1/22/17, 109 resumes received. One
current employee and one former employee
interviewed on 2/1/17.
1/18/17
Friendly Visitor
Elder Services
Cahla
Thirteen resumes received, 6 applicants to be
Program
Ahlstrom
interviewed the week of 2/13/17. Internal
Coordinator
posting, to be advertised in Sunday Eagle
Tribune on 1/22/17.
12/16/16
Department
Health
Brian
Hired Toni Wolfenden who will transfer from
Assistant
LaGrasse
the Assessor's effective 2/6/17. First
interviews conducted week of 1/8, second
interviews to be held week of 1/16. Ad run in
Eagle Tribune on 12/18 with 30 days on
Monster.com. One hundred twenty resumes
received and reviewed. Internal interview
conducted on 12/30/16, external interviews to
be conducted week of 1/9.
12/12/16
Director of
Public Works
Andrew
Four semi-finalists had second interviews
Public Works
Maylor
with the Town Manager. Eight applicants
invited for interviews the week of 1/23.
Receiving resumes. Ad run in Eagle Tribune
on 12/11/16, posted on Monster.com for 30
days and posted on MMA for 30 days.
6/7/16
Teen Librarian
Stevens
Kathleen
Ongoing interviews of candidates who applied
Memorial
Keenan
for other library positions but were not hired
Library
but are qualified for this position. Reviewing
resumes on file. Hired individual pending
satisfactory reference checks. Candidate
withdrew to accept employment elsewhere
with more hours and benefits. Four direct
applications received, 10 others who applied
for other positions asked if interested in this
position and three were added to the pool for
consideration. Reviewing resumes on file.
Candidate offered position declined due to
better offer from another employer.
Receiving resumes. Posted on town website
and, Merrimack Valley Library Consortium
site, NH Librarians site and Simmons
College.