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HomeMy WebLinkAbout2018-02-12 Board of Selectmen Minutes BOARD OF SELECTMEN MINUTES February 12, 2018 CALL TO ORDER: Chairman Phil DeCologero called the meeting to order at 6:30PM in the Town Hall Meeting Room. ATTENDANCE: The following were present: Chairman Phil DeCologero, Clerk Regina Kean, Licensing Chairman, Richard Vaillancourt, Rosemary Smedile, Chris Nobile, Town Manager Andrew Maylor, Assistant Town Manager Ray Santilli and Executive Assistant, Laurie Burzlaff. Approximately 10 members of the public were in attendance. EXECUTIVE SESSION Executive session-M.G.L. Chapter 30A, §21(a) reason #3-to discuss strategy with respect to collective bargaining with Police and Firefighter Unions Rosemary Smedile made a MOTION, seconded by Richard Vaillancourt that the Board of Selectmen enter into Executive Session for Reason#3 under MGL Chapter 30A Section 21(a), to discuss strategy with respect to collective bargaining with Police and Firefighter Unions then return to open session. Roll call vote- Vaillancourt-yes;Kean-yes;Nobile-yes;Smedile-yes; DeCologero-yes. Motion approved. The Board returned to Open Session at 7:OOPM. PLEDGE OF ALLEGIANCE APPROVAL OF MINUTES: Richard Vaillancourt made a MOTION, seconded by Rosemary Smedile, to approve the Open Session Minutes of January 30, 2018, as presented. Motion approved 5-0. COMMUNICATIONS AND ANNOUNCEMENTS: Introduction of new staff members Human Resources Director, Cathy Darby, introduced to the Board Rena Swezey, Interim Assessor, Monica Gregoire, Staff Planner and John MacLean, IT Systems Administrator. Town Moderator-Mark DiSalvo Town Moderator, Mark DiSalvo, thanked the Board, town employees, and volunteers for Town Meeting planning and execution. Mr. DiSalvo also thanked the citizens of North Andover for coming out to vote. Other communications and announcements Rosemary Smedile stated that Tim Pybus, a longtime resident and volunteer, passed away and offered the Board's condolences to his sons. Andrew Maylor announced the Department of Public Utilities is having a public hearing at the Middle School on February 13th at 7:OOPM regarding the October power outages. Chris Nobile congratulated resident, Dave McGillivray, on his completion of seven marathons in seven days on seven continents. CONSENT ITEMS: Marc Cooperstein and Kevin Conklin on behalf of the North Andover Little League request permission to close Main Street from Water Street to Waverly Road, Waverly Road from Main Street to Dana Street and Dana Street on Saturday, May 5, 2018 from 8:15AM to 10:OOAM for their annual Little League Parade Marc Cooperstein and Kevin Conklin were present to request approval to hold an Opening Day Parade on Saturday, May 5, 2018 starting at 8:15AM. The parade will start on Water Street, travel onto Main Street, to Waverly Road, to Dana Street, and end at the Carl Thomas baseball field at approximately 10:OOAM. All relevant Town Departments reviewed and had no issues. Board of Selectmen Minutes February 12, 2018 2 Rosemary Smedile made a MOTION, seconded by Regina Kean that the Board of Selectmen approve the request of the North Andover Little League to hold an Opening Day Parade on Saturday, May 5, 2018 from 8:15AM to 10:OOAM, as presented. Motion approved 5-0. Erin Reed of Massachusetts Safe Routes to School requests permission to film a crossing guard training video on Saturday, March 3, 2018 and Saturday, March 10, 2018 from 8:OOAM to 4:OOPM on Parker Street, Main Street at Chickering Road, and Main Street at St. Michael Church Beth Isler from Toole Design Group was present to answer questions about the request of Safe Routes to School to film a crossing guard training video on Saturday, March 3rd and Saturday, March 10th on Parker Street and the intersection of Main and Chickering and the crosswalk at St. Michael's Church. Ms. Isler indicated they have applied with the FAA for permission to use a drone. All relevant departments reviewed and had no issues with the request. The Town Manager indicated that a call will go out to the residents on Parker Street notifying them of the road closure. Regina Kean made a MOTION, seconded by Rosemary Smedile that the Board of Selectmen approve the request of MassDOT/Safe Routes to School to film a crossing guard video on March 3, 2018 and March 10, 2018, as presented. Motion approved 5-0. Affordable Unit Resale-52 Ciderpress Way, Unit TI-16-2 (Meetinghouse Commons) The Citizens' Housing and Planning Association (CHAPA) notified the Town that the affordable housing unit at 52 Ciderpress Way, Unit TI-16-2 (Meetinghouse Commons) is for sale. It was recommended the Board decline its right of first refusal. Richard Vaillancourt made a MOTION, seconded by Chris Nobile that the Board of Selectmen decline the right of first refusal to purchase the affordable housing unit at 52 Ciderpress Way, Unit TH6-2(Meetinghouse Commons). Motion approved 5-0. Accept grant from MA Office of Public Safety and Security in the amount of$6,923.00 for the fire education programs for students and seniors The Board was asked to accept the grant received by the Fire Department from the Massachusetts Office of Public Safety and Security in the amount of$6,923.00 for fire education programs for students and seniors. Rosemary Smedile made a MOTION, seconded by Regina Kean that the Board of Selectmen accept the grant of$6,923.00 from the Massachusetts Office of Public Safety and Security. Motion approved 5-0. Request to surplus equipment-Fire Department Included in the packet was a memorandum from Fire Chief William McCarthy requesting to surplus equipment from the fire department. Regina Kean made a MOTION, seconded by Chris Nobile that that Board of Selectmen approve the request of Fire Chief William McCarthy to surplus five AEDs per his memorandum dated January 24, 2018. Motion approved 5-0. Request of Facilities Director, Stephen Foster, to waive permit fees for the Unit Ventilator Replacement Project at the Atkinson School Included in the packet was a request from Facilities Director, Steve Foster, to waive permit fees for the Unit Ventilator Replacement Project at the Atkinson School. Rosemary Smedile made a MOTION, seconded by Richard Vaillancourt that that Board of Selectmen approve the request of Facilities Director, Stephen Foster, to waive the permit fees for the Unit Ventilator Replacement Project at the Atkinson School. Motion approved 5-0. LICENSING COMMISSIONERS: None OLD BUSINESS: None Board of Selectmen Minutes February 12, 2018 3 NEW BUSINESS: Town Managers FY19 Recommended Budget The Town Manager reviewed his FY19 Recommended Budget. Regina Kean made a MOTION, seconded by Richard Vaillancourt that the Board of Selectmen approve the Town Manager's FY19 Recommended Budget reserving the ability to make amendments as additional information comes forward and to forward the budget to the Finance Committee. Motion approved 5-0. PUBLIC COMMENT: None TOWN MANAGER'S REPORT: Ask the Manager There were no questions. Job posting/vacancy log Included in the packet was the job posting/vacancy log provided by the Human Resources Department. ADJOURNMENT: Regina Kean made a MOTION, seconded by Chris Nobile to adjourn the meeting at 8:30 p.m. Motion approved 5-0. Laurie A. Burzlaff Executive Assistant Regina Kean, Clerk of the Board Documents used at meeting: Minutes of January 30, 2018 NA Little League request MassDOT request Affordable Unit resale memorandum Grant memorandum Surplus request Permit fee waiver request Town Manager's FY19 Recommended Budget Job posting/vacancy log TOWN OF NORTH ANDOVER BOARD OF SELECTMEN 120 MAIN STREET NORTH ANDOVER, MASSACHUSETTS 01845 Phil DeCologero, Chairman /IIIY�%/ •.. Regina Kean, Clerk „� " TEL. (978)688-9510 Chris Nobile FAX(978) 688-9556 Rosemary Connelly Smedile Richard Vaillancourt BOARD OF SELECTMEN& LICENSING COMMISSIONERS AGENDA MONDAY,FEBRUARY 12,2018 6:30PM EXECUTIVE SESSION 7:00 PM OPEN SESSION TOWN HALL MEETING ROOM 120 Main Street L CALL TO ORDER IL EXECUTIVE SESSION A. Executive session-M.G.L. Chapter 30A, §21(a)reason 43-To discuss strategy with respect to collective bargaining with Police and Firefighter Unions III. PLEDGE OF ALLEGIANCE IV. APPROVAL OF MINUTES A. January 30,2018 Open Session-Minutes.-as written V. COMMUNICATIONS AND ANNOUNCEMENTS A. Introduction of new staff members 1.Interim Assessor-Rena Swezey 2. Staff planner-Monica Gregoire 3.IT—John MacLean B. Town Moderator-Mark DiSalvo VL CONSENT ITEMS A. Marc Cooperstein and Kevin Conklin on behalf of the North Andover Little League reggest permission to close Main Street from Water Street to Waverly Road,Waverly Road from Main Street to Dana Street and Dana Street on Saturday,May 5,201 from 8:15AM to 10:OOAM for their annual Little League Parade B. Erin Reed of Massachusetts Safe Routes to School re uests permission to film a crossinguard training video on Saturday,March 3,201 and Saturday,March lO,2018 from 8:OOAM to 4:OOPM on Parker Street,Main Street at Chickering Road,and Main Street at St. Michael Church C. Affordable Unit Resale-52 Ciderpress Way,Unit T1-16-2(Meetinghouse Commons) D. Accept grant from MA Office of Public Safety and Security in the amount of-$6,923.00-for the fire education programs for students and seniors E. Request to surplus equipment-Fire Department F. Request of Facilities Director, Stephen Foster,to waive permit fees for the Unit Ventilator Replacement Project at the Atkinson School VII. LICENSING COMMISSIONERS VIII. OLD BUSINESS IX. NEW BUSINESS A. Town Manager's FYI Recommended Budget X. PUBLIC COMMENT XL TOWN MANAGER'S REPORT A. Job posting/vacancy B. "Ask the Manager" XII. NEXT MEETING DATE Monday,February 26,2018 XIII. ADJOURNMENT BOARD OF SELECTMEN MINUTES January 30, 2018 CALL TO ORDER: Chairman Phil DeCologero called the meeting to order at 5:35PM in the North Andover High School library. ATTENDANCE: The following were present: Chairman Phil DeCologero, Clerk Regina Kean, Licensing Chairman, Richard Vaillancourt, Rosemary Smedile, Chris Nobile, Town Manager Andrew Maylor, Assistant Town Manager Ray Santilli, Executive Assistant, Laurie Burzlaff, and Special Town Counsel, Lauren Goldberg. Approximately 7 members of the public were in attendance. PLEDGE OF ALLEGIANCE APPROVAL OF MINUTES: Chris Nobile made a MOTION, seconded by Regina Kean, to approve the Open Session Minutes of January 22, 2018. Vote approved 5-0. Chris Nobile made a MOTION, seconded by Regina Kean to approve the Executive Session Minutes of December 4, 2017, as written. Vote approved 5-0. COMMUNICATIONS AND ANNOUNCEMENTS: Amended Draft Host Community Agreement with Valley Green Grow, Inc. Town Manager, Andrew Maylor, reviewed the most recent draft of the agreement. SpeciaiTown Counsel, Lauren Goldberg indicated the agreement is only meant to address medical under 94C andthe Board would need to reach another agreement with regard to non-medical use under 94G. Attorney Goldberg stated that the agreement is not yet final. They are working on language to add owners of the property as a party to the agreement. The Board would need to vote on the final version. CONSENT ITEMS: Recommendations for Town Meeting warrant articles 4 and 5 Rosemary Smedile made a MOTION that the Board of Selectman recommend unfavorable action on article 4. There was no second. Regina Kean made a MOTION, seconded by Chris Nobile, that the Board of Selectmen recommend favorable action on Article 4. Vote approved 4-0. Ms. Smedile opposed. Regina Kean made a MOTION, seconded by Richard Vaillancourt, that the Board of Selectman recommend favorable action on Article 5, Vote approved 4-0. Ms. Smedile opposed. Discussion and oo slble.vote regarding response if warrant article 1 passes Chairman DeCologero asked the-Board if Article 1 passes do they want to pull article 3. Attorney Goldberg explained that the Attorney General does not disapprove a bylaw because it may be inconsistent so both could be approved but there is a question of how to implement. Regina bean made a MOTION,seconded"by Chris Nobile, that the Board of Selectmen withdraw Article 3 in the event Article 1 passes. Vote approved 5-0. PUBLIC COMMENT(taken out;of order): David Torrisi of 67 Settlers Ridge Road asked if the Board would ask the petitioners to withdraw article 6. Michael Rosen, attorney for the petitioner, stated that they would consider withdrawing if asked. CONSENT ITEMS (continued): Vote to recess and reconvene in field house for Special Town Meeting Richard Vaillancourt made a MOTION, seconded by Regina Kean that the Board of Selectmen recess and reconvene in the held house for Special Town Meeting. Vote approved 5-0. LICENSING COMMISSIONERS: None OLD BUSINESS: None Board of Selectmen Minutes January 30, 2018 2 NEW BUSINESS: None TOWN MANAGER'S REPORT: None ADJOURNMENT: Richard Vaillancourt made a MOTION, seconded by Regina Kean to adjourn the meeting at 9:35p.m. Vote approved 5-0. Laurie A. Burzlaff Executive Assistant Regina Kean, Clerk of the Board Documents used at meeting: Minutes of January 22, 2018 Executive Session Minutes of December 4, 2017 Amended Draft Host Community Agreement Legal opinions regarding Host Community Agreement AGENDA COVER MEMORANDUM To: Board of Selectmen Thru: Andrew W. Maylor From: Laurie Burzlaff, Executive Assistant Date: February 1 , 2018 Re: North Andover Little League Parade Request from: North Andover Little League For: Approval for Opening Day Parade on Saturday, May 5, 2018 from 8:15AM to 10:OOAM Parade Route-Water Street to Main Street to Waverly Road to Dana Street Reviewed by° Police Department Notes: No conditions Fire Department Notes: No conditions Public Works Notes: No conditions January 23, 2018 Mr. Andrew Maylor, Town Manager North Andover Town Hall 120 Main Street North Andover, MA 01845 Dear Mr. Maylor, On behalf of the North Andover Little League, I would like to thank the entire Board of Selectmen for their past five years of approval for our Opening Day Parades. This year will make our sixth annual parade. It has been such a great success and all the players from the Challenger Division, Softball and T-Ball through Majors have had great time marching in it. We would like to continue this tradition and would like the use of Main Street, starting at Water Street to Waverley Road to Dana Street on Saturday, May 5, 2018 starting at 8:15am for the fifth annual Little League Opening Day Parade. I would also request permission to limit parking on the parade route due to safety concerns. This would include temporary "No Parking" on Main Street and Water Street to Waverley Street. This area would be posted at 7:OOam the day of the parade and removed at the finish of the parade. The parade will start at 9:OOam at the intersection of Main and Water Street and finish by10:00am at the Carl Thomas Complex. We will utilize sign boards and local media to notify the public about road closures prior to the date of the parade and during the parade. Also, there will no distribution of candy. No candy will be thrown from any town vehicles or by people on foot. I had a meeting with Chief Gray from the North Andover Police Dept., which took place on Monday, January 22, 2018 to review and discuss all the aspects of the parade route and safety concerns. The parade will form at 8:15am at the corner of Water/Main Street and proceed down Main Street to Waverley Road. From Main Street the parade will turn left on to Waverley Road and then turn right onto Dana Street and will conclude at the Carl Thomas Complex for opening ceremony. NALL would like to extend the invitation and welcome all Town Officials to march in the parade and as well as join us at the Opening Day Ceremony. I'm hoping our sixth annual parade will continue a tradition for all current and future players as well as the entire community of North Andover. I look forward to hearing from you in the very near future with any questions or concerns regarding my request. Sincerely, Marc Cooperstein and Kevin Conklin NALL Parade Directors r, V NQHLHAND Y Y� ...Community Partnership... Operations Division Lieutenant Daniel P. Lanen TO: Laurie Burzlaff FROM: Lieutenant Daniel P. Lanen RE: North Andover Little League Parade DATE: January 31,2018 Please be advised that the attached North Andover Little League Parade Application has been reviewed and we do not have any issues regarding parking or traffic safety with the information provided. This is a yearly scheduled event and the plans are adequate. Officers will be provided as available. r I 1475 Osgood Street, Not1h Andover, Mass chu setts t1I845i Telephon :97th- tt:3-31 8 Fax:978-681-1172 TO WN OF NORTH ANDD VER, MASSACHUSETTS Fire Department r 795 Chickering Road, North Andover, MA 01845 Telephone 978-688-9590 Fax 978-688-9594 Phil Delcolgero Chairman Board of Selectmen 120 Main Street North Andover, MA 01845 Dear Mr. Delcolgero, We have reviewed the parade route requested by the NABCLL to be held on May 5, 2018 during the hours of 8:00-10:00 AM and we have no issues with the request. Sincerely, William A. McCarthy Fire Chief Proudly Serving Since 1921 INTEROFFICE MEMORANDUM DATE: January 23,2018 TO: Laurie Burzlaff,Executive Assistant FROM: Jim Stanford,Director of Public Works CC: RE: Little League Parade The Division of Public Works has no problem with the request from the North Andover Booster Little League to hold a parade which will be using Main ST,starting at Water St to Waverley Road to Dana Street starting at 8:15am on Saturday,May 5,2018.All will be ending at the Carl Thomas Complex. If there is to be an area to sell food products,please advise them that they are responsible to get rid of the trash and recycling in the area. Ir j I A AGENDA COYER MEMORANDUM To: Board of Selectmen Thru: Andrew W. Maylor From: Laurie Burzlaff, Executive Assistant Date: February 8, 2018 Re: Crossing Guard Training Video Request from: Safe Routes to School/Mass DOT For: Approval to close Parker Street on March 3, 2018 from 12:30PM-4:30PM and March 10, 2018 from 7:30AM to 11:30AM and use Main Street at Chickering Road and Main Street at St. Michael's Church to film a crossing guard training video. Reviewed byc. Police Department Notes: Detail required for Parker Street closure Fire Department Notes: Verify whether drone would be allowed due to proximity to airport Public Works Notes: No conditions MASSACHUSETTS Safe Routes to School IMMEMMINI 'a ` , 'i� , assRoutes Request to Film so 0 Cross 'i' ng Guard Training V'ideo At the North Andover Middle School me7ssDOT ssac Mahusetts Department of'TransportM MASSA CH t,15 T sale loutes to School Who is SRTS ? iS Cfl T S yea Safe Routes to School 201 778 com muni 35870001+ so, hool,d i + cts ,tdnts ode$ r b*4* sg,�" ' as pa,t , "' Ie MA i s �to Schoof 14 u� i I i ti4 i 11 MASSACHUSETTS Safe Routes to School �'�r. arm� mm7mPm "�;� milUmrouwmu Basic Crossing Steps f l w Imum , d Making � cxwr �'urk�or1hdrsrmm" Nw k ftx" droa�a:aards k%'^ur:w;feet trafft redwood N owmaN�dkvr thethe c aswa k NgeOM rd�adi':�"r0 r. and W usdr gP'.a�r re h arO grruC % ar*marrrn ra u-ardi d d°hda P u kra Cht a . &W' p, j li r f .Pui rm"n P'wu�,.v yrs°Osw, �"kvam:. P, ukwruV^:�armr�dPAaa��RNr°sauwr �rlautrbeare.fng+cranrPua3rrrwd"iraki^kcrmw� a:�w�er"Ya„ i .'�w xrmrk�'m'rre��r m rrarkwwaMk„,P' m du r ar S FYI„ 'ItOPPHtwilway h wnrl c:droAdren your STOP N,a defile Wade h and return w}/ma r wa qh nesl rjo M°µa . .er mr'wuea�sPdc,B.kry msarP. w�rraraRraa #kxr d,and k',;r�r fl,kwmr dCrr.'.dr your.n"��.'d�R^'P,',rr'u tcfie r�wX'a I f; �'r9dwL„r fl'M'ar l mnorr9 Wg a«nw,and scan taloa ;mdgnwsd daw r�.R^rvda'du�rn umu xtw)ma ,ur hands,ds, r.Y�kkldrr'�u�w cross dP^e w'd,c�m'�L d ^ergwe&Br'w'ue yrAj aws'°wm Nn the //%////ill//Illi/f//,a%e//l/,c, ✓ilii r„i rl,:,r U r„ r o u' rrok;ht MnkC�hand rrcu ��rm'm�.�;&. ddfim rads ararrdu Nor�rtwrrr rdaamrr,draa',P at Mem adSSA HUSE'd.a U” Safe RoutesSchool „ PONReference Crossing Guard, fj MASSACHLISETTS Safe Routes to School Filming TAOMMOunar, • What : a training video for crossing guards • Where : at the recently completed SRTS project at North Andover Middle School • When : — Saturday, March 3rd and Saturday, March 10th — 8AM to 4 : 30P — Rain/snow dates : one week later Cmi ..................... ................................................... ............ .............................---............... MASSACRUSETTS Safe Routes to School Specific Filming Locationso"'O", • Parker Street • ' Main Street at Chickering Road • Main Street at St. Michael's Church • Requested road closure : Parker Street — Saturday, March 3rd from 12 :30PM to 4:30PM — Saturday, March loth from 7 :30AM to 11 :30AM uuuuum�uuuuuuuu uuumiuugpuuuuuuuuupuum i MASSACkfUSETTS Safe, Routes to Scho,ol Additional Insurance coverage is in place Is it ok to use a drone for aerial shots? ..................................... ............................... i Safe Routes to School Erin Reed Statewide Coordinator Erin . Reed@ Dot . State . MA . US 857-383 -3809 ................... ......................... i INTEROFFICE MEMORANDUM DATE: February 7,2018 TO: Laurie Burzlaff,Executive Assistant FROM: Jim Stanford ,) CC: RE: Crossing Guard Training Video The Division of Public Works has no objection to the request from Erin Reed of Massachusetts Safe Routes to School to close Parker Street for the filming of crossing guard training on Saturday March Yd from 12:30pm until 4:30pm.and Saturday,March 10'h from 7:30am until 11:30am. Please co-ordinate this with the Police and Fire Departments because of the road closure. There should be signs o the road closure and residents that live there especially should be notified of this. T " TOWN OF NOR TH AND 0 VER, MASSACHUSETTS Fire Department 795 Chickering Road, North Andover,MA 01845 Telephone 978-688-9590 Fax 978-688-9594 To:Laurie Burzlaff February 8, 2017 From :Lt Robert Bonenfant Re: Crossing Guard Training Film k The Fire Department has reviewed the request from Safe Routes to School part of Mass D.O.T. to produce a training film using the following roads. Parker St,Main St at Chickering Rd,and Main St at St Michaels Church on March 3 from 12:30 till 4 pm and March 10 from 7:30 tilt 11:30 am. The Fire Department does not have any issues with this request as long as access to the closed area can be gained quickly. We do question if the drone being used will require FAA approval do to proximity to the airport. Lt Robert Bonenfant Fire Prevention Officer Town of North Andover p Proudly Serving Since 1921 fi I As, NQRLH,,.,,A VER pr Y 4dDa II 4. f3"hP R' ...Community partnership•� Operations Division Lieutenant Daniel A Lanen r TO: Laurie Burzlaff i FROM: Lieutenant Daniel P.Lanen RE: Filming Request DATE: February 8, 2018 Please be advised that the attached filming request has been reviewed. I have spoke with the coordinator and they have been advised a detail will be required for any work in the roadway. I will speak with the coordinator concerning placement of equipment and trailers. 4 1475 Osgood Street, North Andover, Massachusetts 01845 Telephone:978-683-3168 Fax: 1178-661.11'72 i COMMUNITY and ECONOMIC DEVELOPMENT DIVISION Building Conservation Health Planning Stevens Estate Zoning MEMORANDUM TO: Andrew Maylor,Town Manager no FROM: Eric Kfoury, Director Y/<� RE: Affordable Unit Resale DATE: January 22, 2018 Our office has been notified by the Citizens' Housing and Planning Association (CHAPA)that the owners of an affordable housing unit at Meeting House Commons wish to put their unit up for sale. The Town of North Andover has the right of first refusal for this property.Specifically,the unit and the resale price as determined by CHAPA are: 1. 52 Ciderpress Way,Unit TH6-2 (Meeting House Commons) =Resale price of$171,000 If the Town wishes to exercise its right of first refusal for this property,it would then either purchase the unit directly from the owners at the determined resale price(s) or locate an eligible buyer to purchase the unit. If the Town elects to not exercise the right of first refusal, CHAPA will work with the property owner to locate eligible buyers. If after 120 days an eligible buyer is not found,the owner would be able to sell their unit at market value with any net gain funds above the resale price given to the Town for affordable housing activities. This office recommends that the Board of Selectmen not exercise the Town's right of first refusal for this affordable housing unit. This will allow CHAPA, which is better suited to do so than the Town, to find eligible buyers and thereby preserve the unit as affordable and keeping it on the Town's subsidized housing inventory(SHI). AGENDA COVER MEMORANDUM To: Board of Selectmen Thru: Andrew W. Maylor From: Laurie Burzlaff, Executive Assistant Date: February 5, 2018 Re: Fire safety grants Fire Chief William McCarthy is requesting the Board accept the Student and Senior S.A.F. .grants from the Massachusetts Executive Office of Public Safety and Security in the amount of$6,923.00. azw womrin r e &Aw of A&y and >a ^ J ��'f/Xe CJP•J�2lGGC� oa 90$5—6L& Road CHARLES D.BAKER GOVERNOR 0�7y5 KARVN E.POLITO (978)6-67-50'00 (978)569'-89, 9 PETER J.OSrRO.SKEY LT,GOVERNOR STATE FIRE MARSHAL DANIEL.BENNm SECRETARY January 9,2018 Chief William McCarthy North Andover Fire Department 795 Chickering Road North Andover,MA 01845 Dear Chief McCarthy: I am pleased to inform you that your FY 2018 Student Awareness of Fire Education(S.A.F. .)and Senior SAFE grant applications have been approved for funding.The North Andover Fire Department has been awarded$4,308.00 for your .A.F.E.grant and$2,615.00 for Senior SAFE. Be sure to alert your treasurer and to check with them to ensure receipt of the funds.We expect the funds to be electronically distributed on or about January 24,2018. All grantees are required to submit the FY 2017 year-end report to DFS by January 31,2018.If there are any unexpended funds,the grantee may apply for a one-time 6-month extension,which will be part of the year-end report form.At the close of the single 6-month extension,all unexpended funds must be returned to the Commonwealth.At this time,any '°ior a+ear remaining funds must be returned to the Commonwealth. Twenty-three years ago,the Administration advocated for the creation of the S.A. .E.Program.Since that time average annual child fire deaths have been reduced by 72%.Three years ago,the S.A. . .program was expanded to offer funds to local communities in support of senior fire prevention training.Seniors are the most vulnerable of populations at risk of fire related deaths.Senior SAFE is aimed at educating seniors on fire prevention,general home safety and how to be better prepared in the event of a fire.It is our hope that with this opportunity we can recreate the success with our older population that we have had with children. I thank you for your commitment to the S.A.F. .program and for your continuing efforts to promote fire prevention for all citizens, If you have any questions,please feel free to contact Cynthia Ouellette at(978)567-3381 or the S.A,F,E.staff at(978)567-3388. Sincerely, R"`' Peter J.Ostroskey State Fire Marshal xa�• a TOWN OF NORTH AND OVER, MASSACHUSETTS W" » Fire Department ,b 795 Chickering Road, North Andover, MA 01845 Telephone 978-688-9590 Fax 978-688-9594 To: Board of Selectmen From: Chief William A. McCarthy Date: January 24, 2018 Re: AED surplus request The Fire Department is requesting to surplus the following AED's for credit to be used to purchase new AED at a future date. -Life Pak 500 AED: Serial Number: 31166182 -Life Pak 500 AED: Serial Number: 30884996 -Life Pak 500 AED: Serial Number: 30655867 -Life Pak 500 AED: Serial Number: 34647576 -Life Pak 500 AED: Serial Number: 32225237 Sincerely, William McCarthy Fire Chief Proudly Serving Since 1921 TOWN OF NORTH ANDOVER OFFICE OF FACILITIES DIRECTOR 384 Osgood Street North Andover,Massachusetts 01845 Stephen E. Foster Telephone (978) 685-0950 Facilities Director (x-41306) sfoster@townofnorthandover.com To: Board of Selectmen Re: permit fee waiver Date: 1/31/2018 In accordance with the building department requirements, this memo requests waiver of building permit fees for the Unit Ventilator Replacement Project— Phase I at the Atkinson School facility located at 111 Phillips Brooks Road in North Andover, MA. The cost of the repairs is estimated at$ 125,000. i I TOWN OF NORTH ANDOVER MASSACHUSETTS TOWN MANAGER'S RECOMMENDED BUDGET FISCAL YEAR 2019 DRUMMON PLAYGROUND x p � r j� M'�r✓� F�„!i � mw✓ %� � 1 .� a ,� �w�'���l"� �est� ' ✓� � V l �P �, ✓r t f �. F r ry rr t i"P nw% ✓ r r Rendition of New Drummond Playground TOWN OF NORTH ANDOVER, MASSACHUSETTS FISCAL YEAR 2019 FINANCIAL PLAN AND OPERATING BUDGET General, Capital Projects and Enterprise Funds July 1, 2018 —June 30, 2019 BOARD OF SELECTMEN Phil DeCologero, Chairman Regina Kean, Clerk Chris Nobile Rosemary Connelly Smedile Richard M. Vaillancourt TOWN MANAGER Andrew W. Maylor GOVERNMENT FINANCE OFFICERS ASSOCIATION D istingti ished Budget Presentatioi-i A zv a rd PRUISIFNTED TO Town of North Andover Massachusetts F'or the Fiscal Year Beginning ,fifly 1, 2017 F',"xecutive Director 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, 2017. 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 we're submitting it to the GFOA to deteremine its eligibility for another award. TABLE OF CONTENTS INTRODUCTION AND OVERVIEW ExecutiveSummary ..................................................................................................................... 1 TownOrganization ...................................................................................................................... 10 OrganizationalChart .................................................................................................................... 13 PrincipalOfficials ........................................................................................................................ 14 Budget Policy and Objectives and Related Goals ....................................................................... 15 Challenges Addressed in Fiscal Year 2019 Budget ..................................................................... 17 Development of the Fiscal Year 2019 Budget ............................................................................. 18 FINANCIAL STRUCTURE BudgetOverview ......................................................................................................................... 19 BudgetCalendar ........................................................................................................................... 21 Financial Reserve Policies ........................................................................................................... 24 OverallSummary of the Budget .................................................................................................. 28 FINANCIAL SUMMARY Financial Plan General Fund ........................................................................................................ 33 Financial Plan Enterprise Funds .................................................................................................. 47 General Fund and Enterprise Fund Revenues by Year ................................................................ 53 General Fund and Enterprise Fund Expenditures by Year .......................................................... 55 Description of Funds Subject to Appropriation ........................................................................... 57 Governmental Fund Balance Classification ................................................................................ 58 Non-major Governmental Funds ................................................................................................. 60 StabilizationFunds ...................................................................................................................... 62 Summary of Revenues and Expenditures .................................................................................... 64 Detail Expenditures General Fund and Enterprise Funds ........................................................... 65 Five Year Financial Forecast ....................................................................................................... 74 CAPITAL AND DEBT Executive Summary Capital Improvement Plan ......................................................................... 77 Capital Improvement Plan ........................................................................................................... 80 Debt Seivice/Net Revenue Ratio Summary ................................................................................. 85 Summary of Capital Improvement Recommendations ............................................................... 86 Capital Project Criteria Point Schedule ....................................................................................... 89 CapitalProject Details ................................................................................................................. 93 DebtService ................................................................................................................................. 115 DEPARTMENT INFORMATION Town Personnel Analysis ............................................................................................................ 120 PersonnelListing ......................................................................................................................... 121 General Government TownManager ................................................................................................................. 122 HumanResources ............................................................................................................ 126 Accounting ....................................................................................................................... 128 Assessors .......................................................................................................................... 130 Treasurer/Collector .......................................................................................................... 133 TownClerk ...................................................................................................................... 135 Conservation .................................................................................................................... 138 Community Development ................................................................................................ 141 Planning ........................................................................................................................... 144 Boardof Appeals ............................................................................................................. 148 Public Safety Police ............................................................................................................................... 150 Fire ................................................................................................................................... 154 PublicSafety Reserve ...................................................................................................... 158 BuildingInspection .......................................................................................................... 159 EmergencyManagement ................................................................................................. 162 Public Works Administration ................................................................................................................. 164 Refuseand Recycling ...................................................................................................... 167 Streetsand Sidewalks ...................................................................................................... 168 Structures and Grounds .................................................................................................... 168 VehicleMaintenance ....................................................................................................... 169 SnowRemoval ................................................................................................................. 169 Health and Human Services Health ............................................................................................................................... 172 ElderServices .................................................................................................................. 176 Youth and Recreation Services ........................................................................................ 179 VeteransServices ............................................................................................................. 183 Culture and Recreation Library ............................................................................................................................. 186 Support Services AdminSupport ................................................................................................................. 189 Auditing ........................................................................................................................... 190 Information Technology .................................................................................................. 191 Facilities ........................................................................................................................... 194 Education North Andover School Budget ......................................................................................... 197 North Andover Personnel Listing .................................................................................... 198 Non-Departmental Health and Property Insurance ......................................................................................... 199 Health Insurance Rate Chart ............................................................................................ 200 Retirement ........................................................................................................................ 204 Cherry Sheet Assessments ............................................................................................... 205 FinanceCommittee .......................................................................................................... 210 Legal ................................................................................................................................ 210 Unclassified— Shared Cost .............................................................................................. 211 Capitaland Reserves ........................................................................................................ 211 Enterprise Funds WaterDepartment ............................................................................................................ 214 SewerDepartment ............................................................................................................ 216 StevensEstate .................................................................................................................. 219 DOCUMENT- WIDE CRITERIA Statistics ....................................................................................................................................... 222 NorthAndover at a Glance .......................................................................................................... 223 Labor Force, Employment and Unemployment in North Andover ............................................. 224 LargestTaxpayers ........................................................................................................................ 225 DepartmentalStatistics ................................................................................................................ 226 Capital Asset Statistics ................................................................................................................. 229 Glossaryof Terms ........................................................................................................................ 230 Acronyms ..................................................................................................................................... 238 90 Z 0m < O m p me < 0 m � � O z ��-Illy uiui�IdV(i ill IoW�wr I � I +Ir' III IMXN 4 Town of North Andover �� / • Office of the t Town Manager . North Andover Town Hall 120 Main Street forth Andover, MA 01845 e-mail: amaylor*townofnorthandoveracom Andrew W Maylor Telephone (978)688-9510 Town Manager Fax (978)688-9556 Executive Summary Town Manager Recommended Budget Fiscal 2019 I am pleased to submit for your review and consideration the Fiscal 2019 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, departments were asked to develop level services budgets for FY19 and to provide under separate cover recommendation for service enhancements. The notable exceptions to this approach were the School Department which needed to add staff to properly operate the new Kindergarten Center due to come online in August 2018, and the Town Manager's commitment to adding a staff person to address community social wellbeing issues. The expectation was that year over year budget increases would vary from department to department as is common, but that total spending would increase by less than 3.5%. 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 of doing what is best for the Town as a whole and therefore, significant amendments to the department budget requests are often unnecessary. The Town Manager Recommended Budget for FY19 assumes a 3.4%increase - 1 - in total spending from FY18 when eliminating the use of "one-time" funding for reserves and the significant reduction in excluded debt ($1.3 million) related to the North Andover Middle School and Osgood Hill. When adding the reserves (down $223k year over year) and change in excluded debt, the year over year budget increase drops to 1.8%. As mentioned previously, departments are recommended to request service enhancement beyond "level service" and are asked to do that under separate cover as part of the budget process. This year I am pleased and excited to recommend several of those requests including, a tree planting program, a pilot program through the senior center to support families with loved ones who suffer with dementia or Alzheimer's, creating a vision and action items for the Main Street Business Corridor, and the implementation of the "poll pads" for use at Town Meeting, These new initiatives are in addition to staffing the Kindergarten Center and the addition of a staff person focused on social issues facing our community. It should be noted that on January 25, 2018 the North Andover School Committee voted unanimously to adopt the recommendation of the Superintendent of Schools for a 3.65% increase which was consistent with my recommendation for funding at the time of the Five Year Forecast. As I stated in last year's budget message, for the first decade of this century, we worked on a day to day basis trying to do what is right for our community and then reflected on a years' worth of decisions and wondered why we had not moved the community forward. Certainly the economy during that period made even delivering on "level services" a challenge, but several years ago we 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 idea that regardless of the role you're in,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 continues to be transformative in that it has allowed us to move forward and add services even though one of our largest components of revenue, state aid, has not grown significantly. The past year has been a continuation of the previous five from an accomplishment perspective. Some notable examples include: • S&P Global Ratings reaffirmed our AAA Bond Rating • Approved the construction of a new Kindergarten facility • Received Green Communities status from the Commonwealth • Began the Master Planning Process • Continued the upgrade of our financial software • Started the process to recodify the Town's bylaws -2 - • Continued our successful implementation of online permitting • Spearheaded a branding initiative for the lower Merrimack Valley • Led an initiative to attract Amazon's HQ2 to the region • Left water and sewer rates unchanged for an amazing 6th consecutive year • Completed the construction/expansion of the Public Works facility • Established an OPEB Committee to address the OPEB liability • Purchased the Town's first two electric vehicles • Obtained an $2.7 million MassWorks Grant to implement roadway/pedestrian improvements near the new Forgetta Farm development • Continued funding the Town's reserves consistent with the approved Financial Reserve Policies. ......And this is only apartial list. In North Andover, being a responsible public administrator requires a practical 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. Consistent with our mission, 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 guiding principles to help us deliver on that goal. Those three principles are: Service, Stewardship and Sustainability. Fiscal 2019 General Fund Budget Highlights Revenue The revenues for the Fiscal 2019 Town Manager Recommended General Fund Budget total $97,646,214 or a 1.8% increase compared to the Fiscal 2018 approved budget. The revenues are estimated to increase by $2.0 million year over year and are based on the recommendation of the Revenue and Fixed Cost Review Committee, with the exception of the use of Free Cash for Capital and Reserves, which are recommended by the Town Manager and described in more detail later in this document. Property taxes are assumed to increase by 2.0% or$1.4 million based on the provisions of Proposition 21/z and added New Growth. There is a dramatic year over year decrease in this category of$1.3 million in Debt Exclusions as a result of expiring debt service associated with the Middle School and Osgood Hill/Stevens Estate. The change will have no net effect on operations since there will be a corresponding decline in Debt Service expense. Local Receipts, which include revenue streams such as the local meals tax, motor vehicle excise tax, and building fees, are expected to increase by 3.5% or - 3 - $354k. Specifically,the assumption for the largest category within local receipts,motor vehicle excise, is an increase for the second straight year of$300k to $4.6 million in FY19 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 funding state aid based on the previous year's approved state budget. 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 FY19 is $97,646,214 or a 1.8%increase compared to the Fiscal 2018 approved budget (including one-time revenue for reserves and the reduction in Excluded Debt Service). School and Municipal Government Spending The approved School Department budget, which is consistent with my recommendation for that department, reflects an increase of 3.65% in FY19. I am recommending total Municipal spending increase by 3.1% over FY18. You will notice that spending requests can vary dramatically as a percentage from one department to the next. All departments do an extraordinary job of managing expenses to deliver services in an effective and efficient manner therefore, it is not uncommon that many budget requests are below the overall budget increase. For other departments, increases which are above the total year over year percentage increase for the aggregate budget are the result of a new service or service levels which vary from one year to the next. For example, an additional election in FY19 compared to FY18 has resulted in a recommended FY19 budget for the Town Clerk which is 18% greater than in FY18. By contrast, two of the Town's largest departments from a budget perspective,Police and Fire,have year to year increases below the FY19 aggregate increase due largely to controlling operating expenditures and in some cases lowering those expenditures. Staffing increases (detailed below) also result in almost all cases with increases which exceed the aggregate budget increase for the year. It should also be noted that in FY19 I am recommending that water and sewer charges be eliminated from Town Departments. These charges are billed by the Town to cover water and sewer costs of the Town's two utility enterprise funds. The Town is in essence billing itself for water and sewer use. Given the current positive financial condition of the enterprise funds this philosophy of budgeting no longer seems warranted. For Municipal Departments, the budget amounts -4- for water and sewer have been zeroed out for FY19 and the equivalent dollar amount added to Snow and Ice, a budget we often overspend. 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 FY19 this category is recommended to increase by $155k or 9.0%. This increase is largely attributable to the addition of the aforementioned Community Services Social Worker position and an increase to this category in the allocation of the School Department Information Technology Director(increase of.20 FTE). Non-Departmental/Fixed Costs This category represents approximately 27%of all General Fund spending which is down I%year over year. The budget recommendation incorporates the Revenue and Fixed Cost Review Committee estimates, as well as adding recommendations made under Capital and Reserves, for a total of$26.1 million or a decrease of 2.3%. The decrease in Excluded Debt Service previously described, along with a decrease in Capital and Reserves (explanation below) total approximately $1.3 million. Those are partially offset by increases in the Retirement Assessment (explanation below) of $425k and an increase in Group Health Insurance of$241k(explanation below). Other insurance categories are either level funded or minimally decreased in FY19. Additionally, we are anticipating an increase in overall vocational school spending of approximately $23K in FY19. 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 $1.1 million, down by approximately $200k from FY18. Specifically, in FY19 the Town Manager Recommended Budget includes an appropriation to the Capital Stabilization Fund of$350k for the third straight year and an appropriation of$78k to the General Stabilization Fund to achieve the 5% reserve standard which is our goal. Both of these requests will be funded with Free Cash. I am recommending the continued funding of the OPEB Trust Fund with a transfer of $75k into this account from Free Cash in FY19, down from $200k in FY18. The final item within this category is the Overlay Reserve Fund which is used to pay for approved property - 5 - tax abatements and the recommended amount of$550k this year is consistent with past years. The Overlay Reserve Fund is funded by Operating Revenues. Retirement Assessment/Group Insurance (Health Insurance) The annual Retirement Assessment is based on a funding schedule independently prepared for the Essex Regional Retirement System of which North Andover is the largest member. The 8.9%increase in this category should be approximately what is expected annually for the next decade or more. Health insurance premiums for active and retired employees are projected to increase a modest 2.3% year over year. Although the actual rate increase will not be known until early March, I feel comfortable that a larger rate increase can be absorbed due to our historically conservative approach to funding this category. The decision to migrate to the GIC back in January 2014 has resulted in a considerable cost savings to both the Town and employees since that time. Staffing General Fund—School Department The approved School Department Budget for FY19 recommends an increase of 7.00 Full Time Equivalent (FTE) employees all of which are associated with the new Kindergarten Center: two and one-half (2.5) are teachers; increase by .5 FTE School Nurse; increase by one (1.0) Counselor/Psychologist; increase by 1.9 FTE administrative/custodial staff, increase by .8 FTE Administrator/Principal; and a .3 FTE increase in teacher support specialists. General Fund - Municipal Government/Support Services Municipal General Fund staffing for FY19 includes a 2.0 FTE increase from FY18. One FTE is the addition of a Town community services social worker position as prioritized by the Selectmen in the FY19 Budget Policy Statement. Another .5 FTE increase, is my recommendation to add a part time staff member to the Treasurer/Collector Department. While staffing levels in this department have remained unchanged for many years, the Town has continued to grow and the associated billing and collection process has adversely impacted this department's ability to keep pace with the workload. The remaining .5 FTE increase is comprised of 3 additional hours per week for the part time administrative assistant in the library, shifting an increased share of the school information technology director to Shared Services (.2 FTE)and adding a.2 FTE part time administrative assistant to cover for the Town Manager's Executive Assistant when necessary. It should be noted that of the recommended - 6 - staffing changes this year, only one position could have an effect on the eligibility of impacted employees to receive health insurance or retirement benefits. Fiscal 2019 Enterprise Fund Budget Highlights Water The recommended Water Enterprise Fund budget for FY19 will see an increase of 2.0% compared to FY18 ($4.61 million vs. $4.52 million) when excluding the "Transfer to CIP". Total Personnel Costs are recommended to increase by 5.00% year over year while Expenses will increase a modest .7% and Indirect Costs increase by 2.5% from FY18. 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 has been the case for the last two years. Therefore, in FY19 $875k is being recommended as a "Transfer to CIP" from Retained Earnings. This is a decrease of more than $437k from FY18. Please note that 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 remain unchanged for the 7th consecutive fiscal year. Sewer The recommended Sewer Enterprise Fund budget for FY19 will see a 2.00% increase from FY18 ($4.74 million vs. $4.66 million) largely attributable to an increase of $299k, or 14.2%, in the assessment from the Greater Lawrence Sanitary District. This increase will be significantly offset by a continued decrease in Debt Service which has declined for the fifth straight year.Pay-as-you-go capital funding from retained earnings is recommended to remain level year over year at $100k and will still cover 100% of the cost of FY19 requested capital projects. 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 unchanged for the 7th consecutive fiscal year, although continued increases by the GLSD could cause the need to increase rates in future years. Stevens Estate - 7 - The performance of the Stevens Estate in FYI continues to be positive and I fully expect that the Fund will generate its sixth consecutive profitable year, although additional revenue growth will be less dramatic than in years past. 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 8.8% when excluding capital spending. For the third 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 ($120k) in much needed capital improvements. My 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. As I mentioned last year, 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. With the bonds that were used to purchase the estate and the open space that surrounds it nearly paid off, I plan on asking the Stevens Estate Advisory Committee to take a more active role in addressing my concerns and developing a long term strategy to preserve the Estate and Osgood Hill. 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 FYI requested funding is consistent with our goals of sustainability, stewardship, and service, while being mindful of our funding limits. We are extremely fortunate to have such a professional and skilled staff that is committed to excellence. I need to once again recognize the partnership we have developed with the North Andover School Department. We have all benefited from the extraordinary leadership and skill of Superintendent Dr. Jennifer Price. I wish her well in her new endeavor, she will truly be missed. There is no doubt, however that she leaves behind a leadership team that is prepared to continue the great work she has started, and a new superintendent in Mr. Gilligan, who is poised to take us to new heights. 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. - 8 - 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 - 9 - 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 Officer. In accordance with Chapter 2 "the legislative powers of the town shall be exercised by a town meeting open to all registered voters of the town". As defined in Chapter 3 "the Board of 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 meeting relating to actions required to be taken by that body." As defined in Chapter 4 "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-law under the control of the Board of Selectmen and of the Town Manager." - 10 - Board of Selectmen I�i Phil DeCologero, Chairman Regina Kean, Clerk Chris Nobile Rosemary Connelly Smedile Richard M. Vaillancourt Andrew W. Maylor, Town Manager � 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 2017-2018 School j Committee are: Amy Mabley, Chair Holly Vietzke-Lynch, Vice Chair , Helen Pickard, Clerk J Andrew McDevitt, Member David Torrisi Member Gregg Gilligan, Assistant Superintendent 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 of the committee. The Committee shall meet within thirty (30) days but no later than December 1st 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 following year's annual operating budget within forty-five(45)days of the Committee's first meeting. The Committee's report - 11 - shall identify and describe all revenue and financing sources and anticipated fixed costs and shall provide a written rationale supporting estimates contained therein. Boards and Commissions In addition to being shaped and influenced by the Town's elected officials and appointed staff, Town policy and programs are impacted by the actions of the Town's Boards and Commissions. The size, responsibility and source of authority of the Town's Boards and Commissions vary. With the 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. - 12 - TOWN OF NORTH ANDOVER ORGANIZATIONAL CHART Citizens of North Andover Town Meeting s Finance Committee Board of Selectmen School.Committee � i t Town Counsel Town Manager L School Superintendent i Assistant Town Manager lFurshasang ~ Emergency CN (Fire Police g �" Community Services Community Finance Public Warks AdmimstraGan ( Management :Development Director � a > Enance�reetor DPW9irectar No Cows,on Heed Fire Chief Police Chief Human ResourcesP \ $ Etat Director D9retfa€ t I ek(tcenrngAcct/Budget Streets/Sidewalks Communitio _. Planningerve ElderSTreaslColl Fleet Maintenance ` Conservation tibfaty i t ` Assessing t Solid c�—Vete€ans Services Health Waste/Recycling.. a 1 Inspectional _ _ =Human Resources Water/Sewer i i Sewrces . Stevens Estate F—y Engineering/GS youth(Reccreation' Boxes in Red indicate joint Town/Sehocl departments.. Boxes in Green represent Department Head Appointed by Selectmen PRINCIPAL OFFICIALS Department Official(s) Additional Areas of Authority Accounting Lyne Savage,Town Accountant Finance Director,Budget Director Administration Andrew Maylor,Town Manager Raymond Santilli,Assistant Town Manager Purchasing Agent Assessing Rena Swezey,Assessor Community&Economic Development Eric Kfoury,Director Conservation Department Jennifer Hughes,Administrator Elder Services Irene O'Brien,Director Emergency Management Jeff Coco,Manager Facilities Management Stephen Foster,Manager Fire Department William McCarthy,Chief Health Department Brian Lagrasse,Director Public Health Human Resources Cathy Darby,Director Information Technology Christopher McClure,Director Inspectional Services Don Belanger,Inspector of Buildings Plumbing,Electrical Library Kathleen,Keenan,Director Planning Department Jean Enright,Planning Director Police Department Charles Gray,Chief Water, Sewer, Streets,Fleet, Public Works James Stanford,Director Buildings, Solid Waste Stevens Estate Joanna Ouellette ,Director Town Clerk Joyce Bradshaw,Clerk Treasurer/Collector Vivian Haydar,Treasurer/Collector Veterans Services Joseph LeBlanc,Veterans Agent Water Treatment Plant Glen Alt,Manager Youth&Recreation Services Richard Gorman,Manager - 14- Budget Policy Objectives and Strategic Goals Overview The North Andover Charter (section 9-2-3) requires that the Board of Selectmen, after consultation with the Town Manager, issue a Budget Policy Statement relating to the upcoming fiscal year's budget (FY19 -July 1, 2018 to June 30, 2019).The Charter states that the policy statement shall establish the outer limits of possible budget growth for the town.The financial resources identified in this report are preliminary and will be revised, as necessary during the budget process. 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 four years. The FY19 spending plan will continue to focus on maintaining the Town's commitment to the "Fundamentals" a set of policy objectives 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 -steadily improving the Town's financial condition through balancing budgets and advancing responsible reserve policies that strengthen local government's flexibility to act on 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 develop annual budgets which are structurally balanced and continue to adhere to the Board's Financial Reserve Policies in order to retain the Town's AAA bond rating. Priorities for the Board include a Five Year Capital Improvement Plan that focuses on reducing the risk of deferred maintenance while managing the impact that debt service can have on the operating budget. Additionally, the Board remains committed to developing a long term strategy for the use and/or reuse of the Stevens Estate,support buildings, and Osgood Hill. • 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 work with Merrimack College to develop a"campus edge"vision which takes advantage of the economic possibilities that college students and their families can provide to the local economy. The Board will continue to implement strategies to revitalize the downtown area and attract new businesses while piloting new initiatives to reduce barriers to locating a business in Town, such as group inspections and expanding the technical review committee process. • 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 Town will accelerate the Playground Master Plan by completing both Phases 4 and 5 (Carl Thomas and - 15 - Reynolds) in FY19. The goal for subsequent years is to renovate two playgrounds per year, which would allow the Town to complete the Playground Master Plan in seven years instead of eleven. In addition, the Town will develop a plan to replace existing sidewalks which are in poor condition and add new sidewalks, with strategic partners when possible(i.e.MassDot),in areas which can improve pedestrian safety and/or connect pedestrians to local businesses. The Town will also develop and fund a street tree replacement and augmentation program. • Community Development — fully encouraging partnerships between Town government and its stakeholders in North Andover's success, including other governmental entities, the business 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 the Town's desire to promote the advancement of its families and individual residents over a broad range of human needs, including, but not limited to, affordable housing, health care, education and job training. In FY19, the Town will hire a full time mental health/social services professional to address a wide range of resident needs, serving as a conduit for assisting residents in accessing services in areas such as substance abuse, mental health support, elder shut-in, and homelessness. In addition to replacing all town owned street lights with energy efficient LED lights, the Board will continue to explore ways to take advantage of the opportunities provided by being designated a Green Community. • 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- out the missions of the Town's law enforcement, fire and emergency management agencies. The Board will focus on ensuring that all public safety employees have the sufficient training and equipment to adequately perform their jobs. This would include both capital and operating budget funded initiatives. • 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 FY19, the Town will complete the codification and digitation of the general and zoning bylaws. The Town will develop a tracking system for annual departmental budget goals which would allow for management reporting and integration in the annual budget development process. The Town is committed to working with division directors and department heads on succession planning and mentoring of new management staff. - 16 - Challenges Addressed in the Fiscal Year 2019 Budget Since Fiscal 2013 the annual budget development process has been predicated on an agenda that strives to promote a "Pro North Andover" environment both locally and regionally.That approach continues for Fiscal 2019. That agenda focuses on the "Fundamentals", a set of broad policy 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 FY19 Budget addresses major challenges relating to those Fundamentals, including: Defining and Managing Budget Issues for FY19 and Beyond—For the past three fiscal years and including FY19, we have begun to see a lessoning of the financial pressures experienced during the preceding decade plus. We have begun to increase service levels in specific areas, such as reducing classroom sizes at the elementary schools and investing more heavily in our infrastructure.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.This incremental approach to address our needs and goals has its basis in the "science of muddling through" (Dr. Charles Lindblom,Yale University). This should be treated as a strength and not as a rallying cry to accelerate the timeline to meet individual goals or interests. As decision makers in the budget process we must also not confuse short term successes with true sustainability and we must remain focused on the long term and avoid "feel good" short term thinking. Promote Economic Development,Asset Improvement and Maintenance—The FY19 Town Manager's Budget includes funding to create a "vision" and related action steps to improve the economic viability of the Main Street Corridor. Additionally, the Town will be working with Merrimack College and private developers to create "campus edge" zoning to take advantage of the economic benefits of being home to a growing college. Our practice that started several years ago to invest in pay-as-you-go capital projects and fund a diverse set of reserves continues in FY19, the sixth straight year. Delivering High Quality Services that are Sustainable in the Long Term—The FY19 Budget is in balance without the use of one-time revenues for the seventh consecutive year. As has been the consistent theme for the past several years, the goal is to maintain the current levels of sustainable services with marginal growth to address specific areas of concern. - 17 - Development of the Fiscal Year 2019 Budget The budget development process is structured to integrate long range planning with the specific short term decisions that need to be made in the upcoming fiscal year's budget.The Town has adopted the Government 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 strategic planning session involving the Town Manager and Board of Selectmen.The Town Manager's Five Year Financial Forecast 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—The review of available funding sources is a crucial first step in the capital planning and budget processes of the Town. The Budget Policy Statement provides the initial focus for budgeting development by setting broad expectations for the upcoming budget cycle and giving general direction to budget planners. The policy statement is provided to the Revenue Fixed Cost Review Committee who make a recommendation to the Town Manager on estimated revenues for the upcoming year. Using the consensus State revenue estimates through November 2017 as a barometer, the economic scan for FY19 indicates that reasonable revenue growth should be anticipated.Year to date revenue collections for the Commonwealth have increased by 4.6%year over year.Therefore, revenue growth in the 3%to 3.5% 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 funding state aid based on the previous year's approved state budget, and using 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 rating from Standard and Poor's. As has been the trend for the past 2 years, we are continuing to see a revived interest in local economic development 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 Building Permit Fees, New Growth or Meals Tax. Internal and external inflationary pressure remains modest and the result is a controllable increase in expenditures. However, employee related costs still remain the most critical component of the Town's budget even after the transfer to the Group Insurance Commission(GIC)which saved millions in health insurance costs for both the town and employees.As an example,the Town's retirement appropriation is expected to increase by at least 8.0% annually during the next decade and currently represents nearly 5% of the Town's General Fund expenditures. The focus is, and will remain, on creating a sustainable service delivery model into the future by researching and implementing creative ways to control spending through the use of technology and developing strategic partnerships. - 18 - FINANCIAL STRUCTURE Budget Overview Citizen's guide to the Fiscal Year 2019 Budget The budget is a blueprint of Town services and facilities for Fiscal Year 2019. 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-The Town's Accounting and Budget are prepared on a basis other than generally accepted accounting principles (GAAP basis).The Town follows the State mandated Uniform Municipal Accounting System (UMAS)where the actual results of operations are presented on a "budget (cash) basis" to provide a meaningful comparison of actual results with the budget.The major difference 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 FY19 was initiated in October 2017. In November the Revenue Fixed Cost Committee met and approved recommendations for the FY19 revenue projections which were presented to the Town Manager to assist with his for the FY19 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 2017. Each department then prepared FY19 operating budgets and a program summary outlining the projected goals for the future.These operating - 19 - budgets, which include expenditure and revenue estimates were submitted to the Town Manager by January 16, 2018. 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 Manager's recommended budget to solicit citizen participation regarding departmental budget requests.The Finance Committee and Board of Selectmen make recommendations on the Manager's budget request and submit their 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. -20 - FYI 9 BUDGET CALENDAR Capital Improvement Plan instructions distributed September 25, 2017 Budget Policy Statement adopted October 16, 2017 Charter 9-2-3 Capital Improvement Plan requests submitted by departments October 23, 2017 Revenue/Fixed Costs Review Committee initial meeting by November 9, 2017 Bylaws Chapter 17 Operating Budget instructions distributed November 13, 2017 Town Manager presents Five-Year Financial Forecast December 4, 2017 Recommended Capital Improvement Plan issued to Selectmen December 18, 2017 Charter 9-5-2 Recommended CIP forwarded to Finance Committee December 19, 2017 Revenue/Fixed Costs Review Committee issues final report no later than December 22, 2017 Bylaws Chapter 17 Superintendent submits budget to School Committee January 4, 2018 Departmental Operating Budget requests submitted January 16, 2018 Charter 9-2-4 Board of Selectmen vote to adopt Capital Improvement Plan no later than January 10, 2018 Charter 9-5-2 School Committee holds public hearing January 25, 2018 School Committee votes on School Department budget February 1, 2018 Deadline for Submission of CPA Requests February 8, 2018 Recommended Operating Budget issued to Selectmen February 12, 2018 Charter 9-2-5 FYI BUDGET CALENDAR (CONTINUED) Recommended Operating Budget forwarded to Finance Committee February 13, 2018 Finance Committee vote on Capital Improvement Plan February 13, 2018 Board of Selectmen vote to adopt Operating Budget February 26, 2018 Charter 9-3-1 Community Preservation Committee Public Hearing March 8, 2018 Bylaws Chapter 8 Deadline to submit citizen petition articles March 12, 2018 at 4:30 pm Board of Selectmen vote to close Warrant for Annual Town Meeting March 12, 2018 Charter 2-2-2 Community Preservation Committee Report March 15, 2018 Board of Selectmen vote on Warrant Article Recommendations March 28, 2018 N Finance Committee public hearing April 3, 2018 Charter 9-6-1 Finance Committee vote on Budgets April 4, 2018 Finance Committee Recommendations and Report due no later than April 6, 2018 Distribution of Annual Town Meeting Warrant no later than April 20, 2018 Charter 9-6-1 Annual Town Meeting May 15, 2018 BUDGET PROCESS BUDGET PREPARATION SCHEDULE Development of Capital Budget Five Year Forecast School Department Budget Development Revenue Fixed Cost Committee Revenue Projections Municipal Department Budget Development Superintendent submits budget to School Committee Board of Selectmen vote Capital Improvement Plan N School Committee approves school budget w Town Manager submits budget to Board of Selectmen Board of Selectmen forward budget to Finance Committee Board of Selectmen approve Operating Budget Finance Committee holds Public Hearing Finance Committee submits recommendations Town Warrant available to town Meeting members Annual Town Meeting AUG SEP OCT NOV DEC JAN FEB J MAR APR MAY JUN 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% of the Town's 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 -24- combination with the new revenues,be sufficient to preclude any requirement for short- term debt to sustain Town operations. Should this fund balance fall below 5% of the "Fund Balance Floor", 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 Local Services, as "Free Cash". Monies held in this reserve may be appropriated 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 Town's prior year's Total General Fund Revenue less appropriations to reserve accounts. A Stabilization Fund Floor shall be established at 1.5% of the Town's prior year's 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 "2a" above, the amount drawn down from the fund shall be equal to the amount necessary to bring the year- over-year increase in the Town's prior 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 "2b" 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. -25 - 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 shall be an amount equivalent to 1% of the Town's prior year Total 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 approved as part of the Town's Capital Improvement Plan (CIP). • Other Post-Retirement Benefits (OPEB) — — a Stabilization Fund established per the provisions of MGL Chapter 40, Section 513,and a Trust Fund established per the provisions of MGL Chapter 32B, Section 20 shall be utilized to reserve funds to offset the Town's OPEB liability. 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 transferred to the Stabilization Fund from the Town's Health Insurance Trust Fund 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 -26 - 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 request the Board of Assessors to declare those balances surplus, for use in the Town's 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. -27 - Overall Summary of the Budget The FY19 Budget for all general Town services and facilities totals $108.4 million. The total includes $48.9 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); $10.8 million to support the cost of the Water, Sewer and Stevens Estate Enterprise Fund budgets and $48.7 million to support the School Department and regional Vocational Schools. GENERAL FUND REVENUE 2019 REVENUE ........................ Ail other tlrcctt:ercgawerrczrtmemtt,a.E M liceilane'aus 2.17% 11.Co7°..� O�.7'0% .............................. L.Icem:ses and permits .... LP 29'5.... .... tCharges for Service OtherTaxes T% ertyTaxes 2015 Actual 2016 Actual 2017 Actual 2018 Adopted 2019 Recm'd Property Taxes $ 64,270,443 $ 66,673,798 $ 69,207,590 $ 73,198,674 $ 74,380,526 Tax Title $ 348,217 $ 739,443 $ 438,937 $ - $ - OtherTaxes $ 5,152,880 $ 5,965,663 $ 5,804,085 $ 5,330,000 $ 5,639,000 Charges for Service $ 3,980,697 $ 4,619,936 $ 4,414,053 $ 3,742,423 $ 3,738,661 Licenses and Permits $ 269,881 $ 293,251 $ 291,183 $ 274,500 $ 281,100 Intergovernmental-State Aid $ 10,036,762 $ 10,274,315 $ 10,579,576 $ 10,645,569 $ 10,805,038 Miscellaneous Revenue $ 1,242,524 $ 1,074,765 $ 718,192 $ 640,013 $ 682,455 All Other Sources $ 2,414,648 $ 3,137,151 $ 2,313,182 $ 2,312,157 $ 2,119,433 $ 87,716,051 $ 92,778,320 $ 93,766,799 $ 96,143,335 $ 97,646,214 -28 - GENERAL FUND EXPENDITURES 2019 EXPENSES Capl al��serves.. u Cw�rl'.ay .5tta1[e ASS Sass rm.cn[s .... .... .... Public� 0.G%� General......Governrmentt � .. '�.... �..uoclesa.i d1 .a.rn...0stt... ...... .......:2.°7 .......................... / ublitIH E. SIN IdPW.S 9% dd rm yl7Il�6 ne&Itts I/ // � caltth.&H�W��a n,S�e�:rwl:�ces // � SW.µp�rtt Serv[ees.ryry ....................� ...................W 2015 Actual 2016 Actual 2017 Actual 2018 Adopted 2019 Recm'd General Government $ 2,196,697 $ 2,321,682 $ 2,322,696 $ 2,454,094 $ 2,639,209 Public Safety $ 9,597,868 $ 10,215,755 $ 10,315,147 $ 10,909,570 $ 11,085,892 Public Works $ 5,308,600 $ 4,384,481 $ 5,785,585 $ 4,703,411 $ 4,775,727 Health & Human Services $ 1,193,731 $ 1,136,109 $ 1,138,148 $ 1,251,875 $ 1,301,596 Culture& Recreation $ 894,863 $ 940,176 $ 991,073 $ 1,042,157 $ 1,084,521 Support Services $ 1,664,015 $ 1,546,166 $ 1,781,784 $ 1,713,638 $ 1,863,580 Education $ 43,081,089 $ 44,241,710 $ 45,528,357 $ 47,035,187 $ 48,751,971 Debt $ 5,564,844 $ 5,817,313 $ 6,052,614 $ 6,512,882 $ 5,358,407 Employee Benefits $ 12,357,921 $ 13,056,286 $ 13,407,627 $ 16,005,220 $ 16,689,280 Unclassified Shared Cost $ 1,358,944 $ 1,536,811 $ 2,178,472 $ 2,510,538 $ 2,548,187 Capital & Reserves $ 1,063,108 $ 1,027,412 $ 574,817 $ 709,831 $ 502,656 Overlay $ 530,315 $ 557,130 $ 542,531 $ 566,310 $ 550,000 State Assessments $ 436,946 $ 397,195 $ 452,360 $ 477,667 $ 495,189 $ 85,248,938 $ 87,178,226 $ 91,071,212 $ 95,892,380 $ 97,646,216 -29 - 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 $97,646,214 which is the Town appropriation of$108,419,593 less Overlay Provisions ($550,000), Cherry Sheet Assessments ($495,189), Transfer to Stabilization ($77,656), Transfer to Capital Stabilization ($350,000), Transfer to OPEB ($75,000), and less the Water, Sewer and Stevens Estate Enterprise Funds of($10,773,380). General Fund Budget The general fund operating budget in FYI totals $97.2 million(exclusive of Free Cash for Reserves), which represents a 1.82%increase over FYI Revenue: The Town receives 76.51% of its revenue from Property taxation; this is its largest source of funds. This category has an increase of$1.18 million or 1.61%. The Town also receives revenue in State Aid of$10.8 million or 12.1%. The Town also receives $10.3 million or 10.64% of its revenue in local receipts (fees,permits, etc.). Expenditures: The School department operating budget at $48,751,971 reflects an increase of $1.8 million or 3.65% and represents 68.18% 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 68.18% 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 FYI Budget includes $7.1 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 method of keeping the Town's budget in balance; in this case the total. - 30 - Enterprise Funds- Water, Sewer and Stevens Estate Enterprise Funds: The Town has adopted three enterprise funds,Water, Sewer and Stevens Estate (Conference Center). It is the Town's policy that Enterprise Funds be self-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 FY19 is $10,773,379 ENTERPRISE FUND REVENUE Water Fee i..� 2019 RE E N UI E Other Charges 44.996 Stevens Est.Fees 3 936 Sewer Fees 37.736 2015 Actual 2016 Actual 2017 Actual 2018 Adopted 2019 Reem'd Sewer User Fees $ 4,606,198 $ 4,467,762 $ 4,618,777 $ 4,116,821 $ 4,250,484 Sewer Other $ 499,748 $ 702,859 $ 394,602 $ 543,410 $ 391,000 Transfer from Retained Earnings to Capital $ - $ 80,000 $ 150,000 $ 100,000 $ 100,000 Water User Fees $ 4,697,959 $ 4,872,920 $ 5,150,149 $ 4,897,960 $ 3,914,123 Water other $ 775,635 $ 1,004,836 $ 820,867 $ 833,647 $ 696,000 Transfer from Retained Earnings to Capital $ 600,000 $ 635,000 $ 475,000 $ 1,212,500 $ 875,000 Stevens Estate Fees $ 482,778 $ 526,753 $ 433,891 $ 410,761 $ 425,272 Stevens Estate Other $ 1,017 $ 1,941 $ 2,480 $ 1,000 $ 1,500 Transfer from Retained Earnings to Capital $ - $ - $ 125,000 $ 110,000 $ 120,000 $ 11,663,335 $ 12,292,072 $ 12,170,765 $ 12,226,099 $ 10,773,379 - 31 - ENTERPRISE FUND EXPENDITURES 2019 REVENUE Tra Sewer Fees indirect Cost 19 GLSO Assessment 2015 Actual 2016 Actual 2017 Actual 2018 Adopted 2019ReCofd Salaries $ 1478014 $ 1351507 $ 1420810 $ 1505402 $ 1508209 Expenditures $ 1658361 $ 1534899 $ 1698385 $ 2,078,246 $ 2091441 GLS]Assessment $ 1543296 $ 1490042 $ 1837329 $ 2100000 $ 2,398,522 Debt $ 3,657,489 $ 3023380 $ 2,342,384 $ 2,303,603 $ 2,078,823 Indirect Cost $ 1372195 $ 1406499 $ 1441661 $ 1508789 $ 1541384 Transfers b/Capital Projects $ 600,000 $ 715 $ 750,000 $ 1,422,500 $ | ,095,000 $ 10,309,355 $ 9,521,393 $ 9,490,569 $ 10,913,600 $ 10,773,379 32 V rrrlI++II � �lp�T g P fr e Mf NIEMEN IIIIIIIIIIIIIII ��IIII Town of North Andover Youth Center 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 the Town Meeting voted to establish in May 2004 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 shall meet within thirty days, but no later than December 1st, of the issuance of the Board of Selectmen's Budget Policy Statement, 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 2019 Budget cycle the committee held its initial meeting the week of November 3, 2017 and will issue its report to the Town Manager by December 18, 2017. 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 property tax initiative, Proposition 21/2. Prop. 21/2 established, among several restrictions, a "2 �/z percent cap" on property tax increases in all local taxing districts in the State. 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 the Town's projections for some of major categories in FY19. 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, fixtures and machinery. The Town's Board of Assessors determines the value of all taxable land,which is revalued at fair market value every five years and updated every year. FYI is the next scheduled revaluation year for the Town. The Town's Board of Assessors is also responsible for determining the value of personal property through an annual review process. - 33 - 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 — Each year, a community's levy limit automatically increases by 2.5% over the previous year's levy limit. 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 FYI 9,based on current trends new growth is estimated to be $650,000. TAX LEVY BREAKDOWN Actual Actual Recap Projected Projected Projected FY2016 FY2017 FY2018 FY 2019 FY2020 FY 2021 Tax Limit 64,297,287 66,535,334 68,769,490 71,355,993 73,789,893 76,234,641 Add 2.5% 1,607,432 1,663,383 1,719,237 1,783,900 1,844,747 1,905,866 Add New Growth 630,615 570,773 867,266 650,000 600,000 600,000 Add Override - - - - - - Levy Limit 66,535,334 68,769,490 71,355,993 73,789,893 76,234,641 78,740,507 +Debt Exclusion(s) 1,936,388 1,922,516 1,911,606 659,559 414,475 414,475 -SBA Reimb.-EXCLUDED DEBT - - - - - - -Debt Exclusion Adjustment - - - - - SBA interest reimb-High School (68,926) (68,926) (68,926) (68,926) (68,926) (68,926) Bond Premium Subtotal Excluded Debt 1,867,461.37 1,853,589.49 1,842,680.11 590,633.23 345,548.85 345,548.85 Max Levy 68,402,795 70,623,080 73,198,674 74,380,527 76,580,189 79,086,056 Actual Levy 67,111,167 69,757,151 Excess Levy 1,291,628 865,929 Levy Increase$ 2,399,660 2,220,284 2,575,594 1,181,853 2,199,663 2,505,866 Levy Increase% 3.64% 3.25% 3.65% 1.61% 2.96% 3.27% Levy Limit Increase$ 2,238,047 2,234,156 2,586,503 2,433,900 2,444,747 2,505,866 Levy Limit Increase% 3.48% 3.36% 3.76% 3.41% 3.31% 3.29% Net Debt Exclusion 1,867,461 1,853,589 1,842,680 590,633 345,549 345,549 - 34- 3. Overrides/Exclusions—A community can permanently increase its levy limit by successfully voting an override. Debt and Capital exclusions are temporary increases in a communities levy limit for the life of the project or debt service. Only a debt or capital exclusion can cause the tax levy to exceed the levy ceiling. In FY19 the debt service from exclusions is estimated to be $659,560. This is down more than $1.25 million from FY19 due to expiring debt from the purchase of Osgood Hill/Stevens Estate, the Thomson School, and the North Andover Middle School. The levy ceiling of a Town is 2.5% of the total valuation of the community. The ceiling for the Town in FY18 was $118,560,419. As the following chart shows, the Town is substantially under its levy ceiling. %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Tax Levy(per RECAP) $63,205,294 $64,618,660 $67,413,241 $69,646,527 $72,931,408 $74,056,579 * 1.5% *Estimated 8 6 4,D $2 Floillillillillillillillillillillillillilliillillillilli��� FY14 IFY15 IFY16 IFY17 IFY18 IFY19 Motor Vehicle Excise Tax Receipts —State law (Proposition 2 /z) 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 manufacturer's list price 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. FYI actual amount of excise taxes collected were well above the previous five year average, there was a slight decline in FY17 which led us to believe this may be due to a timing issue and therefore, we conservatively budgeted for FY18. A further review based on the most recent five year actual collection average we are recommending a budgetary increase of$300k in FY19. - 35 - Major Changes: This revenue source has been somewhat inconsistent during the past five years but has trended mostly upward which is an indication that residents are feeling more confident about the economy and as a result purchasing newer vehicles than in the previous decade. Due to this apparent change in buying habits, the national economic situation and conservative budgeting practices,we are recommending an increase of$300k in FY19. %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Motor Vehicle Excise $ 4,362,823 $ 4,107,364 $ 4,845,757 $ 4,753,698 $ 4,300,000 $ 4,600,000 * 7.0% *Estimated c $4.5 FY14 FY15 FY16 FY17 FY18 FY19 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 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. - 36 - Host Community Fees — Through negotiated agreements the Town receives annual payments from Wheelabrator as the "Host" community of their waste to energy facility located on Holt Road. The 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 currently negotiates with one entity (the North Andover Housing Authority) for a PILOT payment of approximately $30,000 per year. In fiscal year 18 the Town negotiated a new PILOT with Osgood Solar for and annual payment of$86,280. 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. LICENSES AND PERMITS/SUMMARY Licenses — License revenue arises from the Town's regulations of certain activities (e.g. selling 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. - 37 - 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. - 38 - Major Changes: The Board of Selectmen adjusted Building Inspection fees based upon an analysis of similar fees in surrounding communities in FY07. From FY15 through FY18 the Town collected a substantial amount of fees associated with several large scale residential developments, the expansion of Merrimack College, and improvements at the Greater Lawrence Sanitary District. Excluding these projects, fee collections have not shown a an upward trend resulting from an increase in overall construction activity. Therefore, in FY19 we are assuming a budget amount consistent with the five year average in this category. %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Fees (Bldg,Plumb,Elec.,etc.) $ 969,597 $ 1,270,462 $ 1,848,740 $ 1,636,251 $ 1,183,800 $ 1,168,200 * -1.32% *Estimated -'n$1,200 c Rn f3 $1,05 $goo $750 FY14 FY15 FY16 FY17 FY18 FY19 %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Licenses and Permits $ 272,553 $ 269,881 $ 293,251 $ 291,183 $ 274,500 $ 281,100 * 2.4% *Estimated $30!0 $280 0 $260 �Ih71111��� ~ $240 FY14 FY15 FY16 FY17 FY18 FY19 - 39 - 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 that prohibits violators from renewing their driver's license and registrations until all outstanding tickets are paid in full. Moving Violations - Non-parking offenses result in moving violation fines. 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 Alarms fines which are included in this category have been on the decline and therefore the FY19 budget estimate reflects that. %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Parking Fines/Moving Violations $ 103,615 $ 90,414 $ 57,038 $ 54,463 $ 92,300 $ 83,200 * -9.9% *Estimated .......................................................................................................................................................................................................................................................................................................................................................................................................................................................... 16 -aa g 1P Ln IF- $_ Bt r FY14 FY15 FY16 FY17 FY18 FY19 -40 - 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. For the FY18 budget process,the Town projected no increase of Cherry Sheet revenues based on assumptions offered by the Governor's Budget. The largest dollar increase in Cherry Sheet revenue in previous years was from Chapter 70 aid which increased 5.1%between FY16 and FY18 (based on actual receipts). As has been the practice, the FY19 budget estimate is based on the FY18 actual from the adopted State budget. Every year the Commonwealth sends out to each municipality a "Cherry Sheet", named for the pink colored paper on which it was originally printed. The Cherry sheet comes in two parts, one listing the State assessments to municipalities for MBTA,Retired Teachers Health Insurance, air pollution control districts and the other state programs; the other section listed the financial aid the Town will receive from the State for funding local programs. Each Cherry Sheet receipt is detailed on the following pages. 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 fiscal "ability to pay" for education, as measured by equalized valuation per capita as a percent of 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 this proposal. %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Chapter 70 $ 7,163,024 $ 7,262,286 $ 7,921,497 $ 8,181,977 $ 8,181,977 $ 8,326,307 * 1.8% *Estimated 10. _ 8. 6.5 Ih511ltilSSti111111111�11111111.. FY14 FY15 FY16 FY17 FY18 FY19 -41 - Local Aid—The major non-school state aid items are the Unrestricted Government Aid. These funds are unrestricted and can therefore be used by the municipality for any municipal purpose. Major Changes: Starting in FYI the Governor combined these two aid accounts (Local Aid and Additional Assistance) into one category called Unrestricted General Government Aid(UGGA).UGGA has increased by 8.4% between FY 16 and FY18 (based on actual receipts). %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Unrestricted General Gvt Aid $ 1,774,377 $ 1,823,582 $ 1,889,233 $ 1,970,470 $ 1,970,470 $ 2,047,318 * 3.9% *Estimated c $1.8 $1.7 $1. I I t $�. FY14 FY15 FY16 FY17 FY18 FY19 Veterans Benefits—Under Chapter 115, Section 6, municipalities receive a seventy-five percent State reimbursement on the total expenditures made on veterans' benefits. 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. -42 - 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. With the Town's Undesignated Fund Balance increasing and the coinciding increase in cash flow, Investment Income has trended upward in FY17 even though interest rates have remained level during the same period. We expect that the final FY18 and FY19 results will reflect that as well. %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Investment Income $ 121,627 $ 110,398 $ 93,173 $ 153,921 $ 100,000 $ 130,000 * 30.0% *Estimated .......................................................................................................................................................................................................................................................................................................................................................................................................................................................... 390 . . .................................. . . . . . . . .. . . . . . . . ................................. . . . . . . . . . . . . . . . . . . . . . . .... 29 .. s Igo F— tt� $,90 h1161111n11r1= FY14 FY15 FY16 FY17 FY18 FY19 -43 - Ambulance Service—The Fire Department operates the Town's municipal Basic Life Support (BLS) 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). It should be noted that the Town's ambulance service does not operate as an Enterprise Fund and the revenues generated from this service do not fully cover the expenses to operate the service. Major Changes: In early FY 2017 the Boards of Selectmen increased the rates associated with this service for the first time in five years. The revenue assumptions for FY19 are level funded with FY18. %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Ambulance Receipts $ 958,291 $ 942,044 $ 959,662 $ 977,739 $ 960,000 $ 960,000 * 0.0% *Estimated o $1.0 $1,0 FY14 FY15 FY16 FY17 FY18 IFY19 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. -44- %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Interfund Tranfers $ 1,543,374 $ 1,576,648 $ 1,551,391 $ 1,588,365 $ 1,652,326 $ 1,691,777 * 2.4% *Estimated C $1.6 7t.5 FY14 FY15 FY16 FY17 FY18 FY19 Aggregate Impact The preliminary total revenues estimated for FY198 are expected to increase by $1,735,054, or 1.82%, from FY18 with the exclusion of one-time revenues. It should be noted that a reduction in excluded debt of$1,246,347 negatively distorts this revenue estimate year over year. An offsetting reduction in debt service of $981,705 helps mitigate this reduction in revenue. 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 $97.2 million of available General Fund resources to fund the Fiscal Year 2019 operating budget.. The Town continues to explore ways to become more efficient and effective and recent successful examples are reducing our energy costs through the Green Community projects 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, our street repaving plan, and our forthcoming long term sidewalk improvement 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 also need to develop a specific strategy to address the impact Other Post Employment Benefits (OPEB) which may have budgetary implications. The town will continue to -45 - explore additional initiatives to improve the short and long term prospects of delivering a high quality, sustainable, level of services to residents and local businesses while remaining cognizant of our commitment to stewardship. Conclusion The $97.2 million in total budget spending for FY19 results in an increase in available departmental dollars of$2.4 million or 3.45%year over year. Similar to the approach taken last year,we will instruct departments to request the funding they need to maintain level services in their respect departments with the exception of the school department which should assume we remain committed to our goal of reducing average classroom size in the elementary schools. -46 - 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 FY19, the sources and uses of the funds in the Water and Sewer Enterprise Fund budgets total $10.7 million. Water Enterprise Fund revenues derived strictly from user fees total $5.4 million and Sewer Enterprise Fund Revenues derived from user fees total $4.7 million. The chart below shows the breakdown of revenues in the Water and Sewer Enterprise Funds for FY19. %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Sewer User Fees $ 4,601,892 $ 4,606,198 $ 4,453,499 $ 4,618,777 $ 4,362,451 $ 4,250,484 * -2.6% *Estimated ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ $6.0 c ' $4.5 $4..0 $3 FY14 FY15 FY16 FY17 FY18 IFY19 %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Sewer Other Revenue $ 405,160 $ 499,748 $ 702,428 $ 394,602 $ 543,410 $ 491,000 * -9.6% *Estimated ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... $900 c $7150 $600 r $950 $300 $x.50 $0 FY14 FY15 FY16 FY17 FY18 FY19 -47 - %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Water User Fees $ 4,547,027 $ 4,697,959 $ 4,875,237 $ 5,150,149 $ 4,897,960 $ 4,789,124 * -2.2% *Estimated $5.'S .2 $5.0 $4.5 $4..0 $3„5 -------r— -------7—, FY14 FY15 FY16 FY17 FY18 FY19 %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Water Other Revenue $ 748,643 $ 775,635 $ 993,319 $ 820,867 $ 833,647 $ 696,000 * -16.5% *Estimated ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. $1,050 $900, ” $750 ------- $600, $450 $300EV I $15D $f 1 FY14 FY15 FY16 FY17 HIS FY19 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 FY19, the main use of funds in the Enterprise Fund Budgets continues to be the Sewer Assessment and the Debt Service, which combined make up $4,477,345 or 43.7% of the total Enterprise Fund Budgets expense level. The chart below details the uses of the funds in the FY19 budget. -48 - Water and Sewer Enterprise Fund Expenses 4.0 _ $3.15 1 .... .... .... .... .... .... .... .... .... .... .... .,IIIc Sal arias, 2. 9wlExpanlsas $2.0 .... .... .... .... .... .... lu,9i5ewer Assassmam: 11111 SffVi.a NTrars#arsto Cap ilial in Ind i ract C'osr if $0.0 FY14 FY15 FY16 FY17 HIS FY19 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 2019 Enterprise Fund Budgets reflects and overall decrease of 1.59% or $165,231 when compared to the Fiscal 2018 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 19, the sources and uses of funds in the Stevens Estate Enterprise Fund Budget total $557,271 of which $120,000 is derived from retained earnings to fund capital improvements and the balance is exclusively from event revenue. -49 - %Change Year to Year Comparison FY14 FY15 FY16 FY17 FY18 FY19 FY18-FY19 Stevens Estate Fees $ 337,551 $ 483,795 $ 526,859 $ 436,372 $ 411,761 $ 426,772 * 3.6% *Estimated $600 $4'50 $300 r $x.'50 $0 FY14 FY15 FY16 FY17 FY18 FY19 Stevens Estate Enterprise Fund Expenses $2 . $180 . $16 . $140 $120 uuuuSalarfes $1100 11111111 Expenses $80 ji2TramafferrcCapal $60 111110 Indirect Cost $4 ; .. FY14 FY15 FY16 FY17 HIS FY19 - 50 - k u S r 4' why W Trinitarian Congregation Church Elm Street - 51 - - 52 - GENERAL&ENTERPRISE FUND REVENUE BY YEAR Actual Actual Actual Adopted TM Reem'd FY2015 FY2016 FY2017 FY2018 FY2019 LOCAL RECEIPTSG Motor Vehicle Excise 4,107,364 4,845,757 4,753,698 4,300,000 4,600,000 Jet Fuel Tax 15,906 32,451 9,428 0 0 Meals Tax 503,717 533,838 563,229 554,000 554,000 Forest Products Tax 0 0 0 0 0 Hotel Room Tax 118 0 0 0 0 Farm Animal Excise 0 0 0 0 0 Penalty/Int.on Prop.Tax 189,015 138,145 114,436 140,000 140,000 Penalty/Int.on MVX 21,167 24,205 35,195 20,000 24,000 Penalty/Int.on Tax Title 144,883 212,134 96,066 75,000 75,000 Over/Under 387 963 151 0 0 Lien Certificates 35,385 35,320 35,515 35,000 35,000 Treasurer Demand Fee 103,026 114,037 101,007 90,000 95,000 Payment in Lieu of Taxes 31,911 28,813 95,361 116,000 116,000 Host Community Fee(per agreement) 292,473 295,683 298,764 299,379 303,121 Host Community Solid Waste Fees(per ton) 1,509,549 1,544,007 1,515,906 1,565,623 1,578,461 Ambulance Service 942,044 959,662 977,739 960,000 960,000 Dog Fees 40,082 38,932 43,741 40,000 40,000 Town Clerk Fees 28,978 28,989 28,959 26,000 28,000 Extended Polling Hours 7,090 2,794 5,588 0 0 Cable Fees 8,794 8,439 5,272 5,200 5,200 Clerk Violation Fees 4,200 2,075 4,825 3,000 3,000 Passports 19,440 19,625 22,469 20,000 20,000 Clerk Application Fees 100 925 1,330 100 100 Conservation Fees 634 927 495 500 500 Planning Board Filing Fees 38,782 58,227 24,892 23,000 23,000 Police Fee's 7,320 4,028 2,221 5,000 5,000 Building Inspection Fees 832,529 1,314,053 1,197,989 775,000 775,000 Plumbing Inspection Fees 84,942 131,673 108,844 89,000 89,000 Electrical Inspection Fees 148,698 183,638 154,762 147,000 130,000 Weights/Measures 4,512 4,878 3,138 5,000 4,400 Recycling Fees 44,361 44,499 31,727 45,000 45,000 Medicaid Reimbursement 224,188 232,028 249,637 0 0 School Dept.Miscellaneous 6,522 3,214 4,668 0 0 Library Fines 2,449 2,314 2,490 0 0 Bathing Beach Receipts 25,483 33,170 32,031 33,000 32,000 Rental Income 11,460 9,829 3,810 3,934 3,934 Cell Tower Lease 112,513 72,876 64,451 85,000 87,000 Misc.Dept Revenue 0 0 0 0 0 Assessor 1,331 2,528 1,060 0 0 Treasurer Collector 24,017 3,042 6,147 0 0 Town Manager 0 2,934 3,294 0 0 Town Clerk 400 1,092 0 0 0 Police 0 4,660 10,084 0 0 Fire 0 57 988 0 0 Building Inspection 0 2,800 0 0 0 Community Development 0 0 4,468 0 0 Public Works 0 1,476 660 0 0 Health 0 0 16 0 0 Veterans 0 0 2,860 0 0 Library 0 58 1 0 0 - 53 - GENERAL&ENTERPRISE FUND REVENUE BY YEAR Actual Actual Actual Adopted TM Recm'd F Y2015 F Y2016 FY2017 F Y2018 + FY2019 Appeals Board Receipts 1,700 2,050 2,200 2,000 2,000 Police 10%Admin.Fee 40,181 45,202 62,799 40,000 45,000 Police Misc.Revenue 0 0 0 0 0 Fire Misc Revenue 0 0 0 0 0 Building Department Other Revenue 0 0 0 0 0 Fire Alarm Box Permit Fees 22,400 0 11,000 0 11,000 Health Dept Misc Revenue 0 0 0 0 0 Civil Defense Misc.Revenue 0 0 0 0 0 Boxford Veterans Reimbursements 0 37,118 17,257 17,400 17,200 Liquor License 100,150 105,175 105,325 105,000 105,325 Other Alcohol License 4,225 7,375 4,875 7,375 4,875 Food License 4,050 3,775 3,950 3,775 3,950 Miscellaneous Licenses 10,200 12,775 12,850 12,775 12,850 License to Carry Firearms 4,200 5,975 6,013 5,975 6,000 Fire Permits 44,123 51,640 42,521 44,000 45,000 Gas Permits 31,762 42,150 50,204 31,000 36,000 Fishing&Boating License 5,615 7,280 6,975 5,600 6,100 Burial Permits 4,500 3,925 4,300 4,000 4,000 Health Perm its 61,057 52,899 54,170 55,000 57,000 Parking Fines 15,696 13,405 16,210 15,000 16,000 CourtFines 74,668 39,358 33,328 43,000 63,000 False Alarm Fine 50 4,275 4,925 4,300 4,200 Interest-General 110,398 93,173 153,921 130,000 130,000 Misc Non-Recurring FEMA 0 294,310 480 0 0 Hopkinton Bill 41,148 5,242 0 0 0 Insurance Reimb 40,323 32,176 4,380 0 0 Surplus Vehicle Auction 0 0 0 0 0 Abandon Property Payment 154,950 0 10,306 0 0 Medicare Part D 6,830 0 0 0 0 Bond Premium 291,987 73,055 0 0 0 Prior year Revenue 0 0 0 0 0 Prudential Demualization 0 2,376 0 0 0 Legal Fee Reimb-Foreclosure 0 0 0 0 0 Hazardous Waste Reimb(Dow) 30,869 0 0 0 Free Cash 838,000 1,435,760 524,817 659,831 427,656 TOTAL LOCAL RECEIPTS 11,483,982 13,382,132 11,752,216 10,646,767 10,768,872 PROPERTY TAXES 64,618,660 67,411,823 69,646,527 73,198,674 74,380,526 STATE AID 10,036,762 10,274,315 10,579,576 10,645,569 10,805,038 OTHER FINANCING SOURCES 1,576,648 1,551,391 1,788,365 1,652,326 1,691,777 TOTAL GENERAL FUND REVENUES 87,716,051 92,619,660 93,766,683 96,143,335 97,646,214 Water&Sewer Enterprise Funds User Charges 9,304,158 9,340,682 9,768,926 9,014,781 9,151,575 Other Fees 1,275,382 1,707,696 1,215,468 1,377,057 1,087,000 Retained Earings Transfer to Capital 600,000 715,000 625,000 1,312,500 975,000 Stevens Estate Enterprise Fund Event Fees 482,778 526,752 433,891 410,761 425,272 Other Fees 1,017 1,941 2,480 1,000 1,500 Retained Earings Transfer to Capital 0 0 125,000 110,000 120,000 TOTAL REVENUES GENERAL& ENTERPRISE FUNDS 99,379,386 104,911,732 105,937,448 108,369,434 109,406,561 - 54- GENERAL&ENTERPRISE FUND EXPENDITURES BY YEAR SUMMARY OF EXPENDITURE CHANGES Actual Actual Actual Adopted TM Reem'd FY 2015 FY 2416 FY 2017 FY 2018 ! FY 2419 GENERAL GOVERNMENT Town Moderator 500 750 500 850 850 Town Manager/Selectmen 337,667 330,102 372,058 354,922 387,277 Assistant Town Manager 0 0 0 0 0 Human Resources 144,495 166,985 158,557 174,865 179,241 Town Accountant 233,462 235,437 185,268 240,353 257,771 Finance Committee 429 600 446 800 800 Treasurer/Collector 307,308 348,765 323,278 338,077 398,004 Assessor 312,672 321,795 330,903 342,953 389,949 Legal 89,340 102,939 67,870 163,300 164,315 Town Clerk 306,990 307,422 353,979 294,431 347,926 Community Development 260,049 297,643 233,388 225,721 192,780 Planning 59,027 74,075 159,624 170,659 177,089 Conservation 114,361 118,555 119,419 127,225 123,819 Board of Appeals 30,399 16,732 17,408 19,939 19,385 General Gov't Salary Reserve 0 0 0 0 0 Total General Government 2,196,697 2,321,801 2,322,696 2,454,094 2,639,209 PUBLIC SAFETY Police 4,391,448 4,774,803 4,943,376 5,137,463 5,155,939 Fire 4,865,008 5,062,925 5,048,728 5,308,160 5,354,018 Public Safety Reserve 27,048 49,589 0 134,417 233,957 Building Inspection 273,496 289,526 284,019 295,348 301,502 Emergency Management 40,868 38,649 39,024 34,182 40,476 Total Public Safety 9,597,868 10,215,493 10,315,147 10,909,570 11,085,892 PUBLIC WORKS Administration 426,834 438,212 463,572 463,135 484,598 Streets&Sidewalks 823,435 829,747 1,016,078 968,893 1,001,310 Solid Waste/Recycling 1,208,734 1,300,808 1,239,018 1,321,456 1,341,528 Vehicle Maintenance 357,192 386,538 376,175 413,200 375,726 Structures&Grounds 545,795 568,968 729,293 602,228 606,365 Public Works Salary Reserve 0 0 0 0 0 Snow&Ice Removal 1,946,609 860,209 1,961,449 934,500 966,200 Total Public Works 5,308,600 4,384,481 5,785,585 4,703,411 4,775,727 HEALTH&HUMAN SERVICES Health 205,529 214,787 230,271 226,270 241,380 Elder Services 257,240 263,440 276,787 273,013 297,336 Youth Services 341,832 301,493 310,333 331,050 348,411 Veterans Services 389,130 356,389 320,758 413,487 414,469 Health&Human Service Salary Reserve 0 0 0 0 0 Total Health&Human Services 1,193,731 1,136,109 1,138,148 1,243,820 1,301,596 - 55 - GENERAL&ENTERPRISE FUND EXPENDITURES BY YEAR SUMMARY OF EXPENDITURE CHANGES Actual Actual Adopted Adopted TM Reem'd FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 CULTURE&RECREATION Stevens Library 894,863 940,176 991,073 1,042,157 1,084,521 Festival Committee 0 0 0 0 0 Culture&Recresation Salary Reserve 0 0 0 0 0 Total Culture&Recreation 894,863 940,176 991,073 1,042,157 1,084,521 SUPPORT SERVICES Outside Auditing 58,580 50,321 54,600 55,000 55,000 Admin Support 49,699 54,080 148,797 61,863 167,372 Information Technology 1,260,589 1,137,533 1,246,060 1,277,163 1,316,658 Facility Management 295,147 304,231 332,327 319,613 324,550 Support Services Salary Reserve 0 0 0 0 0 Total Support Services 1,664,015 1,546,166 1,781,784 1,713,638 1,863,580 EDUCATION Education 41,848,445 43,762,114 45,528,357 47,035,187 48,751,971 All Day Kindergarten 680,000 0 0 0 0 Special Education Reserve 175,000 0 0 0 0 Regional School Assessment 377,644 484,178 580,007 671,251 693,644 School Building 0 0 0 0 0 Total Education 43,081,089 44,246,292 46,108,364 47,706,438 49,445,615 Debt 5,564,844 5,817,313 6,052,614 6,512,882 5,358,407 Unclassified-Shared Cost 1,065,766 1,148,385 1,324,447 1,419,287 1,434,543 Group Insurance 8,598,806 8,984,148 9,038,458 11,249,488 11,500,000 Liability Insurance 293,178 388,425 274,018 420,000 420,000 Retirement 3,759,115 4,071,413 4,369,169 4,763,787 5,189,280 Capital 223,500 0 0 0 0 Reserves 838,000 1,027,412 574,817 709,831 502,656 27th Payroll Reserve 0 0 0 0 0 Deficits 1,608 303 0 0 0 Overlay 530,315 557,130 542,531.00 566,310 550,000 State Assessments 436,946 397,195 452,360 477,667 495,189 General Fund Budget 85,248,938 87,182,243 91,071,212 95,892,380 97,646,214 Enterprise Fund Expenses Water&Sewer Enterprise Funds 9,957,560 9,224,758 9,612,431 10,391,838 10,226,608 Stevens Estate Enterprise Fund 351,794 305,229 475,702 521,761 546,772 TOTAL EXPENDITURES GENERAL FUND AND ENTERPRISE FUNDS 95,558,292 96,712,229 101,159,346 106,805,979 108,419,593 - 56 - 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 - 57 - 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 non-spendable. In addition to the non-spendable 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. At year-end, the balance of the general fund stabilization fund, capital stabilization fund, OPEB stabilization fund and special education stabilization fund was $4,390,536, $929,888, $1,025,195 and $407,150,respectively. All of which are reported as unassigned fund balance within the general fund. - 58 - The Town has classified its fund balances with the following hierarchy. Municipal Nonmajor Total Community Capital Governmental Governmental General Preservationrp ojects Funds Funds FUND BALANCE Nonspendable Permanent fund principal - Restricted for: Municipal federal and state grants - - - 211,353 211,353 Education Federal and State - - - 9,197 9,197 Receipts reserved for appropriation: - - - 157,078 157,078 Municipal revolving funds - - - 646,071 646,071 Education revovlving funds - - - 967,619 967,619 School lunch funds - - - 49,049 49,049 CPA fund - 6,895,641 - - 6,895,641 Other special revenue funds - - - 1,489,706 1,489,706 Affordable housing trust fund - - - 936,313 936,313 Other trust funds - - - 903,112 903,112 Municipal capital projects - - 3,803,499 0 3,803,499 Education capital projects - - - 112,222 112,222 Debt service 555,546 - - - 555,546 Assigned to: Encumbrances General government 54,581 - - 54,581 Public Safety 18,994 - - 18,994 Education 40,191 - - 40,191 Public Works 239,006 - - 239,006 Health and human services 0 - - 0 Culture and recreation 0 - - 0 Support services 0 - - 0 Employee benefits 0 - - 0 Free cash used for subsequent years expenditures 4,824,831 4,824,831 Unassigned 18,899,670 - 0 18,899,670 TOTAL FUND BALANCES $24,632,819 $6,895,641 $3,803,499 $5,481,720 $40,813,679 Source:Town ofNorth Andover June 30,2017 CAFA - 59 - 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—This fund is used to account for various municipal department's revolving funds established in accordance with MGL Chapter 44, Section 53E �/z and other applicable statutes. Education Revolving Funds—This fund is used to account for the school department's revolving funds established in accordance with MGL Chapter 44, Section 53E �/z 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 the Town's roadways. These projects are funded by state grants from the Massachusetts Highway Department. - 60 - 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 activities. - 61 - 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 FY19 Budget does recommends a contribution to this fund. Fund balance as of June 30,2017 $4,390,536 FYI contribution $ 159,831 FYI Fund Balance as of June 30, 20184 550 367 FY19 contribution $ 77,656 Projected FY19 Fund Balance 4 628 023 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 30,2017 $ 929,888 FYI contribution $ 350,000 FYI use of funds S(750,000) FYI Fund Balance as of June 30, 2018 529 888 FY19 contribution $ 350,000 FY19 use of funds $ (0) Projected FY19 Fund Balance 789 888 Other Post-Retirement Benefits (OPEB) Stabilization Fund Fund balance as of June 30,2017 $1,025,195 FYI est.use (transfer to OPEB Trust) $ (500,000) FYI Fund Balance as of June 30, 2018 $ 525,195 FY19 est.use (transfer to OPEB Trust) S(500,000) Projected FY19 Fund Balance $ 25,195 Note: Est. OPEB Liability as of June 30, 2015 $ 107,321,707 Est. OPEB Liability as of June 30, 2017 $ 108,920,003 - 62 - OPEB Trust Fund balance as of June 30,2017 $ 904,874 FYI contributions $ 700,000 FY18 Est. Fund Balance as of June 30, 2018 $ 1,604,874 FY19 contribution $ 575,000 Projected FY19 Fund Balance 2179 874 SPED Stabilization Fund balance as of June 30,2017 $ 407,150 FYI 8 contributions $ (0) FYI use (transfer to School) $ FYI Fund Balance as of June 30, 2018 $ 407,150 Enterprise Fund Retained Earnings Reserve Water Fund—as of June 30, 2017 10.3 months* Sewer Fund—as of June 30, 2017 9.7 months* Stevens Estate—as of June 30, 2017 9.2 months* *assuming FYI 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 30,2017 $ 13,510,189 FY17 revenues and other financing sources $ 94,080,434 FY 17 expenditures and other financing uses $(95,529,848) Fund Balance as of June 30, 2017 $ 12,060,775 Certified Free Cash as of June 30, 2017 $9,673,069 - 63 - TOWN OF NORTH ANDOVER SUMMARY OF REVENUES AND EXPENSES FY19 FY15 FY16 FY17 FY18 TOWNMGR ACTUAL ACTUAL ACTUAL ADOPTED RECM'D I. REVENUES TAX LEVY 62,119,470 64,915,165 67,222,164 70,488,727 73,139,893 DEBT EXCLUSION 1,705,849 1,867,461 1,853,589 1,842,680 590,633 NEW GROWTH 793,341 630,615 570,773 867,266 650,000 SUBTOTAL 64,618,660 67,413,241 69,646,527 73,198,673 74,380,526 LOCAL RECEIPTS 10,115,434 11,515,585 11,212,233 9,986,936 10,341,216 CHERRY SHEET 10,036,762 10,274,315 10,579,576 10,645,569 10,805,038 RESERVES AND ONE TIME REVENUE 1,331,748 2,023,788 739,982 659,831 427,656 INTERFUND TRANSFERS 1,576,647 1,551,391 1,588,365 1,652,326 1,691,777 SUBTOTAL 23,060,592 25,365,079 24,120,156 22,944,662 23,265,688 TOTAL REVENUE 87,679,252 92,778,320 93,766,683 96,143,335 97,646,214 II. EXPENSES TOWN BUDGETS 20,855,772 20,544,369 22,328,297 22,074,745 22,750,524 SCHOOL BUDGET 42,703,445 43,757,532 45,529,642 47,035,187 48,751,971 VOCATIONAL SCHOOL 377,644 484,178 580,007 671,251 693,644 SHARED EXPENSES DEBT SERVICE 5,564,844 5,817,313 6,052,614 6,512,882 5,358,407 RETIREMENTASSESSMENT 3,759,115 4,071,413 4,369,169 4,763,787 5,189,280 WORKERS COMPENSATION 310,629 329,618 448,834 508,987 473,893 UNEMPLOYMENT 19,692 47,196 63,377 75,000 90,000 GROUP INSURANCE 8,598,806 8,984,873 9,038,458 11,241,433 11,500,000 PAYROLL TAXES 675,868 714,505 751,155 735,000 771,750 POLICE AND FIRE ACCIDENT INS 59,577 57,067 61,082 100,300 98,900 LIABILITY INSURANCE 293,178 388,425 274,018 420,000 420,000 STABILIZATION 625,000 64,412 60,017 159,831 77,656 CAPITAL STABILIZATON 213,000 213,000 350,000 350,000 350,000 TRANSFER TO CAPITAL PROJECTS 223,500 - 114,800 - - TRANSFER TO SPECIAL EDUCAITON STABILIZATION - 750,000 - - - TRANSFER TO OPEB TRUST FUND - 50,000 200,000 75,000 SALARY RESERVE(27th Payroll) - - - DEFICITS(SNOW&ICE) - DEFICITS(OVERLAY,OTHER FUNDS) 1,608 - - - SUBTOTAL EXPENSES 84,281,677 86,223,901 90,071,470 94,848,403 96,601,025 'b'xcfrufm Non-Rpproprup eff b'rpeuwe 0,e,State h ,wne t: &Ov erho Pran e,aann) OVERLAY PROVISIONS 530,315 557,129.61 558,149.51 566,310.21 550,000.00 ASSESSMENTS 436,946 397,195.00 452,360.00 477,667.00 495,189.00 TOTAL GENERAL FUND EXPENSES 85,248,938 87,178,225 91,081,980 95,892,380 97,646,214 BALANCE A VAILABLE GENERAL FUND 2,430,314 5,600,095 2,684,703 250,955 - ENTERPRISE FUNDS WATERRECEIPTS 5,473,594 5,877,756 5,971,016 5,731,607 5,485,124 SEWER RECEIPTS 5,105,946 5,170,622 5,013,378 4,660,231 4,741,484 STEVENS ESTATE RECEIPTS 483,795 528,694 561,372 521,761 546,772 TOTAL RECEIPTS 11,063,335 11,577,072 11,545,767 10,913,600 10,773,380 WATER EXPENSES 5,388,886 4,913,826 4,632,124 5,731,607 5,485,124 SEWER EXPENSES 4,568,674 4,301,932 4,387,383 4,660,231 4,741,484 STEVENS ESTATE EXPENSES 351,794 305,636 471,061 521,761 546,772 TOTAL EXPENSES 10,309,354 9,521,393 9,490,569 10,913,599 10,773,379 BALANCE A VAILABLE ENTERPRISE FUNDS 753,981 2,055,679 2,055,198 - - - 64- TOWN OF NORTH ANDOVER DETAIL EXPENSES FY19 FY 18 Department FY 19 FY15 Actual FY16 Actual FY17 Actual Adopted Requested Town Mgr Recm'd GENERAL GOVERNMENT MODERATOR Salaries 500 750 500 850 500 500 Expense 0 0 0 0 350 350 Total Moderator Budget 500 750 500 850 850 850 SELECTMENT/TOWN MANAGER Town Manager 157,981 158,776 172,298 174,431 189,298 189,298 Assistant Town Manager 48,352 49,565 50,556 54,920 60,950 60,950 Admin Assistant 0 0 0 0 0 0 Confidential Secretary 0 0 0 0 0 0 Executive Assistant 40,266 55.852 56969 58108 59.567 59.567 Selectmen 25,170 25,500 29,925 25,500 25,500 25,500 Other Compensation 9.908 5967 9.990 L363 1.363 11.363 Total Salaries 281,677 295,660 319,738 314,322 336,677 346,677 Expense 55.990 34A42 52.320 40.600 40.600 40.600 Total Selectmen/Town Manager Budget 337,667 330,102 372,058 354,922 377,277 387,277 HUMAN RESOURCES Human Resource Director 81,032 86.573 89.416 90.293 92.434 92.434 HR Benefits Specialist 51,341 55,574 56,969 58,108 59,567 59,567 Other Compensation 1125 2.019 1975 2.325 2.325 2.325 Total Salaries 133,497 144,166 148,360 150,726 154,326 154,326 Expense 10.997 22819 10197 24139 24.916 24.916 Total Human Resources Budget 144,495 166,985 158,557 174,865 179,241 179,241 ASSISTANT TOWN MANAGER Salaries 0 0 0 0 0 0 Other Compensation 0 0 0 0 0 0 Total Salaries 0 0 0 0 0 0 Expense 0 0 0 0 0 0 Total Assistant Town Manager Budget 0 0 0 0 0 0 TOWN ACCOUNTANT Town Accountant 97,877 105,575 107,687 109,840 112,597 112,597 Assistant Town Accountant 46,075 49.054 39.851 55.000 56.381 56.381 Payroll Coordinator 27,611 44,031 4,394 58,262 59,725 59,725 Accounts Payable Clerk 41,131 13,907 5,364 0 0 0 Other Compensation 1275 1928 1.225 2125 2125 2125 Total Salaries 214,968 214,495 158,521 225,228 230,828 230,828 Expense 18.494 20943 26.747 15125 26944 26944 Total Town Accountant Budget 233,462 235,437 185,268 240,353 257,771 257,771 FINANCE COMMITTEE Expense 429 600 446 800 800 800 Total Finance Committee 429 600 446 800 800 800 ASSESSORS Assessor 78,527 80,313 82,108 83,750 85,000 85,000 Assistant Assessors(2) 92,028 94,122 100,338 104,338 108,338 108,338 Department Assistant 3148 32,253 30,663 33,634 35,173 35,173 Board of Assessors 10,000 10,000 1000 1000 1000 1000 Other Compensation 2775 3195 3 940 4 630 3 770 1770 Total Salaries 214,359 219,883 227,049 236,352 242,281 242,281 Expense 98 313 101.792 103.853 106.601 147.668 147.668 Total Assessors Budget 312,672 321,675 330,903 342,953 389,949 389,949 - 65 - FY19 FY18 Department FY19 FY15 Actual FY16 Actual FY17 Actual Adopted Requested Town Mgr Recm'd TREASURER/COLLECTOR Treasurer/Collector 66,893 78,295 66,796 68,233 103,474 103,474 Assistant Treasurer Collector 0 0 0 0 26.753 26.753 Principal Assistant 42,183 26,132 42,780 44,554 45,646 45,646 Department Assistants(2) 76,942 79,268 83,073 85,965 83,706 83,706 Other Compensation 5 657 29.655 3 700 4 950 4 050 4 050 Total Salaries 191.675 213.349 196.349 203.701 263.628 263.628 Expense 115.633 135.416 126.929 134.376 134.376 134.376 Total Treasuer/Collector Budget 307,308 348,765 323,278 338,077 398,004 398,004 LEGAL In House Council 0 0 42.985 68.300 70.855 70.855 Other Compensation 0 0 0 0 960 960 Total Salaries 0 0 42.985 68.300 71.815 71.815 Expense 89.340 102.939 24.885 95.000 92.500 92.500 Total Legal Budget 89,340 102,939 67,870 163,300 164,315 164,315 TOWN CLERK Town Clerk 72,468 73,698 74,936 76,435 78,354 78,354 Assistant Town Clerk 45.488 64.120 49.505 51.505 53.505 53.505 Department Assistant(2) 76,752 59,907 82,446 85,766 87,933 87,933 Registrars 2,335 2,160 2,160 0 0 0 Other Compensation 2 575 9 186 3775 3 425 6 685 6 685 Total Salaries 199.618 209.072 212.823 217.131 226.476 226.476 Expense 107.373 98.350 141.157 77.300 155.850 121.450 Total Town Clerk Budget 306,990 307,422 353,979 294,431 382,326 347,926 CONSERVATION Conservation Administrator 66.940 68.462 69.992 71.392 73.184 73.184 Department Assistant 38,471 41,223 42,140 42,982 37,865 37,865 Other Compensation 1 508 1 350 1 400 1 500 900 900 Total Salaries 106.919 111.035 113.532 115.875 111.949 111.949 Expense 7 441 7 520 5 887 11.350 11.870 11.870 Total Conservation Budget 114,361 118,555 119,419 127,225 123,819 123,819 COMMUNITY DEVELOPMENT Director 95.537 92.094 94.309 96.195 98.610 98.610 Assistant Director 45.486 61.051 5.420 0 0 0 Administrative Assistant 48.691 49.798 30.492 36.350 37.263 37.263 Other Compensation 1 344 1 650 1 425 1 725 1 208 1 208 Total Salaries 191.057 204.593 131.646 134.271 137.080 137.080 Expense 68.992 93.051 101.742 91.450 65.700 55.700 Total Community Development Budget 260,049 297,643 233,388 225,721 202,780 192,780 PLANNING Town Planner 35,737 14,923 66,621 68,234 69,947 69,947 Staff Planner 0 0 47,605 50,260 52,552 52,552 Department Assistant 14,318 51,241 36,205 38,865 41,266 41,266 Other Compensation 0 0 550 600 600 600 Total Salaries 50.055 66.164 150.982 157.959 164.364 164.364 Expense 8 972 7911 8 642 12.700 12.725 12.725 Total Planning Budget 59,027 74,075 159,624 170,659 177,089 177,089 BOARD OF APPEALS Department Assistant 29,115 15,893 17,281 18,289 17,823 17,823 Other Compensation 525 0 0 0 0 0 Total Salaries 29.640 15.893 17.281 18.289 17.823 17.823 Expense 759 839 127 1650 1 563 1 563 Total Board of Appeals Budget 30,399 16,732 17,408 19,939 19,385 19,385 SALARY RESERVE General Government Salary Reserve 0 0 0 0 0 0 Total Salaries 0 0 0 0 0 0 TOTAL GENERAL GOVERNMENT 2,196,697 2,321,682 2,322,696 2,454,094 2,673,609 2,639,209 - 66 - FY19 FY18 Department FY19 FY15 Actual FY16 Actual FY17 Actual Adopted Requested Town Mgr Recm'd PUBLIC SAFETY POLICE DEPARTMENT Chief(1) 133,163 136,031 210,614 139,650 143,237 143,237 Lieutenant(2) 207,721 213,814 108,189 215,746 221,623 221,623 Sergeants(8) 661,778 523,444 704,024 726,461 543,631 543,631 Patrol Officers(29) 1,672,937 1,994,290 1,941,859 1,893,899 2,083,220 2,083,220 Administrative Service Director 73,050 83,639 67,745 68,234 70,632 70,632 Community Service Officer 38,744 6,129 41,873 42,979 44,058 44,058 Administrative Secretary 41,867 42,812 43,778 44,653 45,661 45,661 Department Assistant 38,630 41,223 42,140 42,982 43,966 43,966 Communications Officers(9),Reserve Disp(2) 311,659 461,028 445,318 442,321 479,019 479,019 Holiday Pay 63,075 73,935 64,548 76,914 82,578 82,578 Differential(Disptachers) 14,768 16,242 16,780 18,356 18,556 18,556 Overtime 132,805 157,633 83,526 151,674 512,961 512,961 Holiday Overtime 31,193 27,272 34,274 29,216 0 0 Personal Pay Overtime 19,270 18,807 22,282 17,635 0 0 Vacation Pay Overtime 99,490 69,423 87,145 73,886 0 0 Other Compensation 233,588 196,876 341,131 339,016 67,779 67,779 Total Salaries 3,773,738 4,062,597 4,255,224 4,323,623 4,356,922 4,356,922 Expense 617,711 713,234 688,152 813,840 810,017 799,017 Total Police Budget 4,391,448 4,775,831 4,943,376 5,137,463 5,166,939 5,155,939 FIRE DEPARTMENT Chief 111,489 89,425 118,525 119,768 127,112 127,112 Deputy Fire Chief 0 43,845 0 89,039 60,276 60,276 Lieutenants(9) 649,842 522,741 531,547 645,630 572,202 572,202 Firefighters(44) 2,390,359 2,775,010 2,699,307 2,624,922 2,747,709 2,747,709 Administrative Secretary 41,867 42,812 43,778 44,653 45,661 45,661 Holiday Pay 258,467 187,980 0 268,824 267,700 267,700 Overtime 102,305 159,394 100,721 669,512 669,512 669,512 Personal Pay Overtime 73,454 84,618 81,300 0 0 0 Vacation Pay Overtime 303,622 318,268 319,494 0 0 0 EMT Stipend 165,660 184,359 195,803 212,148 212,537 212,537 Other Compensation 254,383 132,358 460,759 85250 99,013 99,013 Total Salaries 4,351,446 4,540,809 4,551,234 4,760,446 4,801,723 4,801,723 Expense 513,562 520,891 497,495 547,714 555,696 552,296 Total Fire Budget 4,865,008 5,061,700 5,048,728 5,308,160 5,357,418 5,354,018 PUBLIC SAFETY SALARY RESERVE Public Safety Salary Reserve(includes retirements) 27,048 49,589 0 134,417 233,957 233,957 Total Public Safety Reserve Budget 27,048 49,589 0 134,417 233,957 233,957 INSPECTIONAL SERVICES Inspector of Buildings 78,243 86,711 85,205 79,800 84,257 84,257 Building Inspector 55,106 62,065 43,374 56,916 60,095 60,095 Electrical Inspector 52,229 19,953 45,067 42,183 43,241 43,241 Plumbing/GasInspector 27,139 17,819 51,774 42,183 43,133 43,133 Department Assistant 38,630 41,223 42,140 42,982 43,966 43,966 Other Compensation 8 333 45,881 1 225 11,584 11,785 11,785 Total Salaries 259,679 273,652 268,784 275,648 286,477 286,477 Expense 13,817 16,334 15,235 19,700 17,725 15,025 Total Building Inspection Budget 273,496 289,985 284,019 295,348 304,202 301,502 - 67 - FY19 FY18 Department FY19 FY15 Actual FY16 Actual FY17 Actual Adopted Requested Town Mgr Recm'd EMERGENCY MANAGEMENT Director 5,424 5,506 5,533 5,671 5,799 5,799 Other Compensation 0 0 0 0 0 0 Total Salaries 5,424 5,506 5,533 5,671 5,799 5,799 Expense 35,443 33,144 33,491 28,511 43,228 34,677 Total Emergency Management Budget 40,868 38,649 39,024 34,182 49,027 40,476 TOTAL PUBLIC SAFETY 9,597,868 10,215,755 10,315,147 10,909,570 11,111,544 11,085,893 PUBLIC WORKS ADMINISTRATION Director 106,556 107,689 121,385 116,903 127,109 127,109 Operations Manager 44,388 56,596 48,487 47,340 48,529 48,529 Assistant Operations Manager 37,126 37,126 41,369 39,595 40,589 40,589 GIS Analyst 0 0 0 0 0 0 Town Engineer 86,929 88,386 87,815 91,402 93,158 93,158 Staff Engineer 44,912 35,907 55,820 51,437 52,728 52,728 Department Assistant 39,400 42,812 42,134 42,982 45,661 45,661 Administrative Secretary 41,867 41,087 43,778 44,653 43,966 43,966 Other Compensation 3,275 3,575 3,263 3,838 6,438 6,438 Public Works Salary Reserve 0 0 0 0 0 0 Total Salaries 404,452 413,176 444,050 438,151 458,178 458,178 Expense 22,382 25,035 19,522 24,984 26,420 26,420 Total Public Works Admin Budget 426,834 438,212 463,572 463,135 484,598 484,598 STREETS AND SIDEWALKS Senior Foreman 60,765 15,809 58,735 57,277 58,608 58,608 FIMEO 169,611 174,729 172,398 185,336 191,626 191,626 SMEO 84,768 95,182 93,029 114,594 118,158 118,158 Laborer/MEO 19,906 20,941 19,952 21,227 22,455 22,455 Working Foreman 35,646 46,634 35,011 38,517 39,396 39,396 Tree Surgeon 0 0 47,497 46,987 49,968 49,968 Overtime 45,039 25,697 32,844 23,500 25,000 25,000 Other Compensation 0 4 100 15,423 0 5 000 5 000 Total Salaries 415,735 383,091 474,888 487,438 510,210 510,210 Expense 367,939 387,014 471,230 421,455 411,100 411,100 Capital Outlay 39,761 59,642 69,960 60,000 85,000 80,000 Total Streets&Sidewalks Budget 823,435 829,747 1,016,078 968,893 1,006,310 1,001,310 REFUSE AND RECYCLING Senior Foremen 15,281 7,829 15,132 14,307 14,646 14,646 Working Foreman 11,882 28,047 12,730 12,839 13,132 13,132 FIMEO 25,706 19,629 3,090 0 0 0 SMEO 0 12,194 0 0 0 0 Overtime 8,407 11,204 4,871 6,000 6,000 6,000 Other Compensation 0 991 0 0 0 0 Total Salaries 61,275 79,894 35,824 33,146 33,778 33,778 Contract Services 634,086 681,052 656,709 665,600 680,000 680,000 Dumping Fees 503,000 529,601 537,128 595,000 605,000 605,000 Other Expenses 10,373 10,260 9,358 27,710 22,750 22,750 Total Expense 1,147,459 1,220,913 1,203,195 1,288,310 1,307,750 1,307,750 Total Refuse&Recycling Budget 1,208,734 1,300,808 1,239,018 1,321,456 1,341,528 1,341,528 VEHICLE MAINTENANCE Working Foreman 47,154 48,921 48,470 50,631 51,753 51,753 Mechanic 43,120 45,835 46,980 48,169 49,223 49,223 Overtime 4,424 4,039 2,213 500 2,000 2,000 Other Compensation 0 0 0 0 0 0 Total Salaries 94,698 98,795 97,662 99,300 102,976 102,976 Expense 262,495 171,844 164,601 211,900 194,750 194,750 Vehicle 0 115,899 113,912 102,000 78,000 78,000 Total Expense 262,495 287,743 278,513 313,900 272,750 272,750 Total Vehicle Maintenance Budget 357,192 386,538 376,175 413,200 375,726 375,726 - 68 - FY19 FY18 Department FY19 FY15 Actual FY16 Actual FY17 Actual Adopted Requested Town Mgr Recm'd STRUCTURES AND GROUNDS Senior Foreman 14,928 15,913 14,655 14,357 14,671 14,671 Working Foreman 0 0 48,941 50,631 51,753 51,753 Custodian 36,348 39,557 41,946 43,483 44,866 44,866 HMEO 115,190 50,977 73,948 77,249 80,472 80,472 SMEO 20,393 63,981 18,606 22,574 23,527 23,527 Laborer/MEO 9,355 14,464 9,659 10,613 11,002 11,002 Overtime 16,632 11,990 15,456 11,500 11,500 11,500 Other Compensation 7 025 21,074 30,807 10,000 31,504 31,504 Total Salaries 219,872 217,956 254,019 240,407 269,295 269,295 Expense 325,923 351,012 475,274 361,821 352,870 337,070 Total Structures&Grounds Budget 545,795 568,968 729,293 602,228 622,165 606,365 SNOW AND ICE REMOVAL Overtime 222,949 89,283 214,491 95,000 100,000 100,000 Total Salaries 222,949 89,283 214,491 95,000 100,000 100,000 Repairs and Maintenance 69,425 83,109 62,853 45,000 60,000 60,000 Equipment Rental/Lease 1,179,348 245,176 720,105 519,000 470,000 500,000 Telephone 0 47,791 0 15,500 16,200 16,200 Vehicle Fuel 69,053 32,089 37,961 70,000 70,000 70,000 Gravel and Sand 27,698 11,050 9,500 15,000 12,000 12,000 Salt 370,715 262,107 464,313 167,000 200,000 200,000 Other Charges and Expense 7,421 6,754 52,226 8,000 8,000 8,000 Capital Purchases 0 82,850 400,000 0 0 0 Total Expense 1,723,660 770,926 1,746,959 839,500 836,200 866,200 Total Snow Removal Budget 1,946,609 860,209 1,961,449 934,500 936,200 966,200 TOTAL PUBLIC WORKS 5,308,600 4,384,480 5,785,585 4,703,411 4,766,527 4,775,727 HEALTH&HUMAN SERVICES HEALTH DEPARTMENT Public Health Director 70,536 67,832 78,610 81,738 83,789 83,789 Health Inspector 35,507 40,867 45,310 51,498 42,799 42,799 Public Nurse 45,715 48,633 49,468 51,466 51,255 51,255 Department Assistant 35,185 38,876 25,624 31,748 43,966 43,966 Sealer-Weights/Measurers 3,800 4,055 4,075 8,055 4,075 4,075 Other Compensation 9 177 7 853 20,809 2 020 4 820 4 820 Total Salaries 199,920 208,115 223,895.27 226,524.75 230,705 230,705 Expense 5 609 6 672 6 375 7 800 10,675 10,675 Total Health Budget 205,529 214,787 230,271 234,325 241,380 241,380 ELDER SERVICES Director 65,258 66,742 68,234 69,598 71,345 71,345 Program Manager 37,547 38,401 31,586 38,515 40,666 40,666 Outreach Worker 44,556 45,569 17,385 44,508 46,994 46,994 Administrative Secretary 40,307 41,223 42,140 42,982 43,966 43,966 Van Driver 35,882 37,928 38,786 39,561 40,457 40,457 Other Compensation 3 100 3 275 47,371 4 025 4 650 4 650 Total Salaries 226,649 233,138 245,501 239,190 248,079 248,079 Expense 30,591 30,302 31,286 33,823 34,257 49,257 Total Elder Services Budget 257,240 263,440 276,787 273,013 282,336 297,336 YOUTH AND RECREATION SERVICES Director 81,089 82,901 86,024 88,924 91,824 91,824 Support Service Coordinator 36,567 38,994 30,966 39,868 44,586 44,586 Assisstant Director 37,261 38,141 46,176 49,062 50,293 50,293 Social Prgram Coordinator 37,906 38,100 39,911 39,086 43,367 43,367 Program Coordinator 37,906 39,499 39,668 41,064 43,814 43,814 Other Compensation 31,287 22,879 38,352 40,325 40,325 40,325 Total Salaries 262,015 260,514 281,097 298,328 314,209 314,209 Expense 79,816 40,979 29,236 32,722 34,203 34,203 Total Youth&Recreation Budget 341,832 301,493 310,333 331,050 348,411 348,411 - 69 - FY19 FY18 Department FY19 FY15 Actual FY16 Actual FY17 Actual Adopted Requested Town Mgr Recm'd VETERANS SERVICES Director 50,313 78,425 52,589 53,581 54,127 54,127 Assitant Director 41,745 14,584 12,672 18,176 18,611 18,611 Graves Officer 450 0 900 0 0 0 Other Compensation 1,650 1 609 5 704 0 0 0 Total Salaries 94,159 94,618 71,865 71,757 72,739 72,739 Veterans Benefits 278,588 247,524 234,658 325,000 325,000 325,000 All Other Expenses 16,384 14,248 14,234 16,730 16,730 16,730 Total Expense 294,972 261,772 248,893 341,730 341,730 341,730 Total Veterans Budget 389,130 356,389 320,758 413,487 414,469 414,469 SALARY RESERVE Health and Human Services Salary Reserve 0 0 0 0 0 0 Total Salaries Reserve 0 0 0 0 0 0 TOTAL HEALTH AND HUMAN SERVICES 1,193,731 1,136,109 1,138,148 1,251,875 1,286,595 1,301,595 CULTURE AND RECREATION STEVENS MEMORIAL LIBRARY Director 89,680 76,638 78,264 79,830 81,833 81,833 Assistant Director 27,562 26,540 57,431 55,869 57,833 58,517 Reference Librarian 76,602 57,049 54,124 76,862 84,408 84,408 Head of Reference 51,168 48,073 0 0 0 0 Head of Circulation 48,914 42,412 71,984 46,463 49,443 49,443 Head of Youth Services 51,461 30,611 53,491 54,601 55,832 55,832 Assistant to Youth Services 4,541 0 0 0 0 0 Library Assistant 64,395 69,851 6,323 7,001 7,596 7,596 Library Assistant-Technology 7,587 19,829 24,966 0 0 0 Adult Library Assistant 25,202 54,754 57,651 52,882 55,414 55,414 Head of Children Services 0 49,403 49,403 CR Library Assistant 74,648 39,507 88,732 89,567 97,871 97,871 Electronics Resources 23,482 22,988 25,959 24,766 16,778 16,778 Senior Custodian 41,466 42,776 40,463 55,667 46,561 46,561 Teen Librarian 0 0 10,186 39,462 0 0 Early Literacy Children Librarian 0 0 37,008 41,045 46,796 46,796 Technical&Reference Librarian 0 0 0 21,940 46,796 46,796 Shared Postion w/School 0 0 32,032 21,988 21,516 21,516 Other Compensation 41,465 70,245 82,074 81,125 70,995 72,677 Salary Reserve 0 0 0 0 0 0 Total Salaries 628,172 601,273 720,690 749,068 789,078 791,444 Expense 266,691 284,150 270,383 293,089 294,778 293,078 Total Library Budget 894,863 885,422 991,073 1,042,157 1,083,856 1,084,521 TOTAL CULTURE AND RECREATION 894,863 885,422 991,073 1,042,157 1,083,856 1,084,521 SUPPORT SERVICES AUDITING Expense 58,580 54,080 54,600 55,000 55,000 55,000 Total Budget 58,580 54,080 54,600 55,000 55,000 55,000 PURCHASING Purchasing Director 48,351 49,248 52,808 54,920 130,950 130,950 Payroll Coordinator 0 0 52,726 0 0 0 Other Compensation 413 413 40,055 763 33,243 33,243 Total Salaries 48,764 49,661 145,589 55,683 164,192 164,192 Expense 935 661 3 208 6 180 3 180 3 180 Total Admin Suppor Budget 49,699 50,321 148,797 61,863 167,372 167,372 INFORMATION TECHNOLOGY IT Director Town 86,944 104,935 108,225 110,389 113,160 113,160 Network Engineer 37,809 63,521 67,427 68,775 70,502 70,975 IT Director School 40,796 41,000 41,000 41,000 68,251 68,251 IT Support(5) 274,230 260,289 321,104 327,179 337,382 337,382 Other Compensation 1,050 2 100 3 425 3 925 3 325 3 325 Total Salaries 440,828 471,845 541,180 551,269 592,619 593,093 Expense 819,761 665,688 704,880 725,894 728,565 728,565 Total Information Technology Budget 1,260,589 1,137,533 1,246,060 1,277,163 1,321,184 1,321,658 - 70 - FY19 FY18 Department FY19 FY15 Actual FY16 Actual FY17 Actual Adopted Requested Town Mgr Recm'd FACILITY MANAGER Facilities Manager 88,001 90,003 92,014 93,854 96,210 96,210 Maintenance Facilities Manager 74,018 75,702 77,393 78,941 80,923 80,923 Other Compensation 0 0 550 600 1 200 1 200 Total Salaries 162,019 165,704 169,957 173,396 178,333 178,333 Expense 133,128 138,527 162,370 146,217 146,217 141,217 Total Facilities Budget 295,147 304,231 332,327 319,613 324,550 319,550 SALARY RESERVE Support Services Salary Reserve 0 0 0 0 0 0 Total Salaries Reserve 0 0 0 0 0 0 TOTAL SUPPORT SERVICES 1,664,015 1,546,166 1,781,784 1,713,638 1,868,106 1,863,580 SHARED COST-NON DEPARTMENTS DEBT SERVICE Long Term Principal-Excluded 1,485,000 1,700,000 1,745,000 1,795,000 585,000 585,000 Long Term Interest-Excluded 289,775 236,388 177,516 116,606 74,559 74,559 Long Term Principal-Non Excluded 3,098,967 3,085,624 3,318,902 3,590,999 3,680,679 3,680,679 Long Term Interest-Non Excluded 688,132 795,301 811,196 1,010,276 1,018,169 1,018,169 Short Tenn Interest-Non Excluded 2,970 0 0 0 0 0 Total Debt Budget 5,564,844 5,817,313 6,052,614 6,512,882 5,358,407 5,358,407 UNCLASSIFIED-SHARED COST Workers Comp 310,629 329,618 448,834 508,987 479,200 473,893 Unemployment Compensation 19,692 47,196 63,377 75,000 90,000 90,000 Payroll Taxes 675,868 714,505 751,155 735,000 771,750 771,750 Police and Fire Accident Insurance 59,577 57,067 61,082 100,300 98,900 98,900 Total Unclassified-Shared Cost 1,065,766 1,148,385 1,324,447 1,419,287 1,439,850 1,434,543 RETIREMENT Retirement Assessment 3,759,115 4,071,413 4,369,169 4,763,787 5,189,280 5,189,280 Total Retirement 3,759,115 4,071,413 4,369,169 4,763,787 5,189,280 5,189,280 HEALTHINSURANCE Health Insurance 8,598,806 8,984,873 9,038,458 11,241,433 11,500,000 11,500,000 Total Health Insurance 8,598,806 8,984,873 9,038,458 11,241,433 11,500,000 11,500,000 LIABILITY INSURANCE Liability Insurance 293,178 388,425 274,018 420,000 420,000 420,000 Total Liabilbity Insurance 293,178 388,425 274,018 420,000 420,000 420,000 CAPITAL AND RESERVES Transfer to Stabilization 625,000 64,412 60,017 159,831 0 77,656 Transfer to Capital Stabilization 213,000 213,000 350,000 350,000 0 350,000 Transfer to Capital Projects 223,500 0 114,800 0 0 0 Transfer to Special Education Stabilization 0 750,000 0 0 0 0 Transfr to OPEB Trust Fund 0 0 50,000 200,000 75,000 75,000 Salary Reserve(27th Pay) 0 0 0 0 0 0 Deficits(Overlay) 1,608 0 0 0 0 0 Deficits(Snow and Ice) 0 0 0 0 0 0 Deficits(Revolving Funds,Chpt 90) 0 0 0 0 0 0 Deficits(Stevens Estate) 0 0 0 0 0 0 Total Capital and Reserves 1,063,108 1,027,412 574,817 709,831 75,000 502,656 TOTAL SHARED-NON DEPARTMENTAL COST 20,344,816 21,437,821 21,633,524 25,067,220 23,982,537 24,404,886 - 71 - FY19 FY18 Department FY19 FYI Actual FY16 Actual FY17 Actual Adopted Requested Town Mgr Recm'd EDUCATION NA Public School 41,848,445 43,757,532.40 45,528,357 47,035,187 48,751,971 48,751,971 All Day Kindergarten 680,000 0 0 0 0 0 Special Education 175,000 0 0 0 0 0 N A School Building Conuruttee 0 0 0 0 0 0 Regional Vocational Tech School Assessment 297,571 347,896 423,527 447,859 470,252 470,252 Essex County Agricultural Tech Assessment 80,073 136,282 156,480 223,392 223,392 223,392 TOTAL EDUCATION 43,081,089 44,241,710 46,108,364 47,706,438 49,445,615 49,445,615 "TOTAL GENERAL FUND BUDGET 84,281,677 86,169,147 90,076,321 94,848,403 96,218,388 96,601,025 I�odlfdic,ion Al)11i(1)1iated I�,J)iclwc, ix,Sial C'ta,„m"1t, rrl otal 17,1'1) 1 ov,1 1Wd��cl in hid17�,Stat C A"C"111101t,5 19S 1 39 and �)v111aa I'inoi,in17,iSS0.000 5'17616.2I-6 STATE ASSESSMENTS(Cherry Sheet) Special Education 18,904 17,668 12,639 12,537 13,144 13,144 Mosquito Control 91,677 91,843 92,257 94,641 94,629 94,629 Retired Teachers Health Ins>rance 0 0 0 0 0 0 Air Pollution Control 9,195 9,394 9,629 9,696 9,696 9,696 Regional Transit 185,331 191,505 192,676 218,300 218,300 218,300 RMV Non Renewal Surcharge 18,580 18,580 20,240 20,240 20,240 20,240 School Choice 5,243 0 45,069 34,100 46,304 46,304 Charter School Assessment 108,016 68,205 79,850 88,153 92,876 92,876 Essex County Agricultural Assessment 0 0 0 0 0 0 Total State Assessments 436,946 397,195 452,360 477,667 495,189 495,189 OVERLAY PROVISIONS Overlay 530,315 557,130 542,531 566,310 550,000 550,000 Total Overlay Provisions 530,315 557,130 542,531 566,310 550,000 550,000 - 72 - FY19 FY18 Department FY19 FY15 Actual FY16 Actual FY17 Actual Adopted Requested Town Nlgr Recm'd ENTERPRISE FUNDS WATER ENTERPRISE FUND Administrative Secretary 37,254 38,262 32,386 40,009 41,515 41,515 Asst Operations Manager 37,126 40,132 41,369 39,595 40,589 40,589 Asst WTP Superintendent 49,638 51,458 0 0 0 0 Electrician 14,582 0 13,614 14,763 15,166 15,166 Foreman 35,905 15,913 37,100 38,592 39,434 39,434 Head Meter Reader 0 30,267 42,300 43,353 44,934 44,934 HMEO 16,794 20,303 21,478 21,174 22,528 22,528 Laborer 38,017 38,073 39,001 42,453 44,233 44,233 Lab Director 39,189 0 38,729 60,814 67,026 67,026 Mechanic 44,486 117,604 42,117 44,900 46,042 46,042 Meter Reader 86,020 44,385 74,396 72,331 85,881 85,881 O/M Chief 48,169 29,492 54,484 52,555 71,626 71,626 Operations Manger 22,194 17,100 22,169 23,670 0 0 Senior Foreman 14,928 0 14,655 14,357 14,671 14,671 Senior Water Analyst 0 0 0 46,000 48,000 48,000 SMEO 32,370 0 0 0 0 0 Staff Engineer 14,971 13,561 25,784 34,292 62,679 62,679 WTP Operator 241,380 226,806 243,718 243,017 226,557 226,557 WTP Superintendent 91,051 65,197 68,864 70,242 72,005 72,005 Overtime 83,697 62,267 73,906 51,500 60,000 60,000 Other Compensation 10,365 48,708 27,533 10,089 8 818 8 818 Total Salaries 958,135 859,528 913,603 963,705 1,011,702 1,011,702 Expense 1,229,490 1,213,795 1,274,543 1,585,876 1,605,457 1,605,457 Debt Service 1,700,551 1,282,276 1,022,670 999,561 998,750 998,750 Transfer to Capital 600,000 635,000 475,000 1,212,500 875,000 875,000 Indirect Cost 900,710 923,227 946,308 969,966 994,215 994,215 Total Water Enterprise Budget 5,388,886 4,913,826 4,632,124 5,731,607 5,485,124 5,485,124 SEWER ENTERPRISE FUND Administrative Secretary 37,254 34,723 43,484 40,009 41,515 41,515 Asst Operations Manager 0 0 0 0 0 0 Asst WTP Superintendent 16,546 44,319 0 16,724 0 0 Electrician 43,146 0 40,872 44,288 45,499 45,499 Foreman 12,152 26,334 12,088 12,864 13,145 13,145 HMEO 18,404 16,058 19,723 21,556 22,703 22,703 Laborer 9,953 14,351 9,965 10,613 11,227 11,227 Mechanic 129,177 119,038 141,843 128,296 138,127 13 8,12 7 O/M Chief 16,056 35,418 8,312 17,518 0 0 Operations Manger 22,194 17,100 22,169 23,670 24,264 24,264 Senior Foreman 14,928 15,913 14,655 14,357 14,671 14,671 SMEO 10,790 6,875 1,437 0 0 0 WTP Operator 0 0 0 0 0 0 WTP Superintendent 30,337 21,732 22,955 23,414 24,002 24,002 StafEngineer 0 5,596 0 0 0 0 Meter Reapir Craftsmen 0 11,995 11,995 Overtime 25,006 14,541 27,305 36,000 36,000 36,000 Other Compensation 950 1 081 3 101 1 006 1 031 981 Total Salaries 386,892 373,078 367,907 390,315 384,178 384,128 Expense 257,685 183,242 267,114 309,420 322,862 310,895 Debt Service 1,956,938 1,741,110 1,319,713 1,304,042 1,080,074 1,080,074 Sewer Assessment 1,543,296 1,490,042 1,837,329 2,100,000 2,398,522 2,398,522 Transfer to Capital 0 80,000 150,000 100,000 100,000 100,000 Indirect Cost 423,863 434,460 445,321 456,454 467,866 467,866 Total Sewer Enterprise Budget 4,568,674 4,301,932 4,387,383 4,660,231 4,753,501 4,741,484 STEVENSESTATE Director 62,838 53,371 64,670 60,863 62,391 62,391 Other Compensation 70,149 65,591 74,629 90,579 109,987 109,987 Total Salaries 132,987 118,962 139,299 151,442 172,378 172,378 Expense 171,186 137,862 281,730 182,950 185,590 175,090 Indirect Cost 47,622 48,812 50,032 77,369 79,303 79,303 Transfer to Capital 0 0 125,000 110,000 120,000 120,000 Total Stevens Estate Budget 351,794 305,636 471,061 521,761 557,272 546,772 TOTAL ENTERPRISE FUNDS 10,309,354 9,521,393 9,490,569 10,913,599 10,795,896 10,773,379 *TOTAL ALL FUNDS 94,591,031 95,690,539.89 99,566,890.19 105,762,002.12 107,014,284.31 107,374,404.50 *Excludes Non Appropriated Expenses(i.e.State Assessments & Overlay Provisions) - 73 - FY18-ADOPTED FY 19-EST FY20-EST FY21-EST FY22-EST FY23-EST REVENUES Property Taxes $ 70,488,727 $ 73,139,893 $ 75,634,640 $ 78,191,756 $ 80,812,800 $ 83,499,370 New Growth $ 600,000 $ 650,000 $ 650,000 $ 650,000 $ 650,000 $ 650,000 Debt Exclusion $ 1,842,680 $ 590,633 $ 345,549 $ 334,899 $ 309,474 $ 309,474 Total Tax Revenue $ 72,931,408 $ 74,380,526 $ 76,630,189 $ 79,176,655 $ 81,772,274 $ 84,458,844 Local Receipts $ 9,986,936 $ 10,341,216 $ 10,651,452 $ 10,970,996 $ 11,300,126 $ 11,639,130 State Aid $ 10,645,569 $ 10,805,038 $ 11,075,164 $ 11,352,043 $ 11,635,844 $ 11,926,740 Total Operating Revenue! $ 93,563,913 $ 95,526,781 $ 98,356,805 $101,499,694 $104,708,244 $108,024,714 Operating Transfers/OthE $ 1,652,326 $ 1,691,777 $ 1,734,072 $ 1,777,423 $ 1,821,859 $ 1,867,405 Total Revenue $ 95,216,238 F$ 97,218,557 $100,090,877 $103,277,117 $106,530,103 $109,892,120 EXPENSES General Government $ 4,740,071 $ 4,961,792 $ 5,110,645 $ 5,263,965 $ 5,421,884 $ 5,584,540 Group Health $ 11,249,488 $ 11,466,262 $ 12,211,569 $ 13,066,379 $ 13,981,025 $ 14,959,697 Other Personnel Benefits $ 6,183,074 $ 6,700,554 $ 7,303,604 $ 7,960,929 $ 8,677,412 $ 9,458,379 Other Non-Departmental $ 2,168,918 $ 2,171,890 $ 2,280,484 $ 2,394,509 $ 2,514,234 $ 2,639,946 Debt Service $ 6,512,882 $ 5,351,178 $ 5,440,608 $ 5,720,297 $ 5,427,521 $ 5,747,275 Public Works $ 4,703,411 $ 4,868,031 $ 5,038,412 $ 5,214,756 $ 5,397,273 $ 5,586,177 Schools $ 47,035,187 $ 48,751,971 $ 50,458,290 $ 52,224,330 $ 54,052,182 $ 55,944,008 Support Services $ 1,713,638 $ 1,765,047 $ 1,817,999 $ 1,872,539 $ 1,928,715 $ 1,986,576 Public Safety $ 10,909,570 $ 11,291,404 $ 11,686,604 $ 12,095,635 $ 12,518,982 $ 12,957,146 Total Expenses $ 95,216,238 $ 97,328,130 $101,348,215 $105,813,338 $109,919,228 $114,863,746 Surplus/(Deficit) $ (0) $ (109,573) $ (1,257,338) . $ (2,536,220) $ (3,389,125) $ (4,971,626) FACILITIES MASTER t PLAN i IIS i �i�ii IIIIIIIIIIIIIII l r Public Works Administration Building Under Construction scheduled to open February 2018 0 a v M 00 r/ r f FY19 CAPITAL IMPROVEMENT PROGRAM - 75 - - 76 - Town of North Andover Office of the Town Manager North Andover Town Hall r� j�ij11, AD ,,f,, 120 Main Street `' fit ti�� `1w�lgi � � i i y✓,s.,.kVIIN I �YUj1 .';'ii in North Andover, MA 01845 am ay]or*north andovermaagov Andrew W Maylor Telephone (978)688-9510 Town Manager Fax (978)688-9556 December 11, 2017 Chairman DeCologero 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 review and consideration the Town Manager's recommended Capital Improvement Plan (CIP) for the General Fund and the Town's Enterprise Funds for FY19 through FY23. The evaluation of FY19 CIP requests remains consistent with the process of prior years in that each project is rated and scored based upon accepted ranking criteria. In continuation of the Town's common goal to continue to implement practices which will result in establishing a sustainable municipality and ensure the stewardship of town assets, this CIP requests 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 CIP to compel division directors/department heads to think beyond the immediate term and focus on mid-range needs as well. The CIP requests funding for roadway and sidewalk improvements, Facilities Master Plan, various rolling stock, replacement of both police and fire portable radios, playground improvements, information technology enhancements, and annual building maintenance. Consistent annual capital investments in each of these categories will prevent the Town from returning to the days of deferred maintenance and reactionary responses to proposed projects. The recommended CIP includes funding in FY19 in the amount of $750,000 for pedestrian/vehicle access improvements for the school/recreation complex at Main Street and Chickering Road. The construction of the new Kindergarten Center, as a component of the Early Childhood Center, as well as the planned development of the Middle School Athletic Fields &Recreational Complex will require design and realignment of access and egress points to the complex along with parking reconfigurations. The Kindergarten Center is anticipated to open for the 2018/2019 school year. The development of the Athletic Fields &Recreational Complex will be a multi-phased construction project over a two or three year period. A majority of the contemplated enhancements will be on the property itself but there will need to be vehicle access/egress improvements on Chickering Road that will be coordinated with, reviewed, and approved by MassDOT. - 77 - The Town will continue to remain focused on controlling debt service as a percentage of operating revenue. Historically,for the General Fund,the target has been at or below 5.00%unless circumstances arise, such as increased interest rates. The recommended General Fund CIP for FY19 results in a debt service to revenues percentage of 4.70%, which is lower than FYI when that percentage was 4.82%. For three of the five years of this plan the percentage is slightly above the target, but within very reasonable limits. This is primarily due to reasonable inflationary increases in the costs associated with the Facilities Master Plan and the recommendation we build a larger stand-alone senior center. We will remain focused on controlling debt service costs and may recommend in future CIPs the use of one- time revenues to meet our target. This plan continues the practice of "pay-as-you-go" funding of capital projects costing less than $50,000. The recommended 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 $25,000 minimum standard in the Town's policy for a project to qualify as a CIP item is appropriate, continuing the practice of"pay-as-you-go"when the budget allows is a sound financial practice. The targeted debt service to revenues percentage for the past few years for the Water and Sewer Enterprise Funds has been between 25% - 28%. Consciously incurring less debt during the past few years has also resulted in increased retained earnings, which in turn are used to increase "pay-as-you- go" capital spending in these Funds, mitigating the amount of debt even further. For FY19, the Sewer Enterprise Fund is projected to have a debt service to revenue percentage of 24.8% while the Water Enterprise Fund will be at 21.2%. For the remaining four years of this recommended CIP, the debt service to revenue ratios for both the Water and Sewer Enterprise Funds are projected to continue below the target levels which provides the Town with flexibility if an unanticipated project is required. With its' ongoing positive financial condition, all Stevens Estate projects recommended in FY19, 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 includes information on other sources of funding that are used for projects, such as state funded Chapter 90 dollars to be used to improve roadways, Capital Stabilization Fund, and the use of retained earnings for various Enterprise Fund projects. For FY19, the CIP includes $1,000,000 from "Free Cash" (retained earnings). The Town's ability to use General Fund retained earnings in this way is a reflection of our progress in building reserves during the past number of years. The recommended CIP for FY19 through FY23 calls for total funding during the five year period of $36,592,470 with $29,657,470 of this total dedicated to General Fund projects, $4,550,000 for projects in the Water Enterprise Fund, $1,990,000 for the Sewer Enterprise Fund projects, and $395,000 for Stevens Estate projects. Of this amount, $11,525,000 will be funded from outside sources, with the remaining $25,067,470 being bonded for periods ranging from five (5) years to twenty (20) years depending on the type of project or equipment. For FY19, General Fund Projects have a total cost of$8,986,807 ($7,166,807 net of outside sources). The Water Enterprise Fund requests for FY19 total $875,000, all of which will be funded by retained earnings. The Sewer Enterprise Fund recommendation is $100,000, which will also be funded by retained earnings per the Town's Financial Reserve Policy. - 78 - Funding of the approved Facilities Master Plan continues through FY19.With the opening of the Public Works Administration Building next month, the Town has now completed five of the seven phases of the Plan. The FY19 appropriation request includes funding for the construction of a new stand-alone Senior Center and the recommendation from the school department to reprogram funding for the Atkinson roof to the Kindergarten project. During this CIP five-year period, the Town will also plan for Facilities Master Plan II and fund the first two projects identified in that plan. The Town's continued commitment for street and sidewalk improvements and repairs is reflected with $6,505,000 recommended in this CIP. The Capital Stabilization Fund, established several years ago, will allow for the addition of a carport and storage building for the Police Department in FY20. In addition to the modification of the Facilities Master Plan in FY19, the most notable changes to this CIP, when compared to the previous five-year plan, is the funding of$750,000 for pedestrian/vehicle access improvements for the school/recreation complex at Main Street and Chickering Road(explained above). This Five-Year Capital Plan is at the heart of our commitment to be stewards of the community we are fortunate to serve. Our goal during the past 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 infrastructure investments so as not to adversely impact service levels. The FY19 through FY23 CIP continues to embrace 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 instrumental assistance in developing the CIP. Both Lyne and I are available to respond to any question(s) or requests for information that you may have. Sincerely, Andrew W. Maylor Town Manager - 79 - 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- year Capital Improvement Program(CIP). The Town's annual program"Building for the Future"FY2018-2022 follows the planning framework established in last year's documents and sets forth North Andover's 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-term improvements to the Town's infrastructure and facilities and provides a program for prioritizing, scheduling and funding. It is comprised of two parts: a capital budget,which is the upcoming fiscal year's 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 A capital improvement program is a fiscal planning tool that documents the Town's capital asset needs, ranks 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. The CIP is a composite of the Town's capital needs,tempered by current and future financial capability. 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: - 80 - ♦ 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. - 81 - 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; ♦ Project requests are solicited and entered into the Town's CIP automated software system; ♦ 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; ♦ Finance Committee hold public hearings on the Town Manager's recommendations: ♦ 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 "Program Categories". - 82 - 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(Roiling) —All equipment that meets the definition of a capital project item that is capable of self- propulsion from one location to another. Equipment (Non-roiling) —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 "Equipment (rolling)". If the item is a piece of equipment that is intended to be permanently installed in a building such as an air conditioner or a furnace,that item should be classified under`Building". 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's financial capabilities. To this end the Town will follow the same system utilized in last year's program that seeks to numerically rate 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 �/z 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 - 83 - capital plan, the information provided in the subsequent years is not so much to provide as a formal "pecking order",but instead to identify trends far enough in advance to address problems in a rational and timely 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 the Town's net revenues.Net debt and net revenue represents the total debt service/revenue less amounts authorized as excluded from proposition 2 �/z 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. Also consistent with this methodology some "major"projects were placed in outlying years regardless of manager and departmental ranking and certain large scale projects may require a proposition 2�/z 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. - 84- Revenue Summary Actual Budget Projected Projected Projected FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Property Taxes(Net of Debt Exclusions) 67,354,000 71,088,727 73,789,893 76,284,640 78,841,756 Debt Exclusions 1,853,589 1,842,680 590,633 345,549 334,899 Tax Title 438,937 0 0 0 0 Local Receipts 11,212,349 9,986,936 10,341,216 10,651,453 10,970,997 State Aid (Cherry Sheet) 10,579,576 10,645,569 10,805,038 11,075,164 11,352,043 State Aid (MSBA) 0 0 0 0 0 Interfund Operating Transfers 1,588,365 1,652,326 1,691,777 1,734,072 1,777,423 Reserves and One Time Revenues 215,165 0 0 0 0 Free Cash 524,817 659,831 0 0 0 Total All Revenue 93,766,799 95,876,070 97,218,557 100,090,877 103,277,117 General Fund Obligation Debt Service 6,052,614 6,560,777 4,823,948 4,078,817 3,847,003 PN Authorized CIP Unissued 0 0 527,231 504,188 483,038 Less GLSD Credit for Police Station Debt -146,703 -148,537 -150,394 -152,273 -154,177 Less School Comm. Programs to Pre- School Debt 0 0 0 0 Less Esco Project Debt Service 0 0 0 0 0 Subtotal 5,905,911 6,412,241 5,200,785 4,430,731 4,175,864 Additional BAN (HS)net of premiums (Int) 0 0 0 0 0 Additional High School Debt Service 0 0 0 0 0 New Excluded CIP 0 0 0 0 0 New Non-Excluded CIP 0 0 0 984,054 1,392,346 Total Debt Service 5,905,911 6,412,241 5,200,785 5,414,785 5,568,209 Less: Debt Exclusions (Existing and Proposed) 1,922,516 1,911,606 659,559 414,475 403,825 -Excluded SBA Reimbursement 0 0 0 0 0 -Debt Exclusion Adjustment 0 0 0 0 0 -SBA State Reimb-interest on H/S -68,926 -68,926 -68,926 -68,926 -68,926 -Bond Premium Net Exclusions 1,853,589 1,842,680 590,633 345,549 334,899 Total Debt Service 5,905,911 6,412,241 5,200,785 5,414,785 5,568,209 Less: Debt Exclusions -1,922,516 -1,911,606 -659,559 -414,475 -403,825 Net Debt Service ( Non Excluded Debt)-less credits glsd&Sch 3,983,396 4,500,634 4,541,226 5,000,310 5,164,384 Increase of Net Debt Service over PY 247,363 517,239 40,591 459,084 164,074 Estimated Total Revenue 93,766,799 95,876,070 97,218,557 100,090,877 103,277,117 Less: Reserves and One Time Revenues -215,165 0 0 0 0 Debt Exclusions -1,922,516 -1,911,606 -659,559 -414,475 -403,825 Free Cash -524,817 -659,831 0 0 0 Non-excluded SBA 0 0 0 0 0 Net Revenue 91,104,301 93,304,633 96,558,998 99,676,402 102,873,292 Net Debt Ratio 4.37% 4.82% 4.70% 5.02% 5.02% - 85 - TOWN OF NORTH ANDOVER CAPITAL IMPROVEMENT PROGRAM SUMMARY OF FY19 RECOMMENDED CAPITAL IMPROVEMENT PROJECTS IFY19 IFY19 Town Department Manager Funding Purpose Request Recm'd Sources Other Funding Sources Town Manager/Selectmen Facilities MasterPlan Implementation 5,964,500 5,964,500 Bond Free Cash Pedestrian/VehcileAccess Improvements 750,000 750,000 Bond Playground Improvements (Townwide) 50,000 50,000 Bond 6,764,500 6,764,500 Information Technology Municipal IT(FY18-FY22) 50,000 50,000 Bond 50,000 50,000 Public Safety Police New Motorola officer assigned portable radios 247,307 247,307 Bond 247,307 247,307 Public Works Roadway Improvements (FY19-FY23) 1,230,000 1,230,000 Bond State Chp 90 Funding Sidewalks Reconstruction(FY19-FY23) 75,000 75,000 Bond Equipment 6 WheelDump Truck 185,000 185,000 Bond Equipment Backhoe 110,000 110,000 Bond 1,600,000 1,600,000 Facilities Building Maintenance(FY19-Fy23) 225,000 225,000 Bond 225,000 225,000 Education School IT(FY19-FY23) 100,000 100,000 Bond 100,000 100,000 Total General Fund Capital Projects 8,986,807 8,986,807 Water Chemical Storage Tank and Feed System Improvements 370,000 370,000 R/A Water Fund-Retained Earnings Water Main Replacement 400,000 400,000 R/A Water Fund-Retained Earnings Water Distribution Truck 105,000 105,000 R/A Subtotal Water 875,000 875,000 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 Improvements 45,000 45,000 R/A Stevens Estate-RetainedEaringins Main House Boiler&Plumbing Improvements 75,000 75,000 R/A Stevens Estate-RetainedEaringins 120,000 120,000 Total Enterprise Fund Capital Projects 1,095,000 1,095,000 Total All Capital Projects 10,081,807 10,081,807 I('sS Ili°dpi ii n ed EA iris a in gS I ess ChalAvir90 111n(iing S?II,III:II:I) ?IJ,I:I I:II:I) Total Projected Bond Issue 7,166,807 7,166,807 - 86 - GENERAL FUND CAPITAL PROJECT- FIVE YEAR SUMMARY Project Name Division Borrowing Year 1 Year 2 Year 3 Year 4 Year 5 Total Years FY19 FY20 FY21 FY22 FY23 GENERL FUND 5 YEAR CIP Facilities Master Plan Implementation 2019 Town Mgr 20/Free Cash $5,964,500 $5,964,500 Pedestrian/Vehicle Access Improvements Town Mgr 5 $750,000 $750,000 Facilities Master Plan II Town Mgr 20 $50,000 $200,000 $2,625,000 $6,415,000 $9,290,000 Playground Improvements(Townwide) Town Mgr 10 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Municipal IT(FY19-FY23) Information Tech 5 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 New Motorola Officer Assigned Portable Radios Police 5 $247,307 $247,307 Vehicle Carport&Storage Garage Police 10 5420,000 $420,000 Engine Truck Fire 5 5660,000 $700,000 $1,360,000 APX 6000X Portable Radios Fire 5 $160,663 $160,663 Ambulance Replacement Fire 10 $300,000 $300,000 Fire Safety House Trailer and Training Fire 5 $165,000 $165,000 Vehicle Carport Fire 10 $136,000 $136,000 Roadways Improvements(FY19-FY23) Public Works 5 $1,230,000 $1,160,000 $1,280,000 $130,000 $130,000 $6,130,000 Sidewalks Reconstruction(FY19-FY23) Public Works 10 $75,000 $75,000 $75,000 $75,000 $75,000 $375,000 Equipment 6 Wheel Dump Truck Public Works 10 $185,000 $200,000 $200,000 $585,000 Equipment Backhoe Public Works 10 $110,000 $110,000 Culvert Replacement Public Works 10 $300,000 $300,000 Building Maintenance(FYI9-FY23) Public Works 5 $225,000 $225,000 $225,000 $225,000 $225,000 $1,125,000 Library Parking Expansion Public Works 10 $89,000 $89,000 School IT(FYI 9-FY23) Facilities 5 $100,000 $200,000 $200,000 $200,000 $200,000 $900,000 District Wide Paving School 10 $150,000 $150,000 $150,000 $150,000 $600,000 School Drainage School 10 $50,000 $50,000 $50,000 $150,000 TOTAL GENERAL FUND $8,986,807 $3,200,663 $2,869,000 $5,655,000 $8,946,000 $29,657,470 ENTERPRISE FUND CAPITAL PROJECTS - FIVE YEAR SUMMARY Project Name Division Borrowing Period Year 1 Year 2 Year 3 Year 4 Year 5 Total or FY19 FY20 FY21 FY22 FY23 Retained Earnings WATER ENTERPRIS E FUND 5 YEAR CIP Chemical Storage Tanks&Feed System Water Retained Earnings 370,000 420,000 $790,000 Water Main Replacement Water Retained Earnings 400,000 $400,000 Water Distribution Truck Water Retained Earnings 105,000 $105,000 Bradford Standpipe Mixer Water Retained Earnings 150,000 $150,000 Valve&Hydrant Replacement Water Retained Earnings 100,000 100,000 $200,000 V,/TP Backwash Tank Extension Water I Oyrs/Retained Earnings 325,000 1,400,000 $1,725,000 Sedimentation Basin Improvements Water Retained Earnings 300,000 450,000 $750,000 V,/TP Lab Renovations Water Retained Earnings 50,000 50,000 50,000 $150,000 V,/TP New Sludge Collections System Water Retained Earnings 180,000 $180,000 Interconnections Water Retained Earnings 100,000 $100,000 TOTAL WATER $875,000 $995,000 $1,930,000 $700,000 $50,000 $4,550,000 o0o SEWER ENTERPRIS E FUND 5 YEAR CIP Improvements to various Sewer Pump Station Sewer Retained Earnings $100,000 $100,000 $250,000 $250,000 $100,000 $800,000 Sewer Collections System Improvements Sewer Retained Earnings $100,000 $100,000 $100,000 $100,000 $400,000 Sewer Jet Truck Sewer Retained Earnings $400,000 $400,000 Utility Truck Sewer Retained Earnings $90,000 $90,000 Osgood Street Sewer Preliminary Design Sewer Retained Earnings $300,000 $300,000 TOTAL SEWER $100,000 $200,000 $350,000 $1,050,000 $290,000 $1,990,000 STEVENS ESTATE ENTERPRIS E FUND 5 YEAR CIP Main House Improvements Stevens Retained Earnings 45,000 $45,000 Main House Boiler&Plumbing Stevens Improvements Retained Earnings 75,000 $75,000 Main House Bathroom Improvements Stevens Retained Earnings 125,000 $125,000 Main House Envelope&Finish Improvement Stevens Retained Earnings 75,000 75,000 $150,000 TOTAL STEVENS ESTATE $120,000 $125,000 $75,000 $75,000 $0 $395,000 TOWN OF NORTH ANDOVER PROJECT REQUEST RATING SHEET DESCRIPTION OF RATING CRITERIA AND SCALES CRITERIA A-OVERALL FISCAL IMPACT Weight 4 Rationale: Limited resources for competing projects require that each project's full impact on the Town's 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 require their completion. In addition, projects that advance the stated goals of the Town's Master Plan should receive higher consideration than those that don't. This criterion evaluates both the severity of the mandate and the degree of adherence to the Town's Master Plan. Considerations: Ratings for this factor will consider these major points: A. Whether an agency is under direct court order to complete this project. - 89 - 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 advances more than one of the goals of the Town's Master Plan. 2-Project advances one of the goals of the Town's Master Plan. 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 defined, as the Town's objective to meet the health,safety or accreditation needs of the population 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 focuses on a service that is currently a"high priority"public 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: The Town's most immediate goal in both capital and operating finance is to maintain current services expected by citizens, businesses, and visitors. Capital projects that are essential to maintain service, protect - 90 - 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. - 91 - 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. - 92 - CAPITAL IMPROVEMENT PROGRAM FY 19 PROJECT DETAILS - 93 - - 94- ......... ............... CAPI"�Li COMMITMENT T RACKING SYSTEM Division: Administration Priority: 1 Department. Sellectmeni/Manager Type* New Project-. Facility Master Plan, Irnplernentafion Cost Basis: Arct]Eng Project Category: BLfilding Asset Class-. Select One Project Type., Design/ConstrUction(buildings, open,space, athletic fiields,water, seweir, drain, DWTP F'Y20119 FY2020 FY2021 FY2022 F'Y2023 Total $5,964,5100,00, $0,00 $0,00, $0,00 $0,00 $5,964,5001,00, Fundlinigi Source Funding Amount Submitted by. Andrew Maylor General Fund $4,964,5001-00 'Title, Town Manager Other $1,0010,000-00 Date* 101/2012017 Total $5,904,500,00 Description Justification FY19 Facility Master Plan previousiy approved and adopted by $5,500,000-constrUCtiOrl costs for Senior Center Annual Town Meeting $ 464,5001-construction costs (additional),for Kindergarten Center Description of item to be replaced Schedule for Completion of project Estimated value of repllaced iitem., $0.00 NET Estimated Annual Impact. $0,0O Explanation - 95 - ................................................................................ .......................... ......... TRACKING SYSTEM Division: Administration Prioriity: 2 Department: Selectrrien/Manager Type: New Project: P,edestrian/Vehicie Access Improvements Cost Basis: Arct/Eng Project Category: Infi-astrUcture Asset Class: Select One Project Type: Roadways/Sidewalks FY 0,19 FY 020 FY2021 FY2022 F'Y202!3 Total $750,000,00, $0.00 $0,00 $000 $0,00 750,0010.00 Funding Source Funding Amount Submifted by: Andrew Maylor General IFund !$750,0001,00 Title: Town Manager Total $750,000,00 Date: 12/0112017 Description Justification Improvements to pedestrian and vehicle access due to construction of new Kindergarten Center,adjacent to Early Childhood Center,and anticipated redevelopment of North Andover Middle School Athletic Fields and Recreational Complex. Description of item to be replaced Schedule for completion of project Estimated value of replaced itern. !$0-00 NET Estimated Annual Impact. !$0-00 Explanation - 96 - . ...................................................................................................- ........... .................................................................................................................................................................................... ........................................................................................................................................................ CAPI"L COMMITMENT TRACKING SYSTEM Division: Administration Priority: 4 Department: Selectmen/Manager, Type: Replacement Project: Playgrounds]mprovemenits(townwide), Cost Basis: Other Project Category: Infrastructure Asset Class: Select One Project Type: Vehicle/Equiprneint(including"General IT") FY2019 FY20�20 FY2021 FY2022 FY2,023 Total $50,0001,00 $50,00U0 $�50,000,00 $50,0100,010, $5O�,0001,010 $,250,oloo,alo, Funding Source Funding Amount Submitted by: Andrew Ma&r General Fund $250,000,00 Title: Town Manager Totall $ 50,000,00 Date: 1012012017 Description, Justification As part of a Master Ran,the Town is committed to, sPending$501,000 in capitaV expenditures for Ilongier term improvements each year to townwide ptlaygrounds. Description,of item to be,replaced Schedule for completion of project Estimated value of replaced item. $0.00, NET Estimated Annual Impact. $0.00, Explanation - 97 - TRACKING SYSTEMI Division: Information Technology Priority. I Department: Information Technidlogy Type'. Replacement Project: Municipal IT(FY1119-FY23) Cost Basis: Previous Purchase Project Category: Infrastructure Asset C(lass; Class I Project Type: Vehicle/Equipment (including"General IT") FY20119 FY2020 FY2021 FY2022 FY2'023 Total $50,000 010 $50,000.010 $50,00U0 $50,000,001 $50,000M $250,00000 Funding Source Funding Amount Submitted by: Chris Mclure General Fund $50,000,001 Title: IT Director Total $50,000,00 Date: 10/17P20117 Description Justification Computer Workstation Replacements In order to take advantage of Nori Andover's continued investment in hardware and software infrastructure,it is Computer workstations are replaced on a 3-5 year cycle, critical that end users have adequate desktop Computer depending on age,condibon and use, hardware Division heads,and department heads increasingly are Increasing laptop usage has transformed computer using laptops as their works,tation,while most users efficiency and mobility. continue to use a standardized desktop workstation. Having modern, secure workstation hardware increases efficiiency and security and reduces down and support time. Description of item to be replaced Schedule for completion of project Cornputers are replaced based on age, condition and role. Computers are generally replaced during the Summer months, and during the year as needed.. Whenever possiible, upgraded computers are used in secondary roles(counters and labs...) Computers that are unable to be reused are recycled!and their hard drives destroyed. Estimatedvalue of replaced item: 0-00 NET Estimated Annual Impact: $0 00 Explanation There are no recurring expenses,related to this purchase- - 98 - CAPITAL COMMITMENT TRACKING SYSTEM Division. Police Priority. 1 Department. Police Type. I 'eplacerrnent Project: New Motorola Officer assigned portable radios Cost Basis. Vendor Quote Project Category. Fquup(non-Rolling) Asset Chess. glass 1 Project Type. Vehicle/Equipment(including"General IIT") F'Y2019 FY20120 F'Y20 1 FY2022 FY2023 Total $247,307.00, $0001 S01 00 $0,.00 $0.00 $247,007.00 Funding i Source Funding Amount Submitted by. Charles Gray General Fund $247.007.00 Title', thief of Police Total $247„007.00 Date. 10/19/2017 Description Justification To purchase and assign 05 new Motorola 0500 portable The police department's current Motorola portable radios radios to all police personnel. are now eight Years old and have met their maximum life expectancy.. Motorola solutions generally suggests a 5 to 0 year life for portable radios used on the front lines of police work, flue to years of use these portable radios are unable to produce the appropriate wwattagie to communicate wifh the dispatch center properly and efficiently.The new Motorola 6500(portable radios that we are requesting in this capital improvement project wwnlll provide the maxir num amount of wwattage put out by a portable radio in today's market,These portable radios uwilll also play an iintirica'te part in the new radio infrastructure that we have been building for the hast two years. Portable radlios are assigned to individual officers who may use these radios for upwards of 10 hour's per day.We're starting to see frequent radio failures,and repairs are becoming extremely costlly. Please note that this price does not reflect any price increases until the project is,approved Officers have carne to hely on both their in-car and portable radios for not only information fromdispatchers but critical)intelligence about the peoplle they contact and the clangers they face For officers working alone, the radio is,a comforting lifeline. They know that all they have to do is,puslh the button and call for backup. With the amount of failures that were seen with these radios,we do notwant to effect officer safety in any wway. Pricing is subbject to manufacturer annual price increases. Description of item to be replaced Schedule for completion of project Motorola XTS 1500 portable radios(eight years old) Order portable radios In fall of 2018; assign toofficers spring of 2010 upon arrival. Estimated value of replaced ilteu"Inu. $400,00, NET Estimated Annual Impact. $0.00 Explanation No operating budget irnlpact. - 99 - CAPITAL COMMITMENT TRACKING SiYSTEM Division: lubllic"uwo"Jorks Priority: 1 Department; DPW Street& SidewalksType: ilrnprov rneir"nt Project; Roadway Improvements IFS° 1 - FY 23 Cost Basis: ,ArctfEng Project Category:. lnfrastructure Asset Class: Select One Project Type; Poadvways/Sidevwallks FY2019 FY2020 FY2021 F'Y2022 FY2023 Total $1,230„000.001 $1,160000.00 $11,200,000.00 911,230,00102:00 $1,230,000.00 $0,130,000.00, Funding l Source Funding Amount Submitted by: Jim Stanford) State Grant $4,090,000.00 Title: General Fund $2,040,000M, Date: 101/23/2017 Vital) 90,130,000.00 Description .justification Currently the Town receives approximately 96010„000 to The request is for roadway irnprovements on various 9000,01001 annually from Chapter 90 funds,which is streets to""upgrade the conditions of the Towns, consistent with similar municipalities in sine and number of infrastructure. The funds 4iduuded unite the both,the,state road miles, Chapter 90 is the only regular source that a Chapter 90 monles and the ICocall fund request that DPW town has for funding roadway improvements if local funds uses to supplement the annual Chapter 910 funds from the are not appropriated. If the Town relies only on Cheap, 90 It State The work willconsist of crack sealing), milling can never fund all the improvements needed to prevent the ex00g paving and repaving,or,reclaiming depending on roadway system deteriorating to a point where it"will cost the specific needs determined by the Pavement nncreasin,g armlounts to improve. Each dollar spent now on Management Study/Plan- ,Also, projects may require goad fair or poor roads can prevent spending eight to ten grading„drainage improvemments, repair of curbing and dollars later if delayed. The goal here is to supplement the sidevwalk wwwhere road construction improvements are Chap. 90 funding now on local roads(side streets)where being dome. Attached is a spreadsheet identifying specific Chap. 90 money,is used for collectors and mal,or arteries streets,repair method for both the projects,identified for (Salem)"St. or Mass..Ave.)otherwise ,re could never eget to 01opter 90,fund's and Local funds toeing requested under these roads, thus CIP request for the next five years. The Pavernent IM,anagement Study/Plan investigated all roads in Town, rated condition of roads, identified repair(methods, arid. costs. The Plan allows,staff to develop projects, repair methods, and costs as well as ability update plan going forward as projects are done. Description of items to be replaced Schedule for completion of project improvements to existing roadways. The schedule to compllete the work willl be accomplished lin the fiscal year that the funds are appropriated barring any unforeseen issues or weather conditions. Contracts for utility work,mil ling,reclaiming, paving, and stripping are bid every,three years during the winter nmontlhs. Therefore, there will be no need for preparation of specifilcabons or waiting for bids to be received, Once the funds,are appropriated companies under contract will prepare estimates based on bid princes in the three year contracts„ purchase orders will be issuedl and the work scheduled. Some work will be completed in the summer/fall construction season(Judy to November)and completion of projects will be done in the spring season(April to,Jeune), Similar types of work,such as roads for milling and overlay,will be bundled together to reduce costs. - 100 - overlay,will be bundled together to reduce costs. Estimated value of replaced item: $1,00 NIST Estimated Annual Impact: $10,0i00,010 Explanation In addition,to Upgrading the infrastructure, improvements will reduce the airnount of time and effort repairing deteriorating roads- Currently a 3 person crew spends five days a week from April to JUnie repairing pavement. Costs for this,re air work range from $10,00101 to$201,0100 annually or patching asphalt,which is the least efficient method of repairing roads, We receive between: 115 to 20 claims per year for damage due to,potholes. It is estimated that with an effective pavement mainaiperneint prograrn we can ireduce this patching costs to$5,000 to $110,0010 annually and claiimis to fewer than 5 ..,..... ,. . . COMMITMENTCAPML TRACKING SYSTEM Division: Public Worlks Priority: 2 Department: DPW Street&Sidewalks Type: Improvement Project.: Sidewalk Reconstruction IFY 10 post Basis: Other Projlect Category: Infrastructure Asset Class: Select One Project Type: i"kaadways/Sidiewallk FY2019 FY2020 FY20721 FY2022 FY2023 Total $75,000.00 $75,,0010.00 $75,000.00 $75,000.00 $75,000M $375,000M Funding Source Funding Amount Submitted by: Jliirm Stanford Generall Bound $375;000.001 Tiitle:. Total $375,000,00, pate: 1012312017 Description. Justification Recanstruct e lstling sidewalks in the older sections of There are many locations where sidewalks have Town with priority given to school areas and elderly deteriorated because of age, frost heaving and housing areas. Attached is a Hist of priorities and costs encroachment of roots from trees planted adjacent to based on the current sidewalk contractor pricing.Some sidewmalks.The pro,grani would ellimilnate the walking funds will come from the Sidewalk Construction Special hazards of the uneven sidewalks. Costs are based on the Revenue Fund,which is mitigation:money provided by current sidewalk construction contract.. developers.The remainder is being requested from general fund CIP. Description of item to be replaced Schedule for completion of project Existing)Town infrastructure see above. AIIII work will be done in the fiscal year of appropriation depending on weather conditions, Since three year construction contracts are existing no specifications or bidding is required. Once funds are available then e h mates will be received from contractor, purchase orders prepared and work scheduled. Some sidewalk work will be done in the suumumer/fdlll construction schedule and other in the spring depending on impacts to school seasons or weather conditions, Estimated value of replaced'item: $0.00 NET Estimated Annual Impact: $5,0001.010 Explanation Will redluce the armount of uneven patched sidewalks, reduce claims,and improve public safety. - 102 - ,;,,,� aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaiaoi Division: Public Works Priority: 4 Department: DPW Fleet Maiint Type: Replacement Project: Equipment- -Wheel lump Truck Gorst Basis: Vendor Quote Project Category:: Equip{Rolling) Asset Glass: Select One Project Type: Vehicle/Equipment(including°°general lT'") FY2019 FY2020 FY2021 FY2022 FY2023 Totall $105,000.00 W00 $200,000.00 $01,00 $200,0O0,00 $505,000.00 Funding Source Funding Amount Submitted)by: Jim Stamford General Fund 5w8 ,000,00 Title: Director Total 585,,000.00 date: 10/11/2017 Description Justification New Dump Truck replacement program to replace existing The vehicles that will be replacer)will be 10 to 20 years alld Dump Trucks over various CIP years. They are used for and will be beyond there useful lite when specific requests DPW operations as well as plowing and de-icing during are made in future years. These are versatile pieces of snow ru°novai operations. The spreader and controls are equipment with removable spreaders,which will alliow the included in the request. No replacement has been planned Nupartment to use the vehicles for many different tasks or needed for Py 2018, such as a durnup truck for(roadway work when not being used on snow and ice removal. Description of item to be replaced Schedule for completion of project Vehicle#31 a 11,993 Chevrolet Kodiak The equipment will be replace with lin the 7iwscall year requested. Estimated value of replaced item. $3,x00.00 NET Estimated Annual Impact: $5010.00 Explanation Repair and maintenance of truck occurs frequently. Dost time Blue to breakdowns will be reduced withi the new truck, - 103 - CAP11AL COMMITMENT 'rRACKING SYSTEM Division: Public"Works Priority: Department. DPW Fleet fwlaint Type, Replacement Projiect. Equipment-Backhoe Cost Basis. P'reviouus Purchase Project Category: Equip(Rolling) Asset Class: Select One Project Type. Vehicle/Equipment(lncluding"'General IT") FY2019 FY20120 FY2021 FY2022 FY2023 Total $110,,000.00 $0.00 $0.00 $01.00 $0.001 $110,0001,00 Funding Source Fundings Amount Submitted try: firm Stanford General Fund $110,0001,00, Title: Director Total $110,000,00 pate; 10/1012017 Description Justification The funding provides for a new Cat Backhoe for various To assure a safe dependable,well maintained, DPW tasks, inclluding minor repairs to water, sewer or professional appearing fleet of vehicles to performs drain lines,test pits„culvert:clearing, and wherever municipal tasks. H-avnnig a good vehicle program is not to excavation is needed)on Town properties. The(backhoe be replacing vehicles only when,they are no longer useful- can also be used to load salt into trucks for snowy Vehicles should be purchased yearly to replace older operations. vehicles in the fleet, The useful life of a vehucie should be ten years. Some vehicles that are not used on a constant basis ca,n(last up to 15 years or more, Description of item to Ibe replaced Schedule for completion of(project Replace backhoe,vehicle#02. IMeet with State Vendor to discuss new backhoe by 0-1-10, Use State Vendor to obtain quote and P,O by 0-1-1& Recleve equipment by 12-115-18, Estimated value of replaced item: $14,000.00 NET Estimated Annual Impact. $500,00 Explanation Repair costs and down time when in shop. - 104- .............. ............... . .................. . ........................................................................................ .......................... ---------- CAP11AL COMMITMENT TRACKING SYSTEM Divisiion: Facilities Priority: 1 Department. Facilities-Municipall Type: Replacement Project. Building Malntenance(FY19-FY23) Cost Basis: Pre0ous Purchase Project Category. Building Asset Class: Select One Project Type. Building Maintainanice FY2019 FY2020 FY2021 FY2022 FY2023 Total 5225,00&00 $�22 ,000,010 $,2251,00,000 $225,0010-00 $225,0010,010 $11,125,000.001 Funding Source Funding Amount Submitted by: Steve Foster General Fund $22 1000 O 00 Title: Facilities Director Total $225,0 0u.00 Date: 101/23/2017 Description Justification annual funding of building:,capital needs account provide for; replacement of captial assets which have reached the end of their life expectancy. repair for replacement of life safety systerns EMS(Energy Management Sys,tem),softwarelhardware upgirade,s Wilding envelope(roof&cladding)repairs&maintenance maintain energy efficiency Description,of item to be replaced Schedule for comipletiion of project mechanicall system; phased replacement of dated equnprnent air handlers, pumps,unit ventilators,compressors, control repairs&replacement during FY boards,chiller components, boliller repairs, exhaust fans, heating coils, etc. Plumbing system-, hot water heaters, circulating puimps Estimated!,value of replaced item: $0.00 NET Estimated Annual Impact: $0,-00 Explanation - 105 - ......... ............... ....................... ................. ...........- ...... ....... ..............................- Z. L. -l"."'.1."."..212111.1. "Plll�" COMMITMENT TRAC:KINO SYSTEM Division: Information Technology Priority: 1 Department: IT-Schools, Type: Replacement Project: School IT(FY19-FY23), Cost Basis: Other Project Category: Infrastructure Asset Class: Select One Project Type: Building M�aintainiance FY 0119 FY2020 FY2021 FY2022 FY2023 Total $100,000,001 $200,000,010 $200,00101,00 $200,0100,00 $200,0010,00 $900,0001,00 Funding Source Funding Amount Submitted by: Jim Mealey General Fund $100,00101,001 Title: Assrstaint Superintendentfor Total $100,000,00 Finance and Operations Date: 10/212017 Description Justification Annual funding to maintain IT wireless network,server and Total value of IT infrastructure asset is about$1,0100,000, data integration,and internet capaciity at all schools,and At$100,0'00 per year this is a fifecycle replacement time, central office. frame of 10 years, 5 years is more realisk, so the annual arnount is increased to$2001,000 starting in FY20 Description of item to be replaced Schedule for completion of project All of the equipment that provides IT wireless network, Annual server andl data integration,and Internet capacity at all schools and centrAl office. Estimated value of replaced item: $01,00 NET Estimated Annual Impact-, $01,00 Explanation - 106 - W/O- .... ���� ., TRACKING SVSTEM Division: Public Works Priority: 1 Department: Sewer Type: Improvement Project: Improvements to various sewer stations Cast Basis: Arct/IFng Project Category: InffrastrUcture Asset Class: Select One Project Type: Design/Construction(buildings,open space, athletic fields,water,sewer,drain, D'WTp IFY2019 FY2020 FY2021 FY2022 FY202 ' Total $100,00,01-00 $100'0001.010 $200,000.00 $200,000.00 $100„000.00 $000,000.00 Funding Source Funding Amount Submitted by: Glen Alt Sewer Fund $700,000.00 Title: Superintendent Other $1010,000,00 Date: 10/110/2.017 Total $000,000.00 Description .Justification Improvements to the eglulpment as needed at the 22 We will need to replace the aging generators, We are now stations. In the process of replacing one generator at the cost of $05,000. There are othercomponents that Will need relplac'iing Such as purunnps, motors,and valves due to their age, Description of item to be replaced Schedule for completion of(project See description above This project will be carried over multllple years and will dependent on the findings of the assessment. Estimated value of replaced item: $0.00 NET Estimated Annual(impact, $0.00 Explanation - 107 - Division: Public Works Priority: 1 Department: Water Type: Replacement Project: Chemical Storage Tanks& Feed System Cost Basis: Arct/Eng Improvements-Update Project Category: I gimp(non-Rolling) Asset Class: Select One Project Type: Design/Construction (buildings,open space„athletic field's,water,sever,draiin, C7,WTP FY2019 FY'202'0 FY2021 FY2022 FY20123 Total $370 000.00 $420,01001.00, $0.00 $0.010 $0.00 $700,000.00 Funding Source Funding Amount Submitted by. Dalen Alt Water Fund $700,0010,0 Title: Superintendent. Total $790„000.00 Date: 1012012017 Description Justification Replacement of chemical tanks and associated chemical Most of the chemical feed systems and storage tanks are teed systems (pumps, piping and alarms), The chemical over 2.0 years old and reaching the end of their useful lite storage tanks include fluoride zinc orthophosphate, spam thus needl to be upgraded or replaced over the next plyaluminum chloride,and sodium hydroxide. In FY''2017 several years This would include seven(7)bulk storage we are(proposing repliacing the fluoride tank and in FY tanks and several day tanks, 2-4 chemical feed pumps 20,18,the chemical teed system associated with the fluoride for each chemical along with all associated plumbing and storage tank. The other storage tanks are planned for alarms. future year requests. Description of item to be,replaced Schedule for completion of project Storage tanks ranging lin size from 100 gal day tanks to Thuis project is expected to span a few years until the 0000 gat storage tanks along with the chemical metering project is,completed.. pumps and controlls.. Estimated value of repllaced'item: $0.00 NET Estimated Annual l Impact: $0.010 Explanation - 108 - CANIALb TRACKING SYSTEM Division: Public Works Priority: Department: Water Type: Improvement Project: 'tater lain Replacement Cost Basis: Arct/En,p Project Category: lnfrastructur'e Asset Class: Select One Project.Type: Design/Construction(buildings, open space, athletic fields,water, sewer, draiin„ DWTl FY 0191 IFY200 FY 0 1 FY2022 FY2023 Total $400,000,00 $0.00 $0.00 $0.00 $500,000.00 $000,000.,00 Funding Source Funding Amount Submitted by: Tim Willett "dater Fund $9010,000.00 Title: Operations Manager Total $0010,000.00 Date: 10/1912017 Description Justification Replace cast iron water main's in town streets that have east iron pipeis susceptible to water rnaln breaks,as well experienced several water main breaks over the years, as small leaks that do not reach the surface. "dater mains The new water mains,will be dluctile iron pipe,which is very breaks cause a loss in water service to residences„ resistant to breakage. decrease fire fighting capabilities, and can be de'thniental to water quality, Description of item to be replaced Schedule for completion of project Several hundred feet of cast Iron pipe, nurnerous hydrants, Complete new water main design plans by Dec 1, 2018. and main lime valves. Put project out to bid by Feb 1,2010. Sign Contract with lowest gwualifuedl budder by April 1,20110. Complete all construction by June 10,2010. Estimated value of replaced item, $500.00, NET Estimated Annual Impact: $15,000,00 Explanation The estimated cost to repair water main breaks. - 109 - ---------------------------------------------- CAPITAL WUMITMENT TRACKING SYSTEM Division: Public"works Priority. 0 Department: "dater Type: Replacement Project: Water Distribution Truck Cost Basis: Previous Fuirchase Project Category: Equip(Rolliing) Asset Class: 'Select One Project Type: Vehicle/Equipment fiinciudingi"'Gener'al lT"") FY2019 FY2020 FY2021 FY2022 FY2023 Total 5105,000.00 $0.010 $0.00 $01.00 $0.00 $1105,000.00 Funding Source Funding Amount Submitted by: Titin Willett Water Fund $105,000.00 Title: Operations Manager Total $105,000.00 Date: 101119/2017 Description Justification A new utility truck for the Water Distribution Crew The To maintain a high Revel of top quality vehicles, truck its used for emergency situations such as water main breaks,as well as routine operations like hydrant flushing, and water shut offs. Description of item to Ibe replaced Schedule for completion of project Truck 40,a 20019 Chevy 0500 with 70,000 smiles, use Stale'vendor for equipment purchase duriing fiscal' year 20119. Estimated value of replaced)item: $7,500.00 NET Estimated Annual Impact: $200.010 Explaination Repairs&irma'intenance for existing vehicle. � CAPITAL C*MM�IT(MENT' TRACKING SYSTEM Division: Stevens Estate Priority: 1 Department: Stevens Estate Type: Select One Project: Stevens Estate Mlaiin House Improvements Cost Basis: Select One Project Category: BuOding Asset Class: Select One Project Type: Il Design/Construction(IaLh dings, open spacer athletic fields,water, sewer,drain, DWTP FY2019 F'Y2'fi2'g F'Y2021 'Y202'2 F'Y2023 Totall $45,000,00 0t,00 $ 0,00 g,0 0 0,00 $0,00 $45,0010,010 Funding Source Funding Amount Submitted by: Eric Kfouiry Stevens Est. 4 ,000,00 Title: Total $45,000,00 Date: 12/04/2017 Description Justification The project involves necessary repairs, replacement and The Stevens Estate's success ars an event center is largely renovations to the Main p lrUse to enhance the reMint nen its historical trappings being preserved, functionality,safety and attractiveness of the estate as an However, ut is equally critical that prospective clients be events center v hale preserviin,g and enhancing the afforded modern services and facilities. In the past,such historical significance of the property. Included in this has been accomplisher)through a band-aid approach that effort are bathroom renovations: roof repair and upgr deo allowed)additional physical and operationall needs of the HVAC replacement,refrigeration systems, and electrical facility to accumullate The proposed project is airned at. systems, more aggressively addressing these capital needs in a proactive, comprehensive manner that MI establish firmer business planning, Description of Item to be replaced 'Schedule for completion of project The following are the r naum items being replaced/upgraded: June 30, 2020 bathroom remodeling-, roots gutters,copper fascia, and downspouts; air conditioning system radiator steam traps-, refrigeration systemse plumbing and ellectricall systems) lighting,emergency/alarm systems;and stained glass window restoration. Estimated value of replaced item: $0.,010 NET Estimated Annual Impact: $0,010 Explanation TRACKING SYSTEM Division. Stevens EstatePriority-, 2 Department: Stevens Estate Type. Improvement. Project; Main Mouse Boiler and plumbing Cost Basis: Other Improvements#f2 Project Category. Building Asset Class. Select One Project Type: Building Maintainance FY20191 FY20120 FY2021 FY2022 FY2023 Total $75,000M $0,00 $01.80, WOO $0,00 $75,000,001 Funding Source Funding Amount Submitted by, Eric Kfoury, Stevens Est. $75,0M00 0 Title; (Director Total $75,0M00 CDate. 11/1812017' Description Justification The request involves completion of the boiler and(hot water The Stevens Estate's success as an event center its largely water upgrades,started in FY 18, reliant on its historical trappings being preserved. HIoowever,it is equallly critical that prospective clients be afforded modern services and'facillilies, it is also imperative that the estate reduces future overheads by updating to a more efficient boiler and water healing system,and using technologies available to manage and increase the efficiency of these systems in future. The existing boiller is 0 years old and the hot water system is at the end of its life expectancy. Description of perm to be replaced Schedule for completion of project The following are the main iterns being replaced/ulpgradedi boiler and(hot water heater systems.. Estimated value of replaced iiteim. 07.00 NET Estimated Annual Impact, l .00 Explanation DEBT SERVICE - 113 - - 114- DEBT SER VICE Bonded Debt This expenditure covers the cost of the principal and interest payments of the Town's bonded debt with the exception of the Water and Sewer Enterprise Funds which appears in their respective budgets. The expenditure includes payment on the Town's recent long term bonding and payment required from the Town's CIP. General Debt Limit Under Massachusetts's statutes, the General Debt Limit of the Town of North Andover consists of a Normal 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 $236,849,685)without State approval. The Town can authorize debt up to twice this amount Double Debt Limit ($473,693,370) 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 1/1/17 4,736,933,700 Debt Limit 236,849,685 Outstanding Debt outside Limit 6/15/17 6,883,903 Outstanding Debt inside Limit 6/15/17 44,779,917 Total Outstanding Debt 6/15/16 51,663,820 Debt Limit 236,849,685 Debt subject to Debt Limit 44,779,917 Borrowing Capacity 192,069,768 Communities have four basic ways to finance capital projects: pay-as-you-go financing, debt financing,public private ventures, and intergovernmental financing (such as the SRF's low interest loan/grant program). Over - 115 - reliance on any one of these options can be risky to a local government's fiscal health. It can also restrict the municipality's ability to respond to changes in economic and fiscal conditions. 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 2�/z 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 fiscal year 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. - 116 - Revenue Bonds—Cities and towns may issue revenue bonds for solid waste disposal facilities and for projects financed under the Commonwealth's water pollution abatement revolving loan program. In addition, cities 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 The Town's bond rating is as follows: Standard and Poor's AAA Moody's Aa2 - 117 - General Fund Debt Service 2019 2016 2017 2018 Town Mgr Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED Recom'd Change Change l Expenses Principal- Long Term-Excluded $ 1,700,000 $ 1,745,000 $ 1,795,000 $ 585,000 $ (1,210,000) -67.4% Interest- Long Term- Excluded $ 236,388 $ 177,516 $ 116,606 $ 74,559 $ (42,047) -36.1% Principal- Long Term-Non Excluded $ 3,085,624 $ 3,318,902 $ 3,590,999 $ 3,680,679 $ 89,680 2.5% Interest- Long Term- Non Excluded $ 795,301 $ 811,196 $ 1,010,276 $ 1,018,169 $ 7,892 0.8% Interest on Notes $ - $ - $ - $ - $ - Total: Debt Service $ 5,817,313 $ 6,052,614 $ 6,512,882 $ 5,358,407 $ (1,154,475) -17.7% Water Debt Service / / / / / / / / Principal- Long Term $ 830,514 $ 592,979 $ 587,979 $ 561,239 $ (26,740) -4.5% Interest- Long Term $ 115,657 $ 93,586 $ 75,477 $ 101,406 $ 25,929 34.4% Principal- Long Term-MWPAT $ 261,770 $ 267,058 $ 272,453 $ 277,957 $ 5,504 2.0% Interest- Long Term- MWPAT $ 74,335 $ 69,047 $ 63,652 $ 58,148 $ (5,504) -8.6% r, 1 Sewer Debt Service 2019 2016 2017 2018 Town Mgr Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED Recom'd Change Change Expenses Principal- Long Term $ 1,060,870 $ 878,166 $ 883,151 $ 677,813 $ (205,338) -23.3% Interest- Long Term $ 184,304 $ 168,161 $ 148,506 $ 119,738 $ (28,769) -19.4% Principal- Long Term-MWPAT $ 254,152 $ 258,044 $ 265,235 $ 280,754 $ 15,519 5.9% Interest- Long Term- MWPAT $ 24,174 $ 15,342 $ 7,150 $ 1,769 $ (5,381) -75.3% Total: Sewer Debt Service $ 1,523,500 $ 1,319,713 $ 1,304,042 $ 1,080,074 $ (223,968) -17.2% - 118 - TOWN OF NORTH ANDOVER TOTAL DEBT OBLIGATIONS GENERAL FUND - WATER AND SEWER Combined General Fund Water Sewer Annual FY2018 $ 6,560,777 $ 999,561 $ 1,304,042 $ 8,864,380 FY2019 $ 4,831,177 $ 836,933 $ 1,080,074 $ 6,748,184 FY2020 $ 4,086,046 $ 725,366 $ 986,025 $ 5,797,437 FY2021 $ 3,854,232 $ 692,006 $ 783,604 $ 5,329,842 FY2022 $ 3,251,891 $ 662,271 $ 646,234 $ 4,560,395 FY2023 $ 2,903,449 $ 446,080 $ 333,116 $ 3,682,645 FY2024 $ 2,820,571 $ 443,255 $ 317,663 $ 3,581,489 FY2025 $ 2,668,221 $ 418,105 $ 307,238 $ 3,393,564 FY2026 $ 2,272,133 $ 415,506 $ 291,351 $ 2,978,989 FY2027 $ 2,064,660 $ 412,905 $ 194,798 $ 2,672,364 FY2028 $ 1,844,258 $ 410,305 $ 165,501 $ 2,420,064 FY2029 $ 1,782,491 $ 71,600 $ - $ 1,854,091 FY2030 $ 1,349,846 $ 104,000 $ - $ 1,453,846 FY2031 $ 1,324,151 $ - $ - $ 1,324,151 FY2032 $ 1,301,831 $ - $ - $ 1,301,831 FY2033 $ 1,273,031 $ - $ - $ 1,273,031 FY2034 $ 1,239,069 $ - $ - $ 1,239,069 FY2035 $ 828,919 $ - $ - $ 828,919 FY2036 $ 480,550 $ - $ - $ 480,550 FY2037 $ 231,750 $ - $ - $ 231,750 $ 46,969,054 $ 6,637,892 $ 6,409,645 $ 60,016,591 Footnote:Does not include Authorized but Unissued Debt r [� irk Country Road,North Andover z m Courtesy of Milfie Matasso 0 D - m Oz z --I Town Non-School Personnel Analysis With the projected cost of personnel at $15.7 million or 66% of the General Fund non-school operating budget the need to stringently monitor this area of the operating budget is of the highest importance. The FTE Headcount remains relatively unchanged for FYI 9, 2 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. The chart below shows the Town's non-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. FTE Head Count 206.15 207.67 209.67 FY16 FY17 FY18 FY19 - 120 - TOWN OF NORTH ANDOVER GENERAL FUND POSITION LIST COMPARISON ACTUAL ACTUAL ACTUAL REQUESTED FY16 FY17 FY18 FY19 MUNICIPAL STAFF STAFF STAFF STAFF VARIANCE DEPARTMENTS POSITIONS POSITIONS POSITIONS POSITIONS +/(-) Assessor 3.75 3.75 3.75 3.75 0.00 Board of Appeals 0.50 0.50 0.50 0.50 0.00 Community Development 3.00 1.70 1.70 1.70 0.00 Conservation 2.00 2.00 2.00 2.00 0.00 Elder Services 5.00 5.00 5.00 5.00 0.00 Emergency Management 0.00 0.00 0.00 0.00 0.00 Facilities Management 2.00 2.00 2.00 2.00 0.00 Fire 56.00 56.00 56.00 56.00 0.00 Health 3.60 3.60 3.60 3.60 0.00 Human Resources 2.00 2.00 2.00 2.00 0.00 Information Technology 8.00 8.40 9.40 9.60 0.20 Inspectional Services 4.30 4.60 4.60 4.60 0.00 Legal 0.00 1.00 1.00 1.00 0.00 Library 14.40 15.10 15.43 15.53 0.10 Planning 2.00 3.00 3.00 3.00 0.00 Police 53.00 53.00 53.00 53.00 0.00 Public Works 23.00 24.00 24.00 24.00 0.00 Admin Support 0.50 1.50 0.50 1.50 1.00 Town Accountant 3.00 2.00 3.00 3.00 0.00 Town Clerk 4.00 4.00 4.00 4.00 0.00 Town Manager/Selectmen 2.50 2.50 2.50 2.70 0.20 Treasurer/Collector 4.00 4.00 4.00 4.50 0.50 Veterans Services 1.60 1.50 1.69 1.69 0.00 Youth&Recreation Services 5.00 5.00 5.00 5.00 0.00 Grand Total 203.15 206.15 207.67 209.67 2.00 CHANGES Information Technology increase%share between Municipal and School Increase Library Dept Assistant hours by..10(3hrs @ week) Admin Support increase for new position Community Support Coordinator Town Managers office add.25 staff position Treasurer Collectors office add.50 staff position TOWNMANAGER 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 There were no significant changes to the Town Manager's Office this past year. PRIOR YEAR ACCOMPLISHMENTS • Sustained AAA bond rating. • Completed Phase V of the Facilities Master Plan with construction of a new Public Works administration building and the replacement of the salt storage shed on the same site. • Executed a new long term trash pickup and hauling contract. • Began multi-year process of undergrounding street lights in downtown area. • Began process to convert all town owned streetlights to LED by completing audit of existing lights. • Completed the next phase of the Playground Master Plan by renovating Drummond Playground. • Maintained the Town's reserves (Stabilization and Capital Stabilization) at a minimum of approximately 5% of General Fund operating revenues. • Recommended Water and Sewer Enterprise Fund rates remain unchanged from FYI 7. • Presented a Five Year Capital Improvement Plan for FY19-23 to the Board of Selectmen which adheres to the plan to maintain debt service as a percentage of operating revenue to below 5%. • Submitted proposal to Amazon to market North Andover and the Merrimack Valley as the best location for their new headquarters. • Completed the town-wide electrical aggregation process. • Commenced the design phase of the Middle School Athletic/Recreation Complex. - 122 - FY19 GOALS • To complete construction of the temporary pedestrian/vehicle access for the school/recreation complex at Main Street and Chickering Road by August 15, 2018. • To hire a full time mental health/social services professional, reporting directly to the Town Manager, to address a wide range of resident needs, serving as a conduit for assisting residents in accessing services in areas such as substance abuse, mental health support, elder shut-in, and homelessness by August 31, 2018. • To develop a Five Year Capital Plan for FY20-24, which adheres to the goal of maintaining debt service as a percentage of operating revenue to below 5%, by December 31, 2018. • To complete the design phase for a new stand-alone Senior Center by March 15, 2019. • To commence the construction phase of the Middle School Athletic/Recreation Complex by April 15, 2019. • To complete the next two phases of the Playground Master Plan by renovating both Carl Thomas and Reynolds playgrounds by April 30, 2019. • To complete conversion of all town owned streetlights to LED by May 1, 2019. • To develop Facilities Master Plan II to address needed renovations to Fire Station 2, the Youth Center and various elementary school improvements by June 30, 2019. • To recommend to the Board of Selectmen that Water and Sewer Enterprise Fund rates remain unchanged by June 30, 2019. • To sustain AAA bond rating by adhering to the Board's financial reserve policies and developing a FY20 budget which maintains level services without use of reserves (ongoing) through June 30, 2019. • To maintain the Town's reserves (Stabilization and Capital Stabilization) at a minimum of approximately 5% of General Fund operating revenues (ongoing) as of June 30, 2019. • To complete performance evaluations for all Division Directors and other senior staff members by June 30, 2019. • To explore options for selling or leasing the buildings and ancillary structures of the Stevens Estate while retaining ownership of the surrounding protected open space by June 30, 2019. - 123 - Town Manager Budget 2019 2019 20162017 2018 DEPT TOWN MGR Dollar Percent' Expense Line Item ACTUAL ACTUAL ADOPTED REQUEST RECM'D Change Change Personnel Salaries,Full-Time $ 269,747 $ 288,592 $ 287,459 $ 309,815 $ 309,815 $ 22,355 7.8% Wages,Part-Time $ 25,500 $ 29,925 $ 25,500 $ 25,500 $ 35,500 $ 10,000 39.2% Overtime $ - $ - $ - $ - $ - $ - Longevity $ 413 $ 1,221 $ 1,363 $ 1,363 $ 1,363 $ 0.0% Salary Reserve $ - $ - $ - $ - $ - $ Total: Personnel Costs $ 285,660 $ 319,738 $ 314,322 $ 336,677 $ 346,677 $ 32,355 14.3% Expenses Contract Benefits-Manager $ 1,511 $ 2,600 $ 3,000 $ 3,000 $ 3,000 $ - 0.0% Repairs&Maintenance $ 154 $ 15 $ 200 $ 200 $ 200 $ 0.0% Hosting Meeting Expenses $ 369 $ 110 $ 600 $ 600 $ 600 $ 0.0% Equipment Rental/Leases $ 3,797 $ 5,738 $ 6,300 $ 6,300 $ 6,300 $ 0.0% Outside Professional Services $ 2,124 $ 2,566 $ 1,000 $ 1,000 $ 1,000 $ 0.0% Advertising $ 1,074 $ 815 $ 1,500 $ 1,500 $ 1,500 $ 0.0% Training&Education $ 5,487 $ 5,334 $ 7,500 $ 8,500 $ 8,500 $ 1,000 13.3% Telephone $ 1,779 $ 1,086 $ 1,000 $ 1,000 $ 1,000 $ - 0.0% Postage Services $ 372 $ 401 $ 750 $ 750 $ 750 $ 0.0% Commission on Disability Issues $ - $ - $ 250 $ 250 $ 250 $ Office Supplies $ 2,559 $ 3,839 $ 5,500 $ 5,500 $ 5,500 $ 0.0% Printing&Forms $ 4,715 $ 3,691 $ 4,000 $ 4,000 $ 4,000 $ 0.0% Auto Mileage $ 4,024 $ 949 $ 1,500 $ 500 $ 500 $ (1,000) -66.7% Dues/Memberships&Subscriptions $ 5,696 $ 6,843 $ 6,500 $ 6,500 $ 6,500 $ 0.0% Other Charges&Expenses $ 782 $ 18,334 $ 1,000 $ 1,000 $ 1,000 $ 0.0% Total: Expense Costs' $ 34,442 $ 52,320 $ 40,600 $ 40,660 $ 40,606 $ 0.0% Total: Town Manager Costs $ 336,102 $ 372,068 $ 354,622 $ 377,277 $ 387,277 $ 32,356 9.1% Town Manager Personnel Listing FY16 F'Y17 F'Y18 FY19 Department Title STAFF PDS.STAFF POS..STAFF POS.STAFF POS. VARIANCE++) Town Manager Town Manager 1 1 1 1 0 Assistant Town Manager 0.5 0.5 0.5 0.5 0 Administrative Assistant 0 0 0 0 0 Receptionist 0 0 0 0.2 0.2 Executive Assistant I 1 I 1 I 1 I 1 1 0 Total 2.5 2.5 2.5 2.7 0.2 - 124- Moderator Budget 2019 2019 2016 2017 2018 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUEST REGM'D Change Change Personnel Wages,Part-Time $ 500 $ 500 $ 500 $ 500 $ 500 $ 0.0% Total: Personnel Costs; $ 600 $ 600 $ 500! $ 500;; $ 600 -$ 0.0% Expenses Dues and Subscriptions $ - $ - $ 350 $ 350 $ 350 $ 0.0% Total: Expense Costs $ $ $ 350 $ 350 $ 350 $ 0' Total: Town Moderator Costs $ 500 $ 500 $ 850 $ 850 $ 850 $ 0.0% - 125 - HUMAN RESOURCES MISSION STATEMENT The Human Resources Department serves the employees and citizens of the Town in a manner that reflects the Town's core values and culture. 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 have been no significant changes in the Human Resources Department this past year. PRIOR YEAR ACCOMPLISHMENTS • Enhanced Employee Self Service by the purchase of Munis Recruiting module which will make employment applications available to employees and non-employees via ESS. This enhancement uses workflow to push requisitions through the approval process eliminating the paper driven practice. • Began digitization of aged personnel records. • The Director earned the designation of Certified Professional from the Society of Human Resource Management. • Recruitment activity due to retirements and resignations resulted in the filling of twelve (12) vacancies. FY19 GOALS • To enhance annual Harassment Prevention training by placing training on Staff Portal by July 31, 2018. • To provide two topic specific training sessions for municipal employees by September 30, 2018 and by March 31, 2019. • To review the Personnel Policy and submit recommendation for update by October 31, 2018. • To provide two supervisory training sessions for Division Directors/Department Heads by December 31, 2018 and June 30, 2019. • To work with health insurance consultant and obtain quotes for employee health insurance to compare with existing plans by December 31, 2018. • To conduct a file audit of all personnel records to determine compliance with state and federal laws by March 31, 2019. - 126 - • To identify new employee wellness plans that could be made available to all employees by June 30, 2019. • To work with OPEB Committee to address rising cost of this liability through June 30, 2019. Human Resources Budget 2415 2615 2416 2417 2418 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED REGM'D Change; Change Personnel Salaries,Full-Time $ 142,516 $ 146,385 $ 148,401 $ 152,001 $ 152,001 $ 3,599 2.4% Longevity $ 1,650 $ 1,975 $ 2,325 $ 2,325 $ 2,325 $ - 0.0% Salary Reserve $ - $ - $ - $ - $ - $ - 0.0% Total: Personnel Costs $ 144,166 $ 148,364 $ 160,726 $ 154,326 $ 154,326 $ 3,565 2.4% Expenses Equipment Rental/Lease $ - $ - $ - $ 1,737 $ 1,737 $ 1,737 0.0% Outside Professional Services $ 18,022 $ 638 $ 18,000 $ 16,000 $ 16,000 $ (2,000) -11.1% Advertising $ - $ - $ 79 $ 79 $ 79 $ 0.0% Training&Education $ 1,024 $ 2,838 $ 2,300 $ 2,300 $ 2,300 $ 0.0% Telephone $ - $ 634 $ 800 $ 800 $ 800 $ 0.0% Postage Services $ 470 $ 598 $ 270 $ 450 $ 450 $ 180 66.7% Office Supplies $ 2,139 $ 2,282 $ 1,325 $ 1,800 $ 1,800 $ 475 35.8% Printing&Forms $ 617 $ 1,955 $ 500 $ 900 $ 900 $ 400 80.0% Auto Mileage $ 81 $ 43 $ 175 $ 175 $ 175 $ - 0.0% Dues/Memberships&Subscriptions $ 465 $ 656 $ 690 $ 675 $ 675 $ (15) -2.2% Other Charges and Expense $ - $ 554 $ - $ - $ - $ - 0.0% Total: Expense Costs $ 22,819 $i 14,157 $ 24,135 $ 24,516; $ 24,516 ;$ 777 3.2% Total: Human Resource Costs $ 166,585 $' 158,667 $ ; 174,866 $ 179,241, $ 175,241 ,$ 4,376 2.60/6 Human Resources Personnel Listing FY16 F Y17 F Y18 FY19 STAFF STAFF STAFF STAFF VARIANCE Department Title POS. POS. POS'. POS_ ++) Human Resources Director 1 1 1 1 0 HRBenefits Specialist 1 1 1 1 0 Total 2 2 2 2 0 - 127 - TO WN A CCO UNTANT 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 no significant changes to the Town Accountant's Office this fiscal year. PRIOR YEAR ACCOMPLISHMENTS • Awarded the Distinguished Budget Presentation Award for the sixth consecutive year. • Awarded the Comprehensive Annual Financial Report (CAFA) for FYI 7. • Complied with State filing requirements by completing and submitting the Town's Balance Sheet by September 15th. • Complied with State filing requirements by completing the Schedule A by October 31st • Successfully implemented Employee Self Service electronic time off request and electronic time sheets. • Continue the implementation of the financial modules of Munis FY19 GOALS • Submit the FY19 Budget for the "Distinguished Budget Presentation Award" to the GFOA by August 8, 2018. • Work with Treasurer and Assessors Departments to implement and train on phase three(Utility and MVX Billing) of the new financial system by June 30, 2019. • Comply with State filing requirements by completing the Balance Sheet by September 15, 2018. • Comply with State filing requirements by completing Schedule A(a comprehensive report on Town and School expenditures and account balances)by October 31, 2018. • Work with Assessors office to set tax rate no later than November 30, 2018. - 128 - • Work with external auditors to produce the Town Comprehensive Annual Financial Report(CAFR) to be submitted to the GFOA by December 31, 2018. Accounting Budget 2419 i 2019 2416 2497 2418 DEPT TOWN MGR Dollar Percent Expense Line ltern ACTUAL ACTUAL ADOPTED REQUEST RECM'D Grange Change Personnel Salaries,Full-Time $ 212,567 $ 157,296 $ 223,103 $ 228,703 $ 228,703 $ 5,600 2.5% Longevity $ 1,928 $ 1,225 $ 2,125 $ 2,125 $ 2,125 $ - 0.0% Salary Reserve $ - $ - $ - $ - $ - $ - Total: Personnel Casts $ 214,495 $ 158,521 $ 225,228 $ 230,828 $ 230,828 $ 5,6114 2.6% Expenses Equipment Rental/Lease $ - $ - $ - $ 554 $ 554 $ 554 0.0% Outside Professional Services $ 10,875 $ 12,057 $ 3,925 $ 5,000 $ 5,000 $ 1,075 27.4% Advertising $ - $ 1,201 $ - $ - Training&Education $ 842 $ 910 $ 1,600 $ 7,605 $ 7,605 $ 6,005 375.3% Telephone $ 480 $ 480 $ 480 $ 480 $ 480 $ - 0.0% Postage Services $ 411 $ 49 $ 250 $ 300 $ 300 $ 50 20.0% Office Supplies $ 2,783 $ 3,235 $ 3,000 $ 3,000 $ 3,000 $ - 0.0% Printing&Forms $ 4,892 $ 7,345 $ 5,000 $ 9,450 $ 9,450 $ 4,450 89.0% Auto Mileage $ - $ 39 $ 200 $ 200 $ 200 $ - 0.0% Dues/Memberships&Subscriptions $ 540 $ 425 $ 570 $ 255 $ 255 $ (315) -55.3% Other Charges&Expenses $ 120 $ 565 $ 100 $ 100 $ 100 $ - 0.0% Total: Expense Casts $ 20,943 $ 26,306 i $ 15,125 $ 26,944 $ 26,944 $ 11,819 78.1% Total: Tovm Accountant Costs $ 235,437 $ 184,827 $ 240,353 $ 257,771 $ 257,771, $ 17,419 7.2% Town Accountant Personnel Listing FYI FY17 FY18 FY19 STAFF STAFF STAFF STAFF Department Title POS. POS. POS. POS. VARIANCE+/(-) Accounting Town Accountant/Finance Director 1 1 1 1 0 Assistant Town Accountant 1 1 1 1 0 Payroll Coordinator 0.6 0.0 1.0 1.0 0.0 Accounts Payable Clerk 0.4 0.0 0.0 0.0 0.0 Part Time Clerk 0 0 0 0 0 Total 3.0 2.0 3.0 3.0 0.0 - 129 - ASSESSOR'S OFFICE MISSION STATEMENT The Assessor's Office is responsible for valuing all taxable and exempt property, generating the Real and Personal Property Tax Roll and administering the Motor Vehicle Excise Tax. The Assessor's Office processes all statutory and CPA exemptions, Chapter Land Classification Applications, and Application for Abatement. The Office defends values at the Appellate Tax Board, maintains an "In House" Mass Appraisal System containing the Town's Real Estate Records, updates the Towns Cadastral Maps, GIS base map and property ownership information. The Assessor's 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. SIGNIFICANT CHANGES The long-serving Chief Assessor retired during the year. An Interim Assessor was appointed until the position is permanently filled. PRIOR YEAR ACCOMPLISHMENTS • In FYI 8,North Andover had 10,144 taxable real estate parcels and 840 taxable personal property accounts for a total taxable value of$4,742,416,765. The FY17 Real and Personal Property Taxes totaled $70,176,669.87. FY17 Motor Vehicle Excise taxes were $5,085,711.18. The combined total, $75,262,381.05 is 71.90 % of the Town's Estimated FY17 Revenue. • The NCSS and SPSS statistical software programs were updated. The FY17 CSC CAMA cost tables on the CAMA system were installed and adjusted to the local market. New Land Table Base Rates for FY 2017 were created to use with the updated cost tables • Using the new cost tables and land tables, the FY17 interim year adjustment on the Real Property was completed. The paperwork was all submitted and approved by the DOR by mid-November. • The Assessor's Office processed 83 FY17 abatement applications. FY17 was an Interim Year and there was a 1.26%increase in applications over FY16. They were processed before the May 1, 2017 deadline with only a few ATB appeals filed. • The office began analyzing 2015 sales for the FY17 Interim Year Valuation. • The Assessor's Office began the next nine year cyclical inspection mandate by recollecting the data on 300 single family homes. FY19 GOALS • Complete a Triennial Reassessment of all Real and Personal Property for FY19 with submission of the documentation to the Department of Revenue by September 30, 2018. - 130 - • Perform all the annual work required following the tax cycle (e.g., prepare tax rolls, name changes, update maps, check building permits etc.) by December 1, 2018. • Continue conversion to a new mass appraisal system, have vendor comply with full DOR inspection requirements by April 30, 2019. • 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, 2019. • Identify formal educational training for staff through June 30, 2019. Assessors Budget 2419 2419 24162417 2018 DEPT TOUM MGR Dollar Percent Expense Line Item ACTUAL. ACTUAL ADOPTED REQUEST RECM'D Change Change ' Personal Expense Salaries,Full-Time $ 206,688 $ 213,109 $ 221,722 $ 228,511 $ 228,511 $ 6,789 3.1% Wages,Part-Time $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ - 0.0% Longevity $ 3,195 $ 3,940 $ 4,630 $ 3,770 $ 3,770 $ (860) -18.6% Salary Reserve $ - $ - $ - $ - $ - $ - Total Personnel Costs` $; 219,883 $' 227,449 $ 236,362 $ 242,281 $242,281 $ 6,926 2.6%' Expenses Repairs&Maintenance $ 8,432 $ 11,609 $ 11,548 $ 11,545 $ 11,548 $ (0) 0.0% Outside Professional Services $ 65,128 $ 66,390 $ 70,500 $ 112,700 $ 112,700 $ 42,200 59.9% Advertising $ - $ 476 $ 50 $ 50 $ 50 $ - 0.0% Conferences In State $ 630 $ 123 $ 1,000 $ 1,000 $ 1,000 $ 0.0% Training&Education $ 1,120 $ 1,889 $ 3,500 $ 3,500 $ 3,500 $ 0.0% Telephone $ 572 $ 518 $ 540 $ 540 $ 540 $ 0.0% Postage Services $ 3,426 $ 3,114 $ 3,000 $ 3,000 $ 3,000 $ 0.0% Binding $ - $ - $ 1,000 $ 1,000 $ 1,000 $ 0.0% Plans&Mapping $ 7,580 $ 2,750 $ 2,500 $ 2,500 $ 2,500 $ 0.0% Office Supplies $ 6,197 $ 6,738 $ 3,000 $ 3,000 $ 3,000 $ 0.0% Printing&Forms $ 570 $ 1,043 $ 800 $ 800 $ 800 $ 0.0% Vehicle Fuel $ 108 $ 81 $ 550 $ 550 $ 550 $ 0.0% Uniforms&Clothing $ 175 $ 175 $ 200 $ 180 $ 180 $ (20) -10.0% Auto Mileage $ 816 $ 514 $ 600 $ 600 $ 600 $ - 0.0% Dues/Memberships&Subscriptions $ 6,874 $ 8,348 $ 7,313 $ 6,200 $ 6,200 $ (1,113) -15.2% Other Charges&Expenses $ 286 $ 205 $ 500 $ 500 $ 500 $ 0.0% Capital Outlay $ - $ - $ - $ - $ - $ Total: Expense Costs $ 101,912 $ 103,973 $ 146,641 $ 147,666 $117,668 41,467 38.6°/0 Total: Assessing Office $i 321,796 $ 331,423 $; 342,663 $ 389,646 $389,949 $ 46,996 13.7% - 131 - Assessors Personnel Listing FY16 FY17 FY18 FY19 STAFF STAFF STAFF STAFF VARIANCE Department Title PCS. PDS. PCS. PDS. Assessor Assessors 1 1 1 1 0 Assistant Assessor 2 2 2 2 0 Department Ass iatant 0.75 0.75 0.75 0.75 0 Total 3.75 3.75 3.75 3.75 0 Assessors Other Funding Fund Funding Sourse Fund Type MGL Fund Uses Balance Receipts Reserved for Vote at Town Meeting Appropriation C40 Tax Appeals $ 74,393 Appellate Tax Board Appeals: legal services needed for potentail commercial appeals due to increase in tax resultinginthe amount ofabatements filed for FY19.As wel I as previous pending fiscal yearATB cases. - 132 - 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 personnel changes including the reclassification of a Principal Department Assistant to Assistant Treasure/Collector and the hiring of Treasurer/Collector due to a vacancy. 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, the Town collections' software is fully integrated with the Accounting Department's general ledger software. PRIOR YEAR ACCOMPLISHMENTS • Implemented new tax billing software to be integrated with new general ledger software. • Cross-trained staff so all will have a working knowledge of all office activities. • Achieved bank statement reconciliations in 30 days or less for each month. FY19 GOALS • 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, 2018. • To write off/abate old receivables with the assistance of the Assessor's office no later than September 30, 2018. • To justify and request an increase in the fees charged for Municipal Lien Certificates by October 31, 2018. • To 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 30, 2019. • To complete conversion of the new utility billing software for implementation by June 30, 2019. • To continue with aggressive collection of all past due real estate taxes through June 30, 2019 - 133 - Treasurer Collector Budget 2019 2019 20116 2017 2018 DEPT TOWN MGR Dollar Percent, Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Gunge Gunge Personnel Salaries,Full-Time $ 200,941 $ 186,812 $ 198,751 $ 259,578 $ 259,578 $ 60,826 30.6% Wages,Part-Time $ 9,252 $ 5,837 $ - $ - $ - $ - Overtime $ - $ - $ - $ - $ - $ - Longevity $ 3,156 $ 3,700 $ 4,950 $ 4,050 $ 4,050 $ (900) -18.2% Salary Reserve $ - $ - $ - $ - $ - $ - Total: Personnel Costs $ 213,349 $ 196,349 $ 203,701 $ 263,628 $ 263,628 $ 59,926 29A°/4 Expenses Repairs&Maintenance $ - $ 221 $ 240 $ 140 $ 140 $ (100) -41.7% Outside Professional Services $ 12,799 $ 25,339 $ 11,016 $ 5,000 $ 5,000 $ (6,016) -54.6% Data Processing $ 12,125 $ 20,144 $ 14,790 $ 27,000 $ 27,000 $ 12,210 82.6% Tax Title/Foreclosure $ 27,065 $ 3,413 $ 20,700 $ 16,211 $ 16,211 $ (4,489) -21.7% Training&Education $ 455 $ 582 $ 5,000 $ 4,000 $ 4,000 $ (1,000) -20.0% Postage Services $ 57,460 $ 57,739 $ 62,730 $ 62,000 $ 62,000 $ (730) -1.2% Office Supplies $ 3,703 $ 2,991 $ 5,000 $ 5,000 $ 5,000 $ - 0.0% Printing&Forms $ 16,756 $ 11,756 $ 13,500 $ 13,500 $ 13,500 $ 0.0% Uniforms&Clothing $ 525 $ 525 $ 600 $ 675 $ 675 $ 75 12.5% Auto Mileage $ 123 $ 128 $ 200 $ 250 $ 250 $ 50 25.0% Dues/Memberships&Subscriptions $ 250 $ 255 $ 400 $ 400 $ 400 $ 0.0% Other Charges&Expenses $ 4,154 $ 3,835 $ 200 $ 200 $ 200 $ 0.0% Total: Expense Costs $ 135,416 $ 126,929 $ 134,376 $ 134,376 $ 134,376 $ 0.0% Total: Treasury Costs $ 348,765 $ 323,278 $ 336,077 $ 398,004 $ 398,004 $ 59,926 17.7% Treasurer Collector Personnel Listing FY17 FY18 FY19 FY16 STAFF STAFF STAFF STAFF Department Title POS. PUS. POS, POS. VARIANCE++) Tre as ure r Treasurer Collector 1 1 1 1 0 Assistant Treasurer Collector 0 0 0 0.5 0.5 Department Assistant 2 2 2 2 0 Principal Assistant 1 1 1 1 0 Total 4 4 4 4.5 0.5 - 134- TO WN CLERK MISSION STATEMENT The Town Clerk's Office is dedicated to providing efficient, competent, and courteous service to our customers. The Office is the gateway to public information, records preservation, 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. SIGNIFICANT CHANGES New voting machines were purchased. The office is implementing on-line permitting for Business Certificates. The implementation has meant the elimination of a basic paper-based process. PRIOR YEAR ACCOMPLISHMENTS • Updated and reconciled voting information from 2016. Hundreds of changes needed to be researched to correct out-of-state registrations. • Completed a successful one-night Annual Town Meeting with all voted articles approved by the Attorney General. • The issuance of passports continues in the Town Clerk's office through very stringent changes in Vital Record issuance. The Office passed the audit process from Homeland Security and the Boston Passport Agency with excellent reports from both. • 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. 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. Completed an audit of all prior filings and posted to web site. • Initiated assurance that all Board Members were properly administered oath of office and given required documents. This meant attending individual board and committee meetings and reaffirming oaths and distribution of ethics and open meeting law. This was done to determine all members were properly qualified. - 135 - • Business Certificates Permitting 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. Began process of automating renewal of business certificates. • Successfully used Community Preservation funds for Payroll Records archiving and conversion of microfilm from Police Department records to be digitized for use in Laserfiche. FY 19 GOALS • Review all dog licenses for 2018 by comparing dog license files to files from veterinarians and send out reminder notices regarding non-licensed dogs by September 1, 2018. • Prepare for September State Primary using Poll Pads to enhance or eliminate paper voter check- in (dependent on State Approval of use)by September 1, 2018. • Complete recodification of General Bylaws, and updates to General Bylaws and Zoning Bylaw changes as voted at the 2018 Annual Town Meeting by September 15, 2018. • Prepare for Early Voting for November 2018 State Election by establishing location and procedures, and training all staff in any new regulations to streamline logistics and process by October 1, 2018. • Begin process to automate all license renewals (depending on status of ABCC online progress and their implementation schedule)by October 30, 2018. • Work with School Department to monitor Kindergarten registration and verify school registration data to Town Census data by March 1, 2019. • Comply with preliminary Federal Census Local Address Update by April 1, 2019. • Coordinate/conduct appropriate trainings, including for Open Meeting Law, through June 30, 2019. - 136 - Town Clerk Budget 2019 2019 2016 2417 2418 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL : ACTUAII ADOPTED REQUESTED RECM'D Change Change Personnel Salaries,Full-Time $ 194,683 $ 206,887 $ 213,706 $ 219,791 $ 219,791 $ 6,085 2.8% Wages,Part-Time $ 11,789 $ 2,960 $ - $ - $ 2,960 $ 2,960 0.0% Overtime $ - $ - $ - $ - $ - $ - 0.0% Longevity $ 2,600 $ 2,975 $ 3,425 $ 3,725 $ 3,725 $ 300 8.8% Salary Reserve $ $ $ - $ - $ - $ - TotaL Personnel Casts $ 209,072 $ 212,823 $ 217,131 $ 223,616 $ 226,476 $ 9,346 4.3% Expenses Repairs&Maintenance $ 2,508 $ 3,025 $ 4,000 $ 4,800 $ 4,000 $ - 0.0% Equipment Rental/Lease $ 7,808 $ 8,876 $ 8,000 $ 10,000 $ 10,000 $ 2,000 25.0% Outside Professional Services $ 456 $ 9,993 $ 1,500 $ 1,500 $ 1,500 $ - 0.0% Census $ 1,034 $ 1,875 $ - $ - $ - $ 0.0% Contract Services $ 2,616 $ - $ $ - $ - $ 0.0% Training&Educaton $ 356 $ 404 $ $ 1,800 $ 1,200 $ 1,200 0.0% Postage Services $ 7,226 $ 13,874 $ 10,000 $ 15,000 $ 15,000 $ 5,000 50.0% Binding $ - $ 257 $ 1,000 $ 1,000 $ 750 $ (250) -25.0% Election Expenses $ 9,450 $ 8,631 $ 4,000 $ 9,000 $ 9,000 $ 5,000 125.0% Town Meeting Expenses $ 3,577 $ 2,463 $ 7,000 $ 7,000 $ 7,000 $ - 0.0% Special Town Meeting $ - $ - $ - $ 7,000 $ - $ - 0.0% Election&Meeting Workers $ 31,259 $ 55,493 $ 17,000 $ 43,000 $ 43,000 $ 26,000 152.9% Outside Detail $ 8,545 $ 14,050 $ 4,500 $ 9,000 $ 9,000 $ 4,500 100.0% Office Supplies $ 7,827 $ 5,930 $ 6,000 $ 7,000 $ 5,000 $ (1,000) -16.7% Printing&Forms $ 6,257 $ 2,250 $ 2,500 $ 9,000 $ 3,000 $ 500 20.0% Annual Reports $ 9,004 $ 13,430 $ 10,000 $ 11,500 $ 11,500 $ 1,500 15.0% Uniforms&Clothing $ 175 $ 350 $ 400 $ 450 $ 450 $ 50 12.5% Auto Mileage $ - $ - $ 850 $ 850 $ 500 $ (350) 0.0% Dues/Memberships&Subscriptions $ 253 $ 256 $ 550 $ 550 $ 550 $ - 0.0% Capital Purchases $ - $ - $ - $ 17,000 $ - $ - 0.0% Total: Expense Costs $ 96,364 $ ; 141,166 $ 77,304 $ 166,464 $ 121,464 $ 44,160 57.1% Total: Town Clerk Costs $ 307,422 $ 363,979 $ 294,431 $ 378,966 $ 347,926 $ 63,496 18.2°/0 Town Clerk Personnel Listing F16 FY17 FY18 FY19 STAFF STAFF STAFF STAFF VARIANCE+/( Department Title POS. PUS. PUS, PUS: } Town Clerk Town Clerk 1 1 1 1 0 Assistant Town Clerk 1 1 1 1 0 Department Assitant 2 2 2 2 _0 Total 4 4 4 4 0 - 137 - CONSER VA TION DEPARTMENT MISSION STATEMENT The Conservation Department is charged with implementing the Massachusetts Wetlands Protection Act, a law that requires landowners and project proponents to file with the Conservation 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 administers the North Andover Wetlands Protection Bylaw, manages conservation land, launches environmental education programs and provides leadership and advice on the protection of natural resources in the community. SIGNIFICANT CHANGES The Department's Administrative Assistant retired and that position was filled by an internal applicant. PRIOR YEAR ACCOMPLISHMENTS • Processed seventeen (17) Notices of Intent, thirteen (13) Requests for Determinations, fifteen (15) Small Projects, one(1)Abbreviated Notices of Resource Area Delineation, twenty five(25) Certificates/Partial Certificates of Compliance, four (4) Extension Requests, and four (4) Amendments/Modifications for a total of seventy nine (79) Permits through January, 2018. 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 youth 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, 2018. Staff has attended multiple trainings and technical sessions on the new MS4 permit and is prepared for implementation when that occurs. • Catch basin marking with the North Andover High School Environmental Club and other volunteers will continue through the 2018 spring months. • An Eagle Scout planned and completed a new trail connecting Town owned land on Foxwood Drive to Harold Parker State Forest (Woodchuck Hill Parcel). Another scout will complete the project later this year with a boardwalk over the trail entrance off Foxwood Drive and a trail kiosk The new trail can be found on the Woodchuck Hill trail map found on the Friends of North Andover Trail's website (www.fonat.org). The Friends of North Andover Trails permitted and completed a new bog bridge over a wet area on Carter Hill and a new boardwalk on Essex County Greenbelt's Wilmot Lot. FONAT continues to maintain many miles of trails in North Andover as well as expand trail access. • The Department continued to work with the Lake Cochichewick committee including an annual cleanup in October, 2017. In addition, boat storage areas were designated and boat racks were permitted for use beginning in the summer of 2017. This effort was to reduce erosion issues caused by boat storage along the lake shore. - 138 - • The Conservation Department continues to work to prevent violations related to tree removal and brush dumping in or near wetland resource areas. Educational letters were sent to several neighborhoods and tree companies to reduce the need for enforcement action. • Significant projects included: completion of construction of two new safety runways at the Lawrence Municipal Airport; demolition and new commercial construction and parking lots at the West Mill on High Street; ongoing commercial construction at Bake-n-Joy on Willow Street and on Route 114 at Sharpners Pond Road; and ongoing subdivision construction continues on Regency Place and Wellington Woods with the start of new home construction at two different parcels on Salem Street (5 homes total) and Stevens Street (2 homes). Significant projects are also ongoing at Greater Lawrence Sanitary District (GLSD) (organics to energy project and upgrades to the Riverside Pump station). In total, the Conservation Department is currently monitoring over 40 construction projects. FY19 GOALS • To continue work on Lake Cochichewick committee including implementation of a boat storage area at the Old North Pump Station in the summer of 2018 and a Lake Clean-up by October 31, 2018. • To continue public education for NPDES MS4 permitting requirements, track ongoing projects, and implement new permit requirements as needed through March 31, 2019. • Conduct a Watershed Awareness workshop (including all North Andover watersheds)including a discussion of how to build a rain garden by March 31, 2019. • To continue catch basin marking on town owned properties with the assistance of the North Andover High School Environmental Club and other youth volunteers through June 30, 2019. • To update (as required) Agricultural Licenses (including those for hay land and cropland) held by the Conservation Commission on properties under their care, custody and control, through June 30, 2019 • Improve departmental tracking of expiring/expired permits and improve interdepartmental access to DEP Files through use of Laserfiche through June 30, 2019. - 139 - Conservation Budget 2019 2019 2016 2017 2018 DEPT TOWN MCR Dollar Percent' Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Salaries,Full-Time $ 109,685 $ 112,132 $ 114,375 $ 111,049 $ 111,049 (3,326) -2.9% Wages,Part-Time $ - $ - $ - $ - $ - - Longevity $ 1,350 $ 1,400 $ 1,500 $ 900 $ 900 (600) -40.0% Salary Reserve $ - $ - $ - $ - $ - - Total Personnel Costs $ 111,035 $ 113,532 $ 115,,875 $ 111,949 $ 111,949 -$3,926 .4% Expenses Advertising $ 164 $ - $ 200 $ 200 $ 200 - 0.0% Conferences and Meetings $ 570 $ 535 $ 2,000 $ 2,305 $ 2,305 305 15.3% Telephone $ 1,220 $ 1,086 $ 1,300 $ 1,300 $ 1,300 - 0.0% Postage Services $ 400 $ 425 $ 400 $ 400 $ 400 0.0% Storm Water Permitting $ 1,251 $ 1,128 $ 3,000 $ 3,050 $ 3,050 50 1.7% Office Supplies $ 181 $ 357 $ 350 $ 350 $ 350 - 0.0% Printing&Forms $ - $ 623 $ 1,000 $ 1,750 $ 1,750 750 75.0% Vehicle Fuel $ 328 $ 276 $ 500 $ 100 $ 100 (400) -80.0% Uniforms&Clothing $ 534 $ 230 $ 450 $ 475 $ 475 25 5.6% Publications&Maps $ 165 $ 25 $ 200 $ 200 $ 200 - 0.0% Auto Mileage $ 229 $ 299 $ 600 $ 300 $ 300 (300) -50.0% Dues/Memberships&Subscriptions $ 749 $ 903 $ 1,350 $ 1,440 $ 1,440 90 6.7% Other Charges and Expense $ 1,728 $ - $ - $ - $ - - 0.0% Total:Expense Costs $ 7,520 $ 5,887 $ 11!,350 $ 11,870 $ 11,870 $620 4.6°ln` Total:Conservation Casts $ 118,565 $ 119,416 $ 127,225 $ 123,818 $ 123,819 $3,406 =2.7%I Conservation Personnel Listing FY16 FY17 FYI$ FY19 STAFF STAFF STAFF STAFF VARIANCE Department Title PCIS. POS. PDS. POS. ++) General Fund Conservation Conservation Administrator 1 1 1 1 0 Department Assistant 1 1 1 1 0 Total 2 2 2 2 0 Revolving Fund Conservation Field Inspector 1 1 1 1 0 Total 1 1 1 1 0 Conservation Departmental Revenue 2015 2016 2017 2018 2019 Revenue Sourse ; ACTUAL ACTUAL i ACTUAL PROJECTED RECM'D Conservation Fee's $ 634 $ 927 $ 495 $ 800 $ 650 Conservation Other Funding Fund Funding Sourse Fund Type MGLFund Uses Balance C131, S310 Wetlands Filing Fees Revolving Fund CMR 10.03 Wetlands Protection $ 44,754 State Grants and Donations Special Revenue C44, S53A Tree Restoration $ 10,930 - 140 - 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 public interest; set and advance the town's vision for the future; control and monitor the physical growth within the town; and protect and enhance the public health. SIGNIFICANT CHANGES The past year saw the Division undergo personnel changes with the following positions: Conservation Agent, Staff Planner, and Administrative Assistants for the Conservation and Zoning Board of Appeals departments. PRIOR YEAR ACCOMPLISHMENTS • The extensive process to update the Town's Master Plan and Zoning Bylaw continued through FY 18. This effort involved 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. The final revised Master Plan is anticipated to be presented to the Planning Board for approval in June 2018. An initial diagnostic review of the existing Zoning Bylaw was accomplished and the direction for final revisions was set for carry-over into FYI 9. • The on-line permitting program was expanded beyond the Building Department to include Health Department permits. With this, CEDD has completed the on-line conversion of its permitting program. This program has successfully improved customer access and more transparency to the permitting process. Further, it has strengthened and expedited inter-departmental review of permits, assuring better coordination and application of all regulatory requirements. • CEDD worked with the Merrimack Valley Planning Commission (MVPC)to develop a Housing Production Plan. This effort focuses on understanding existing regional and local demographics and housing inventory, more importantly, on developing strategies to plan for and meet North Andover's future population and housing trends, including the type, location and size of new housing. This effort included public workshops and a final five-year Housing Plan was presented to the Planning Board for approval. • CEDD successfully obtained a $2.7M MassWorks grant to accomplish much needed infrastructure improvements for pedestrian, bicycle and vehicular access within the Route 125 corridor. These improvements (expected to be completed in Fall, 2018) will help link existing neighborhoods to commercial businesses and accomplish the "village-type" development of the 14-acre former Forgetta Farm (43,000 sf commercial/192 units residential). • CEDD initiated a public/private initiative to repurpose the former"Knight of Columbus" site on Sutton Street as home to a state-of the-art Senior Center(public) and an adjacent 100+ apartment - 141 - complex (private). This initiative will help meet two critical needs of the community including: a facility to house programs for North Andover's growing senior population; and providing a type of housing units to residents underserved by the Town's existing housing inventory. • CEDD worked with the MVPC on the second phase of a marketing plan to support regional economic growth. Work included developing an awareness campaign to bring new business into the region; creating the right kind of content, tools and messaging to motivate investment; and establishing cross-promotion among neighboring communities. • CEDD worked with the North Andover Merchants Association to bring a Farmers Market to the downtown district. The market ran on Sundays from 10:00 a.m. to 2:00 p.m. from late June into early October 2017 and was an unqualified success and extremely well-received by the community. This effort is seen as the first step in establishing the downtown as a full-time retail, entertainment, culture, and community engagement center. FY19 GOALS • To finalize Zoning Bylaw changes and to advance implementation of the Master Plan by May 31, 2019 and June 30, 2019 respectively. • Working in conjunction with the Merrimack Valley Planning Commission (MVPC), complete the next phases of the Merrimack Valley branding initiative by November 30, 2018. • Meet with the top 10 commercial taxpayers in North Andover to discuss opportunities to improve local government's response to their needs and opportunities to expand their businesses by December 31, 2018. • Meet with the top 10-15 employers in North Andover to discuss opportunities to expand job opportunities for residents by April 30, 2019. • Meet with the top 10 developers in the lower Merrimack Valley to obtain feedback for improving business opportunities in North Andover by June 30, 2019. • Develop a North Andover branding strategy by June 30, 2019. • Develop specific action items directed toward revitalizing the Main Street business corridor by June 30, 2019. • Work with Merrimack Valley Planning Commission on a targeted marketing strategy for leveraging and expanding existing developments in the downtown corridor, including the East- West Mill Complex which is a designated State Priority Development Area through June 30, 2019. • Continue to implement strategies to revitalize the downtown area, including set a definitive and all-inclusive downtown initiative to identify and address connectivity, infrastructure, land-use, design, wayfinding and other needs of the downtown district, and to show visible improvements in the district through June 30, 2019. - 142 - • Work with Merrimack College to develop a "campus edge" vision that takes advantage of the economic possibilities that college students and their families can provide to the local economy, coordinated with CEDD's involvement in MassDOT's design of roadway improvements along Route 114 from Waverly Road to Mill Road, through June 30, 2019. • Continue efforts to attract new businesses while piloting new initiatives to reduce barriers to locating a business in Town, such as group inspections and expanding the technical review committee process, through June 30, 2019. Community Development Budget 2019 2419 2016 2017 2018 DEPT TOWNMGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTEDREQUESTED RECM'D Change Change; Personnel Salaries,Full-Time $ 202,943 $ 130,221 $ 132,546 $ 135,872 $ 135,872 $ 3,326 2.5% Longevity $ 1,650 $ 1,425 $ 1,725 $ 1,208 $ 1,208 $ (518) -30.0% Salary Reserve $ - $ - $ - $ - $ - $ - Total: Personnel Costs $ 204,693 $! 131,646 $ 134,271 $ 137,080; $ 1$7,080 $ 2,809 2.1% Expenses Utilities $ 16,545 $ 975 $ - $ - $ - $ - 0.0% Repairs&Maintenance $ 1,080 $ - $ $ - $ - $ - 0.0% Equipment Rental/Lease $ 6,293 $ 4,512 $ $ 4,600 $ 4,600 $ 4,600 0.0% Outside Professional Services $ 15,772 $ 33,167 $ 80,500 $ 50,000 $ 40,000 $ (40,500) -50.3% Advertising $ 615 $ 164 $ 1,000 $ 1,000 $ 1,000 $ 0.0% Contract Services $ - $ - $ - $ 250 $ 250 Conferences and Meetings $ 1,270 $ 725 $ 1,500 $ 1,500 $ 1,500 $ 0.0% Training&Education $ - $ - $ 500 $ 500 $ 500 $ 0.0% Telephone $ 705 $ 518 $ 650 $ 650 $ 650 $ 0.0% Postage Services $ 1,052 $ (124) $ 650 $ 650 $ 650 $ 0.0% Office Supplies $ 5,678 $ 4,931 $ 3,500 $ 3,500 $ 3,500 $ 0.0% Printing&Forms $ - $ 265 $ 200 $ 350 $ 350 $ 150 75.0% Moving Expenses $ - $ - $ - $ 500 $ 500 $ 500 0.0% Auto Mileage $ 1,077 $ 379 $ 750 $ 2,200 $ 2,200 $ 1,450 193.3% Dues/Memberships&Subscriptions $ 420 $ 813 $ 2,200 $ - $ - $ (2,200) -100.0% Other Charges&Expenses $ 523 $ 9,103 $ - $ $ $ 0.0% Lease of Offices/Buildings $ 42,021 $ 46,315 $ - $ $ $ Total: Expense Costs $ 93,051 $ 101,742 $ 91,460 $ 66,700 $ 56,700 $ (36;000) -39.1% Total: Community Develop.Costs $ 297,643 $ 233,388 $ 225,721 $ 202,780 $ 192,780 $ (33,191) -14.6% Community Development Personnel Listing FY16' FY17 FY18' FY19 STAFF STAFF STAFF STAFF VARIANCE' Department Title POS. POS. POS. POS. ++) Community Development Director 1 1 1 1 0 Assistant Director 1 0 0 0 0 Adminisrative Assistant 1 0.7 0.7 0.7 0 Total 3 1.7 1.7 1.7 0 - 143 - 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 services and programs to enhance the quality of life of the Town's residents, businesses and visitors, 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 Three new full members and one new associate member were appointed this past year to the Planning Board. The vacant Staff Planner position was filled. PRIOR YEAR ACCOMPLISHMENTS • As of December 31, 2017, the Planning Board issued the following decisions: ✓ Site Plan Review 2 ✓ Watershed Special Permit 1 ✓ Approval Not Required (ANR) 3 As of that date, there are two Site Plan Review Modification applications, a Site Plan Review Special Permit application,a Land Disturbance Permit application, and a Wireless Facility Permit application before the Board. • The Planning Department has 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. To date, nine TRC meetings have been held for various projects,ranging from a new restaurant to a new convenience store, to an addition to an existing convenience store, to a new 51 unit multi-family residential apartment building. • The Planning Department has coordinated and served as a liaison between the Master Plan Advisory Committee, Town staff, and the Planning Board. The `Existing Conditions Plan' and the `Community Engagement — Vision & Goals: Summary of Results' have been completed. Attendance at a November public forum far exceeded expectations. The Master Plan Advisory Committee conducted two follow-up public forums and, in addition, the public was able to provide input via the town website. The next phase of this endeavor will entail development of a `Vision and Set of Goals'. - 144- • The Planning Department has coordinated and served as liaison between the Merrimack Valley Planning Commission and the Town in an effort to develop a Regional Housing Plan. This Plan will include a chapter for the Town of North Andover that will serve as the Town's Affordable Housing and Planned Production Plan. The purpose of the Plan is to provide a tool and a process to assist the town in planning for and developing strategies to create and preserve housing choice and diversity,including the production of more affordable housing units,but also to identify other housing needs and goals. Two community workshops were held in order to identify the Town's needs and to develop goals and strategies to meet those needs. • The Planning Department has supported the Planning Board on an effort to develop a comprehensive Marijuana Overlay District bylaw that serves to provide for siting of specific Allowed Marijuana Use which relate to or involve marijuana as regulated by General Law chapters 94C,App. 1-1, §94I and 94G and to replace the Temporary Moratorium on Recreational Marijuana Establishments and Retailers. • The Planning Department participated on the Lake Cochichewick committee which designated and implemented boat storage areas, boat storage racks were constructed and permitted for, and parking spaces were constructed along Pleasant Street. In addition, the committee facilitated a Lake Clean-Up Day in October. • The Planning Department has constructed online Building, Health, Sign, and Certificate of Occupancy permits, trained staff, implemented and provided ongoing support. • Work has continued on the Multi-Use Path, "Mills to Hills" trail, construction effort in order to provide a recreational facility for walkers and bicyclists; however, this effort is working to overcome challenges in obtaining owner authorization for use of non-town owned land and wetland impacts. • Long term department projects included: ✓ Ongoing coordination with the Merrimack Valley Regional Planning Agency. ✓ Ongoing maintenance and updating of the Planning Department's Procedure Manual. ✓ Identification, execution, and completion of a successful affordable housing projects leveraging funding provided through the Affordable Housing Trust. ✓ Ongoing scanning of previously issued permits and purging of Planning Department files. FY19 GOALS • To complete and submit required Record Retention forms and purge approved documents by February 28, 2019. • To create a printed"Guide for Doing Business in North Andover"that can be distributed to small businesses to help them navigate the municipal process — including permitting, licensing and zoning by March 31, 2019. • To scan Planning Board meeting minutes and agendas from 1998 through 2010 by May 31,2019. - 145 - • To coordinate and serve as a liaison for Town departments and community stakeholders in order to support implementation of the Regional Housing Plan through June 30, 2019. • To coordinate and serve as a liaison for Town departments and community stakeholders in order to support implementation of the Master Plan through June 30, 2019. • To work with the Affordable Housing Trust to implement plans to provide housing for "special needs" populations (including low income, veterans, the disabled and the elderly) through June 30, 2019. Planning Budget 2019 2019 2016 2017 2018 DEPT TOWEN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM�D Change Change Personnel Salaries,Full-Time $ 66,164 $ 150,432 $ 157,359 $ 163,764 $ 163,764 $ 6,405 4.1% Salaries-Part Time $ - $ - $ - $ - $ - $ - Overtime $ $ - $ - $ - $ - $ Longevity $ $ 550 $ 600 $ 600 $ 600 $ 0.0% Salary Reserve $ $ - $ - $ - $ - $ Total: Personnel Costs $ 66,164 $ 150,982 $ 157,959 $ 164,364 $ 164;364 $ 6,405 4.1% Expenses Outside Professional Services $ 3,000 $ 125 $ 4,000 $ 4,000 $ 4,000 $ - 0.0% Advertising $ 1,818 $ 1,465 $ 2,000 $ 2,000 $ 2,000 $ 0.0% Conferences and Meetings $ 400 $ 415 $ 750 $ 750 $ 750 $ 0.0% Training&Education $ 60 $ 554 $ 1,400 $ 1,400 $ 1,400 $ 0.0% Telephone $ 595 $ 173 $ - $ - $ - $ 0.0% Postage Services $ 913 $ 164 $ 600 $ 600 $ 600 $ 0.0% Storm Water Permitting Mandate $ - $ - $ 1,000 $ 1,000 $ 1,000 $ 0.0% Office Supplies $ 72 $ 402 $ 500 $ 500 $ 500 $ 0.0% Printing&Forms $ 410 $ 2,929 $ 500 $ 500 $ 500 $ 0.0% Uniforms&Clothing $ 175 $ 656 $ 200 $ 225 $ 225 $ 25 12.5% Publications&Maps $ 213 $ 920 $ 1,000 $ 1,000 $ 1,000 $ 0.0% Auto Mileage $ - $ 195 $ 150 $ 150 $ 150 $ 0.0% Dues/Memberships&Subscriptions $ 255 $ 645 $ 600 $ 600 $ 600 $ 0.0% Other Charges&Expenses $ - $ - $ - $ - $ - $ Total Expense Costs $ 7,911 $, ;8,642 $ 12,700 $ 12,725 ,$ 12,725 $ 25 0.2% Total: Planning Cost $' 74,075 $; 159,624 $ 170,659 $ 177,089 $ 177;089 $ 6,430 3.8% Planning Personnel Listing EY16 E+Y17 FY18 FY19 STA» STAYF STAIFF STAIFF Department Title POS. Pos. POS, Pos. VARIANCE+/(-)_ Planning Director of Planning/Town Planner 1 1 1 1 0 Staff Planner 0 1 1 1 0 Department Assistant 1 1 1 1 0 Total 2 3 3 3 0 - 146 - Planning Other Funding Fund Funning Sourse Fund Type MGL Fund Uses Balance Outside air quality Wheelebrator Revolving Fund C44 S53E1/2 monitoring $ 126,154 Planning Departmental Revenue 2015 2016 2017 ! 2018 2019 Revenue Sourse ACTUAL ACTUAL ACTUAL PROJECTED BUDGET Planning Board Filing Fees $ 38,782 $ 58,227 $ 24,892 $ 25,000 $ 25,000 - 147 - 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 with respect to the Town's Zoning Regulations. The Board is 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). SIGNIFICANT CHANGES The ZBA welcomed one new board member. Staffing changes included a new part-time Department Assistant to replace the former staff member who moved to a full-time position in another department. 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. • As of December 31, 2017, the ZBA office has managed and guided applicants through a total of eleven (11) appeals processes. FY19 GOALS • Complete electronic data scanning and storage of all back files by March 31, 2019. • Provide assistance and support to the Zoning Bylaw update process thru June 30, 2019. - 148 - Board of Appeals 2019 2019 2016 2017 2018 DEPT T01NN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUEaTE RECM'DChange Change Personnel Salaries Full-Time $ 15,893 $ 17,281 $ 18,289 $ 17,823 $ 17,823 $ (467) -2.6% Longevity $ - $ - $ - $ - $ - $ - Salary Reserve $ - $ - $ - $ - $ - $ - Total: Personnel Costs $ 15,893 $ 17,281; $ 1,8,289 $ 17,823 $ 17,823 $ (467) -Z6% Expenses Advertising $ - $ - $ 150 $ 150 $ 150 $ - 0.0% Training&Education $ - $ - $ 300 $ 300 $ 300 $ - 0.0% Postage Services $ 640 $ - $ 900 $ 788 $ 788 $ (113) 0.0% Office Supplies $ 24 $ 39 $ 100 $ 100 $ 100 $ - 0.0% Uniforms&Clothing $ 175 $ 89 $ 200 $ 225 $ 225 $ 25 12.5% Auto Mileage $ 50 $ - $ - $ - $ - $ - 0.0% Total: Expense Costs $ 889 $ 127 $ 1,650 $ 1,563 $ 1,563 $ {8a) 5.3% Total:Beard of Appeals Costs $ 16,782 $ 17,408' $ 19,939 $ 19,385 $ 19,385 $ (554) 2.8% Board of Appeals Personnel Listing FY16 FY17 FY18 FY19 STAFF STAFF STAFF STAFF VARIANC Department Title PUS. POS. PDS.. POS. E k/(-) Board of Appeals Department Assistant 0.5 0.5 0.5 0.5 0.0 Total 0.5 0.5 0.5 0.5 0.0 Board of Appeals Departmental Revneues 2015 2016 2017 2018 2019 REVENUE SOURCE ACTUAL ACTUAL ACTUAL. PROJECTED BUDGET Board of Appeals Receipts $ 1,700 $ 2,050 $ 2,200 $ 2,200 $ 2,000 - 149 - 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 ongoing opioid epidemic has impacted North Andover similar to other communities. Officers were given higher doses of Narcan to carry as it was discovered that administering the older doses had little to no effect because of the fentanyl use increase over heroin. Officers were also given additional training on dealing with those affected by addiction. This training included seeking alternative options for dealing with addicts who are seeking guidance and direction. With the current use of fentanyl and the potential exposure to officers, additional training was given to officers to maintain officer safety while handling calls for service with possible exposure to fentanyl. PRIOR YEAR ACCOMPLISHMENTS • The Department's Record Management System was overhauled and replaced. This is a work in progress with regards to training officers and civilians. • Continued 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. Programs included purchasing more powerful doses and carrying double quantities. • Implemented 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. This included training officers on how to handle residential complaints and operators of motor vehicles who were consuming marijuana while operating. • Continued with Phase 3 of the Public Safety Radio Network overhaul. - 150 - • Updated all marked vehicles with new LED light bars and sirens. • Increased training for police officers on identifying potential terror attacks and handling a critical incident involving potential terrorist activities. This was made a mandated course by the Massachusetts Criminal Justice Training Council for 2017-2018. FY19 GOALS • To complete the public safety radio infrastructure project by October 31, 2018. • To replace assigned portable radios that will utilize the new public safety radio infrastructure and allow greater range and reliability by December 31, 2018. • To conduct a comprehensive traffic and speed limit study, including a street by street analysis conducted by traffic data collection devices deployed throughout the Town, by January 31, 2019. • To begin replacement of current Department issued firearms, that are eight years old, by March 31, 2019. • To institute specific training for Department personnel focused on leadership, officer development, and impaired motor vehicle operation through June 30, 2019. Police Department Budget 2019 2019 2016 2017 2018 DEPT TOWN MGR Dollar Percent' Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change', Salaries,Full-Time $ 3,078,927 $ 3,159,366 $ 3,174,604 $ 3,152,062 $ 3,152,062 $ 22,542 -0.7% Salaries,Dispatchers $ 361,518 $ 445,318 $ 442,321 $ 461,019 $ 461,019 $ 18,698 4.2% School Crossing Guards $ 37,512 $ 35,279 $ 38,896 $ 38,896 $ 38,896 $ 0 0.0% Reserve Police Officers $ 7,053 $ 12,849 $ 25,000 $ 18,000 $ 18,000 $ (7,000) -28,0% Salaries,Part-Time $ 11,209 $ 493 $ - $ 29,184 $ 29,184 $ 29,184 0.0% K9 Care $ 1,020 $ - $ 4,350 $ 4,350 $ 4,350 $ - 0.0% Overtime $ 92,734 $ 83,526 $ 151,674 $ 437,486 $ 437,486 $ 285,812 188,4% Dispatcher Overtime $ 60,211 $ 66,816 $ 70,000 $ 70,000 $ 70,000 $ - 0.0% NEMLEC Overtime $ 4,688 $ 788 $ 2,634 $ - $ - $ (2,634) -100,0% Longevity $ 4,000 $ 3,850 $ 5,175 $ 5,475 $ 5,475 $ 300 5.8% Holiday Pa $ 73,935 $ 64,548 $ 76,914 $ 82,578 $ 82,578 $ 5,664 7.4% Other Pay $ 3,671 $ 43,175 $ 22,750 $ 26,000 $ 26,000 $ 3,250 14,3% Shift Differential,Dispatchers $ 16,242 $ 16,780 $ 18,356 $ - $ - $ (18,356) -100,0% Sick Time Buy Back $ 11,185 $ - $ 6,648 $ 18,556 $ 18,556 $ 11,908 0.0% Vacation Time Buy Back $ 1,067 $ - $ 1,123 $ 8,605 $ 8,605 $ 7,482 0.0% Holiday Overtime $ 27,272 $ 34,274 $ 29,216 $ 4,711 $ 4,711 $ 24,505 -83,9% Personal Day Overtime $ 18,807 $ 22,282 $ 17,635 $ - $ - $ (17,635) -100,0% Vacation Leave Overtime $ 69,423 $ 87,145 $ 73,886 $ $ $ (73,886) -100,0% Sick Leave Overtime $ 16,949 $ 36,013 $ 25,374 $ $ $ 25,374 -100,0% Injury Pay Overtime $ 11,065 $ 24,781 $ 19,136 $ $ $ 19,136 -100,0% Training/Conference Overtime $ 116,966 $ 86,891 $ 85,396 $ $ $ (85,396) -100,0% Court Overtime $ 37,144 $ 31,053 $ 32,534 $ $ $ (32,534) -100,0% Announcement of Retirement $ - $ - $ - $ $ $ - Total: Personnel Casts $ i 4,062,697 $ 4,255,224 $ 4,323,623 $ 4,356,922 $ 4,356,622 $ 33,299 0.8% Electricity $ 60,911 $ 50,121 $ 58,000 $ 59,000 $ 55,000 $ 3,000 -5.2% Heating Fuel $ 3,947 $ 13,273 $ 16,000 $ 17,000 $ 17,000 $ 1,000 6.3% Software $ 42,285 $ 56,501 $ 37,719 $ 38,891 $ 38,891 $ 1,172 3.1% Water $ 2,407 $ 1,402 $ 7,000 $ 7,000 $ - $ 7,000 -100,0% Repairs&Maintenance $ 47,366 $ 39,570 $ 32,850 $ 35,850 $ 35,850 $ 3,000 9.1% Radio repair&maintenance $ 20,808 $ 16,340 $ 20,500 $ 20,963 $ 20,963 $ 463 2.3% Vehicle Maintenance $ 4,162 $ 5,592 $ 4,500 $ 4,500 $ 4,500 $ - 0.0% Equipment Rental/Lease $ 14,168 $ 17,106 $ 21,750 $ 23,027 $ 23,027 $ 1,277 5.9% Outside Professional Services $ 15,763 $ 11,470 $ 12,500 $ 12,500 $ 12,500 $ - 0.0% Advertising $ 1,029 $ - $ 1,250 $ 1,250 $ 1,250 $ 0.0% Special Assessment(NEMLEC) $ 4,825 $ 9,825 $ 5,500 $ 5,500 $ 5,500 $ 0.0% Training&Education $ 24,439 $ 10,467 $ 42,550 $ 42,550 $ 42,550 $ 0.0% Telephone $ 27,236 $ 21,929 $ 27,550 $ 27,550 $ 27,550 $ 0.0% Postage Services $ 1,872 $ 2,551 $ 2,878 $ 2,878 $ 2,878 $ 0.0% K-9 Expenses $ 3,514 $ 2,955 $ 4,200 $ 4,200 $ 4,200 $ 0.0% Office Supplies $ 11,431 $ 16,063 $ 15,000 $ 15,500 $ 15,500 $ 500 3.3% Materials&Supplies $ 10,192 $ 27,840 $ 20,088 $ 20,164 $ 20,164 $ 76 0.4% Printing&Forms $ 2,270 $ 4,066 $ 3,450 $ 3,450 $ 3,450 $ - 0.0% Vehicle Fuel $ 65,440 $ 65,202 $ 85,000 $ 85,500 $ 85,500 $ 500 0.6% Guns&Ammo $ 21,601 $ 24,010 $ 13,399 $ 13,399 $ 13,399 $ - 0.0% Uniforms&Clothing $ 63,435 $ 64,618 $ 73,275 $ 73,850 $ 73,850 $ 575 0.8% Dues/Memberships&Subscriptions $ 6,463 $ 12,236 $ 14,550 $ 14,550 $ 14,550 $ - 0.0% Other Charges&Expenses $ 4,354 $ 8,366 $ 1,350 $ 1,500 $ 1,500 $ 150 11,1% Animal Control $ 3,681 $ 4,143 $ 7,550 $ 7,550 $ 7,550 $ - 0.0% Capital Purchases>$5,000 $ 76,628 $ 53,759 $ 132,365 $ 132,365 $ 132,365 $ - 0.0% Vehicles $ 171,980 $ 143,163 $ 153,066 $ 139,530 $ 139,530 $ (13,536) -8.8% Total: Expense Costs $ 712,206 $ 682,669 $ 813,840 $ 810,017 $ 799,017 $ (1,4,823) .1,80% ,Total: Police Costs $ 4,774,803 $ 4,937,793 $ $,137,463 $ 5,166,838 $ 5,155,939 $ 118,476 OA% - 152 - Police Personnel Listing FY16 FY19 STAFF FY17 STAFF FY18 STAFF STAFF Department Title POS. POS. POS. POS. VARIANCE+/(-),I Police Chief of Police 1 1 1 1 0 Lieutenant 2 2 2 2 0 Sergeants 8 8 8 8 0 Patrol Officers 29 29 29 29 0 Administrative Service Director 1 1 1 1 0 Community Service 1 1 1 1 0 Administrative Secretary 1 1 1 1 0 Department Assistant 1 1 1 1 0 Lead Dispatcher 1 1 1 1 0 Communications Officers 8 8 8 8 0 Total 53 53 53 53 0 Police Other Funding Fund Funding Sourse Fund!Type MGL Fund Uses Balance Bullet Proof Vest Grant C44§53A Bullet Proof Vest $ 13,391 Underage Alchol Enforcement Program Grant C44§53A School Programs $ 2,282 State 911 Dept Support Grant Grant C44§53A Staff Training $ 946 Outside Details Revolving C44§53C Police Detail $ 100,613 Insurance Insurance C44§53 Accident claims $ 10,271 SETB Training Grant Grant C44§53A Staff Training $ 9,698 Police Helmets Grant C44§53A Bicycle Helmets $ 694 Student Academy Donations Donation C44§53A Education Training $ 1,635 Project Life Donations Donation C44§53A Life Safety Equip $ 942 Police Dept Donations Donation C44§53A Dept Supplies&Equip $ 3,943 - 153 - 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 There have been no significant changes in the Fire Department for the past year. PRIOR YEAR ACCOMPLISHMENTS • The Fire Chief and Deputy Fire Chief attained accreditation for Fire Chief credentialing in the Commonwealth of Massachusetts. The Fire Chief completed the Chief Fire Officer program of the Department of Fire Services in conjunction with UMASS Boston while the Deputy Chief was certified as Fire Officer III. • The Department took ownership of a new 2017 forestry unit to assist with better access to hard to reach forest areas. This vehicle is a multi-use apparatus that will have year round usage. • The Department has fully integrated to the new IMC computer aided dispatching system which will enable for better data collection. • Completed the three-year plan of purchasing additional self-contained breathing apparatus (SOBA)in order to stay NFPA 1852 compliant. • Implemented Department-wide standardized training in conjunction with the training of the Massachusetts Firefighting Academy. • Revised the Standard Operating Guidelines and developed new guidelines where needed. • Continued the Department's involvement in the Senior SAFE Program educating senior citizens on fire safety. FY 19 GOALS • To establish a full time EMS coordinator position in order to oversee training, education, MATRIS reporting, QA/QI program and other related emergency medical service requirements by September 30, 2018. • To complete the public safety radio infrastructure project by October 31, 2018. • To streamline Fire Department permitting process to include the ability for online permitting and request for inspections by January 31, 2019. - 154- • To increase mercantile engine company inspections and pre-plans for commercial businesses by June 30, 2019. - 155 - Fire Department Budget 2019 2019 2016 2017 2018 DEPT TOWN MGR Dollar Percent Expense Line Items ACTUAL ACTUAL ADOPTED D RECM'D Change Change! Personnel Salaries,Full-Time $ 3,385,475 $ 3,394,310 $ 3,524,012 $ 3,553,860 $ 3,553,860 $ 29,848 0.8% Overtime $ 159,394 $ 100,721 $ 669,512 $ 669,512 $ 669,512 $ - 0.0% Longevity $ 5,269 $ 4,065 $ 5,450 $ 7,450 $ 7,450 $ 2,000 36.7% Holiday Pay $ 187,980 $ 257,054 $ 268,824 $ 263,560 $ 267,700 $ (1,124) -0.4% Academic Pay $ 58,687 $ 56,683 $ 60,000 $ 70,000 $ 70,000 $ 10,000 16.7% Other Pay $ 8,000 $ 11,500 $ 18,000 $ 18,000 $ 18,000 $ - 0.0% Sick Time Buy Back $ 27,420 $ - $ 2,500 $ 2,663 $ 2,663 $ 163 0.0% Personal Day Overtime $ 84,618 $ 81,300 $ - $ - $ - $ - 0.0% Vacation Leave Overtime $ 318,268 $ 319,494 $ $ $ $ 0.0% Sick Leave Overtime $ 112,150 $ 111,038 $ $ $ $ 0.0% Injury Leave Overtime $ 9,190 $ 19,265 $ $ $ $ 0.0% Annoncement of Retirement $ - $ - $ $ $ $ EMT Pay $ 184,359 $ 195,803 $ 212,148 $ 212,537 $ 212,537 $ 388 0.2% Total: Personnel Costs $ 4,640,80$ $ 4,561,234 $ 4,760,446 $ 4,797,582 $ 4,801,722 $ 41,276 0.9°/4 '. Expenses Electricity $ 22,129 $ 26,177 $ 23,250 $ 23,250 $ 23,250 $ - 0.0% Heating Fuel $ 10,092 $ 16,508 $ 18,000 $ 18,000 $ 18,000 $ - 0.0% Software $ - $ - $ - $ 14,088 $ 14,088 $ 14,088 0.0% Water $ 3,244 $ 3,275 $ 3,400 $ 3,400 $ - $ (3,400) -100.0% Repairs&Maintenance $ 32,056 $ 30,964 $ 35,000 $ 30,000 $ 30,000 $ (5,000) -14.3% Radio&Transmitter $ 2,685 $ 1,418 $ 3,000 $ 3,000 $ 3,000 $ - 0.0% Vehicle Maintenance $ 57,625 $ 50,504 $ 58,000 $ 63,000 $ 63,000 $ 5,000 8.6% Equipment Rental/Leases $ 2,501 $ 3,120 $ 3,300 $ 3,300 $ 3,300 $ - 0.0% Data Processing $ 8,233 $ 8,808 $ 6,650 $ - $ - $ (6,650) -100.0% Medical/Physical Services $ 350 $ - $ 2,000 $ 2,000 $ 2,000 $ 0.0% Contract Services $ 84,840 $ 79,523 $ 87,000 $ 87,000 $ 87,000 $ 0.0% Training&Education $ 18,388 $ 19,311 $ 37,610 $ 39,775 $ 39,775 $ 2,165 5.8% Ambulance Training/Education $ 18,530 $ 12,794 $ 18,500 $ 14,761 $ 14,761 $ (3,739) -20.2% Telephone $ 11,002 $ 13,959 $ 13,640 $ 13,640 $ 13,640 $ 0.0% Postage $ 324 $ 445 $ 600 $ 600 $ 600 $ 0.0% Office Supplies $ 4,065 $ 1,975 $ 3,100 $ 3,100 $ 3,100 $ 0.0% Printing&Forms $ 822 $ 864 $ 1,050 $ 1,050 $ 1,050 $ 0.0% Ambulance $ 33,448 $ 39,779 $ 38,000 $ 38,000 $ 38,000 $ 0.0% Vehicle Fuel $ 23,045 $ 22,084 $ 30,000 $ 30,000 $ 30,000 $ 0.0% Tools and expendables $ - $ - $ - $ 3,840 $ 3,840 $ 3,840 0.0% Protective Equipment $ 65,705 $ 33,860 $ 35,000 $ 36,000 $ 36,000 $ 1,000 2.9% Uniforms&Clothing $ 51,496 $ 47,735 $ 46,600 $ 47,665 $ 47,665 $ 1,065 2.3% Auto Mileage $ 225 $ 2,144 $ 500 $ 500 $ 500 $ - Dues/Memberships&Subscriptions $ 2,368 $ 3,520 $ 3,500 $ 3,883 $ 3,883 $ 383 10.9% Other Charges&Services $ 6,617 $ 7,337 $ 2,000 $ 2,000 $ 2,000 $ - Fire Alarm $ 13,466 $ 1,193 $ 4,000 $ 4,000 $ 4,000 $ - 0.0% Fire Investigation $ - $ - $ 325 $ 500 $ 500 Capital Outlay $ 48,860 $ 62,691 $ 70,689 $ 69,344 $ 69,344 $ (1,345) -1.9% Furniture $ - $ 6,834 $ 3,000 $ - $ - Total: Expense Costs $ 522,116 $ 496,822 $ 647,714 $ 665,696 $ 552,296 $ 7,407 0.8% Total Fire Department Costs $ 5,062,925 $ 5,048,056 $ 6,308,160 $ 5,353,278 $ 5,354,018 $ 48,683 0.9% - 156 - Fire Department Personnel Listing FY16 FY17 FY18 FY19 STAFF STAFF STAFF STAFF VARIANCE Department Title PDS. PDS. POS. PCIS. +1(-) Fire Fire Chief 1 1 1 1 0 Fire Deputy Chief 1 1 1 1 0 Firefighters 44 44 44 44 0 Lieutenant 9 9 9 9 0 Administrative Secretary 1 1 1 1 0 Total 56 56 56 56 0 Fire Departmental Revenue 2015 2D16 2017 2018 2019 Revenue Sourse ACTUAL ACTUAL ACTUAL PROJECTED RECM-D Ambulance Fees $ 942,044 $ 959,662 $ 977,739 $ 980,000 $ 960,000 Fire Alarm Fees $ 22,400 $ - $ 11,000 $ 11,000 $ 11,000 Fire Permit Fees $ 44,123 $ 51,640 $ 42,521 $ 44,000 $ 45,000 Fire Other Funding Fund'. FundName Fund Type, MGL Fund Uses Balance Fire SAFE Grant Grant C44 53A Public Fire Safety Education $ 10,747 Pay for participation in the District 6 Haz- Fire Hazmat Grant C44 53A Mat Team $ 2,251 Fire Safe Grant-Seniors Grant C44 53A Public Fire Safety Education $ 864 to pay for detail work performed by Fire Fire Outside Details Revolving C44 53A Dept $ (1,603) Computer and tracking software for local Fire TAG LEPC Grant C44 53A Emergency Planning Committee $ 168 Fire Schneider Electric Donation Donation C44 53A To purchase Fire Dept equipment $ 200 Fire Department Equipment Grants Donation C44 53A To purchase Fire Dept equipment $ 2,938 - 157 - PUBLIC SAFETY SALARY RESERVE 2019 2019 2016 2017 2018 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM D Change` Change Personnel Salary Reserve $49,589 $0 $0 $181,043 $181,043 $ 181,043 Announcement of Retirement $0 $0 $0 $66,053 $52,913 $ 52,913 Total: Personnel Costs $49,589 $0 $0 $247,097 $233,957 $233,957 0 Expenses Total: Expense Costs $0 + $0 $0 $0 $0 $0 0.0°/a'. Total Public Safety Salary Reserve $49,589 $0 $0 $247,097 $233,957 $233,957 0.0% - 158 - 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, Architectural Access Board (AAB) 521 CMR, and North Andover Zoning and General Bylaws and ADA Representation. SIGNIFICANT CHANGES The part-time Plumbing and Gas Inspector was increased to 30 hours per week. The 9th Edition of the Massachusetts State Building Code 780 CMR was promulgated. PRIOR YEAR ACCOMPLISHMENTS • Conducted inspections of previously uninspected and new facilities to establish the minimum requirements to safeguard the public health, safety and general welfare through structural strength, means of egress, stability, sanitation, adequate light and ventilation, energy, conservation, and safety to life and property from fire and other hazards attributed to the built environment, to ensure safety and increase building permit awareness. • Continued the education, enforcement, and the awareness of changes in International Building Codes (ICC Code Family)with Massachusetts Amendments, as stated in the Massachusetts State Building Code 780 CMR. • In coordination with the Fire Prevention Officer, put together a plan for Multi Family Periodic Inspections to comply with Massachusetts State Building Codes • Initiated electronic data storage of new building permits for better public access. • Strengthened the working relationships with Fire Prevention and other municipal departments hence creating a more productive/professional work environment. • Implemented changes to operations to comply with the latest edition of the Massachusetts State Building Code. FY19 GOALS • Develop an education program to inform the public and contractors of changes in the new 9th Edition of the Massachusetts State Building Code and the permitting process by September 30, 2018. • Increase enforcement and clarification of the Zoning Bylaws by educating contractors and public through the use of informational pamphlets, bulletins, etc. by December 31, 2018. - 159 - • Begin Multi Family Housing Inspections to comply with Massachusetts State Building Code 780 CMR 110.7 Periotic Inspection, in conjunction with Fire Prevention through June 30, 2019. • Establish scheduled bi-monthly training program for all staff to include live instruction,webinars, and on-line videos aimed at improving customer relations and proficiency through June 30,2019. Building Inspection Budget 20'19 2019 2016 2017 2018 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Salaries,Full-Time $ 226,175 $ 265,332 $ 264,064 $ 274,692 $ 274,692 $ 10,628 4.0% Wages,Part-Time $ 45,002 $ 2,227 $ 10,059 $ - $ 10,260 $ 201 2.0% Longevity $ 2,475 $ 1,225 $ 1,525 $ 1,525 $ 1,525 $ - 0.0% Salary Reserve $ - $ - $ - $ - $ - $ - Total: Personnel Costs $ 273,652; $ 258,784 $ 276,648 $ 276,217 $ �286,477 $ 10,829 3.9% Expenses Outside Professional Services $ 194 $ - $ - $ 1,000 $ - $ - 0.0% Advertising $ 1,111 $ - $ - $ - $ - $ - 0.0% Conferences In State $ 1,465 $ 1,590 $ 3,000 $ 2,000 $ 2,500 $ (500) -16.7% Training&Education $ 1,324 $ 2,057 $ 2,750 $ 2,800 $ 2,800 $ 50 1.8% Telephone $ 1,934 $ 1,147 $ 3,000 $ 1,700 $ 1,700 $ (1,300) -43.3% Postage Services $ 200 $ (61) $ 250 $ 600 $ 600 $ 350 0.0% Office Supplies $ - $ 148 $ - $ 300 $ 300 $ - 0.0% Printing&Forms $ 1,185 $ 1,060 $ 1,500 $ 750 $ 750 $ (750) -50.0% Vehicle Fuel $ 1,107 $ 1,126 $ 4,400 $ 4,400 $ 2,200 $ (2,200) -50.0% Uniforms&Clothing $ 350 $ 445 $ 200 $ 225 $ 225 $ 25 12.5% Auto Mileage $ 5,770 $ 5,121 $ 2,500 $ 2,000 $ 2,000 $ (500) -20.0% Dues/Memberships&Subscriptions $ 545 $ 495 $ 800 $ 650 $ 650 $ (150) -18.8% Other Charges&Expenses $ 691 $ 2,107 $ 1,300 $ 1,300 $ 1,300 $ - Vehicle $ - $ - $ - $ - $ - $ Total: Expense Costs $ 15,875 $ 15,235 $ 19,700 $ 17,725 $ 15,025 i$ (4,975) -23.7% Total. Building Code Costs $ 289,626, $ 284,019 $ 296,348 $ 293,942 $ 301,502 $ 6,154 2.1% Building Inspection Personnel Listing FY16 FY17 FY18 FY19 STAFF STAFF STAFF STAFF VARIANCE Department Title POS. PCIS. POS. ROS, ++) Inspectional Services Inspector of Building 1 1 1 1 0 Building Inspector 1 1 1 1 0 Electricallnsepector 0.8 0.8 0.8 0.8 0 Plumbing/Gas Inspector 0.5 0.5 0.8 0.8 0 Department Assistant 1 1 1 1 0 Total 4.3 4.3 4.6 4.6 0 - 160 - Building Inspection Revenue 2015 2016 2017 2018 2019 REVENUE SOURCE ACTUAL ACTUAL ACTUAL PROJECTED RECM'D Builing Inspection Fees $ 832,529 $ 1,314,053 $ 1,197,989 $ 775,000 $ 775,000 Plumbing Inspection Fees $ 84,942 $ 132,167 $ 108,844 $ 89,000 $ 89,000 Electrical Inspection Fees $ 148,698 $ 188,181 $ 154,762 $ 130,000 $ 130,000 Gas Permits $ 31,762 $ 42,432 $ 50,204 $ 34,200 $ 36,000 $ 1,097,931 $ 1,676,832 $ 1,511,799 $ 1,028,200 $ 1,030,000 - 161 - EMERGENCY MANAGMENT MISSION STATEMENT North Andover Emergency Management's primary responsibility is to ensure the town's resilience to disasters. Volunteer staffs of operations officers and communications officers are committed to an all hazards approach to emergency management. The Department partners with federal, state and local government agencies to aid and guide the 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. • Addressed issues with Emergency Management's garage and adjacent storage room at the Steven's Estate by June 30, 2018. FY19 GOALS • To continue replacing RACES communication infrastructure by April 30, 2019. • To purchase public safety radio and 220 mhz repeaters by June 30, 2019. - 162 - Emergency Management Budget 2418 2418 2416 2417 3418 DEPT TOWN MGR Dollar Percent' Expense Line Item ACTUAL ACTUAL. ADOPTED REQUESTED RECM'D Change Chajnge' Personnel Wages Part-Time Director $ 5,506 $ 5,533 $ 5,671 $ 5,799 $ 5,799 $ 128 2.3% Salary Reserve $ - $ - $ - $ - $ - $ - Total:;Personnel Costs $ 5,506 $ ! 5,5313 $ 5,6711 $ 5,7891 $ 5,799 $ 128 2.3% Expenses Radio&Transmitter $ 16,858 $ 26,063 $ 8,000 $ 20,000 $ 15,000 $ 7,000 87.5% Vehicle Maintenance $ 5,879 $ - $ 4,000 $ 4,000 $ 3,000 $ (1,000) 0.0% Training&Education $ - $ - $ 61 $ 61 $ 61 $ - 0.0% Telephone $ 5,156 $ 4,252 $ 6,500 $ 6,966 $ 6,966 $ 466 7.2% Postage Services $ 147 $ 176 $ 150 $ 150 $ 150 $ - 0.0% Office Supplies $ 248 $ - $ 250 $ 500 $ 500 $ 250 0.0% Uniforms&Clothing $ 1,552 $ - $ 5,550 $ 5,550 $ 4,000 $ (1,550) 0.0% Other Charges&Expenses $ 3,304 $ 2,999 $ 4,000 $ 6,001 $ 5,000 $ 1,000 25.0% Capital Outlay $ - $ - $ - $ - $ - $ - 0.0% Total; Expense Costs $ 33,144 $ 33,481 $ 28,511, $ 43,228 $ 34,677 $ 6,166 21.6% Total: Emergency Management $ 38,648 $ 39,024 $ 34,182 $ 48,427 $ 40,476 $ 6,284 18,4% - 163 - DIVISION OF PUBLIC WORKS- PUBLIC 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 (100) vehicles. Furthermore, the Department's mission is also to provide the highest quality drinking water by maintaining the Town's water supply, Lake Cochichewick, and by optimally 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 location for utilities, and maintains engineering records and GIS data. SIGNIFICANT CHANGES Subsequent to a retirement, a new Public Works Director hired. As a result of an internal reorganization, the Town Engineer was designated as the Assistant Public Works Director. PRIOR YEAR ACCOMPLISHMENTS • Completed over $1M of roadway improvements on twelve (12) different roadways. This included work on Peters Street, Andover Street, and Boxford Street. • Approximately $75,000 of sidewalk repairs/improvements to existing sidewalks were completed. • A new tree chipper, lawn mower, and energy efficient support vehicle for the Engineering Department were purchased. • The design of the High/Water/Elm Street intersection improvements project was completed and the project was bid and a contractor selected. Construction was initiated, including the replacement of deteriorated drainage infrastructure within the project area. The project is anticipated to be completed in the fall of 2018. The project has enhanced the Mill and Machine Shop Village area, as well as, improved safety in the area. • The Lake Cochichewick 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 the Town's water supply. In accordance with the new Lake Use - 164- Regulations improvements to boat storage around the Lake were implemented including constructing ten (10) new boat storage racks located at the Hatch area. In addition, the parking along Pleasant Street was upgraded to allow for five (5) off-street parking spaces for Day Use boaters and timber steps installed leading to the Lake. All the derelict boats have been removed, trash and litter clean up along the shore continues to be a challenge but is improving. The initiative included an annual Lake Clean-up Day. • Brook Street was permanently closed to ensure the safety of the residents as the existing culvert continues to flood during heavy rain events and deteriorate the roadway. • Utilized outside consultant to perform an assessment of the existing culvert located on Stevens Street connecting Stevens Pond with Mill Pond and recommendations for culvert improvements were made. Future Capital Improvement funds will be used to make the recommended repairs. • Coordinated the permitting of proposed upgrades to the existing Boat Ramp for the Fire Department including obtaining an Order of Conditions from the Conservation Commission. • Working with the Water Department, assisted with overseeing the demolition of the Old North Pump Station. • Made repairs to deteriorated drainage infrastructure including the rebuilding of approximately twenty (20) catch basins and replacing collapsed drainage pipe at 105 Hillside and along the pedestrian walking path at the East Mill. • Two weeks of investigation of existing drainage infrastructure was performed and an analysis prepared by consultant to better focus future assessment and repairs of existing drainage infrastructure. • Approximately 400 catch basins were cleaned to continue compliance with the EPA MS4 Stormwater Permit. • Swept 240 lane miles of roadway. • Utilized two (2) senior volunteers from the Senior Volunteer Tax Write-off program to continue our record scanning program and update plan database. • The Engineering 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: ✓ Overseeing the repair of a section of the Sutton Street Culvert that had collapsed causing flooding and erosion issues. The culvert repair activities were completed and finish paving of Sutton Street finalized. ✓ Attend monthly GIS coordination meeting with the IT, Police, and Fire Departments. - 165 - ✓ Utilizing GIS developed the following maps to support IT, Police, Fire, and Town Managers office: ■ Trash routes map ■ Fields map working with Youth Services to support an online permitting program ■ Hydrant location and flow map for the Fire department ■ Response time map for the Fire Department ■ Historical monument map for the Town Manager's office ■ Continuing to work with Community development and Town Counsel on developing a general land area map for the Town as it relates to affordable housing ✓ Working with IT, Police, and Town Manager's office, to assist with developing the online permitting process for the Gas Company. ✓ 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 19 GOALS • To achieve substantial completion of Route 125 roadway improvements and sidewalk installation by November 1, 2018. • To plan, design and oversee construction of the FYI Roads Program: ✓ To plan and design improvements by July 30, 2018; and ✓ To substantially complete construction of program by June 30, 2019. • To work in coordination with strategic partners, including MassDOT, to develop and implement a sidewalk plan: ✓ To complete an existing conditions plan by July 31, 2018; ✓ To develop two-year plan by December 1, 2018; and ✓ To construct 2,000 linear feet of new sidewalk by June 30, 2019. • To develop and implement a town-wide Tree replacement program by installing twenty five trees by May 31, 2019. • To 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 30, 2019. • To comply with the new EPA NPDES Phase 11 MS4 Permit: ✓ To complete Annual Report by July 15, 2018; ✓ To develop compliance BMP's and submit to EPA by September 30, 2018; ✓ To continue compliance with the EPA MS4 Stormwater Permit and to clean approximately 800 catch basins by June 15, 2019; and ✓ To sweep approximately 240 lane miles of roadway by December 1, 2019. - 166 - Public Works-Administration Budget 2418 2418 2416 2417 2418 DEPT TOVMMGR Dollar:, Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change; Change Personnel Salaries,Full-Time 409,601 440,787 434,314 451,741 451,741 $ 17,427 4.0% Wages,Part-Time - - - 3,000 3,000 $ 3,000 Longevity 3,575 3,263 3,838 3,438 3,438 $ (400) -10.4% Salary Reserve - - - - - $ - Total: Personnel Costs $413,176 $444,454 $438,151 $458,178 $458,178 $24,427 4.6% Expenses Equipment Rental/Lease 4,690 6,655 7,250 7,920 7,920 $ 670 9.2% Contracted Services 2,658 - 2,600 2,000 2,000 $ (600) 0.0% Training&Education 1,949 2,290 4,484 6,000 6,000 $ 1,516 33.8% Telephone 6,044 6,425 6,100 6,200 6,200 $ 100 1.6% Postage 333 193 350 200 200 $ (150) -42.9% Office Supplies 5,936 2,323 2,200 2,000 2,000 $ (200) -9.1% Printing&Forms 1,841 190 550 700 700 $ 150 27.3% Uniforms&Clothing 686 700 400 450 450 $ 50 12.5% Auto Mileage 466 420 450 400 400 $ (50) -11.1% Dues and Subscriptions 224 230 350 300 300 $ (50) -14.3% Other Charges&Expense 211 97 250 250 250 $ - 0.0% Total: Expense Costs $25,436 $18,622 $24,8$4 $26,424 $26,424 $1,436 5.7% Total: Administration Costs $438,212 $463,572 $463,135 $484,588 $484,588 $21,463 4.6% Public Works-Refuse&Recycling Budget 2418 2418 2416 2417 2418 DEPT TDWM MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change; Change Personnel Salaries,Full-Time 68,690 30,953 27,146 27,778 27,778 632 2.3% Overtime 11,204 4,871 6,000 6,000 6,000 - 0.0% Longevity - - - - - - Total: Personnel Costs $79,884 $35,824 $33,146 $33,778 $33,778 $632 1.9%0 Expenses Advertising - - 13,660 10,000 10,000 (3,660) Contracted Services 681,052 656,709 665,600 680,000 680,000 14,400 2.2% Hazardous Waste Day 9,150 9,008 12,450 12,000 12,000 (450) -3.6% Materials&Supplies 61 - 550 550 550 - 0.0% Dumping Fees 529,601 537,128 595,000 605,000 605,000 10,000 1.7% Uniforms&Clothing 1,050 350 1,050 200 200 (850) -81.0% Total: Expense Costs $1,220,814 $1,243,196 $1,288,314 $1;347,754 $1,347,754 $18,444 1.50/0 Total: Refuse&Recycling Costs $1,3114,848 $1,239,418 $1,321,456 $1,341,528 $1,341,528 $24,472 1.50/0 - 167 - Public Works-Streets& Sidewalks Budget 2419 2019 2016 2017 2418 DEPT T(VM MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change; Change Personnel Salaries,Full-Time 357,394 442,044 463,938 480,210 480,210 16,272 3.5% Overtime 25,697 32,844 23,500 25,000 25,000 1,500 6.4% Summer Help Salaries - - - 5,000 5,000 5,000 Salary Reserve - - - - - - Total: Personnel Costs $363,091 $474,886 $487,438 $610,210 $610,210 22,772 4.7% Expenses Street Lighting 135,267 147,108 147,000 125,000 125,000 (22,000) -15.0% Engineering Services 1,435 26,115 30,000 30,000 30,000 - 0.0% Repairs&Maintenance 41,538 87,748 35,000 60,000 60,000 25,000 71.4% Equipment Rental/Lease - - 1,035 - - (1,035) 0.0% Advertising 2,224 1,618 1,550 - - (1,550) -100.0% Contracted Services 68,435 73,744 60,000 60,000 60,000 - 0.0% Training&Education 1,291 741 1,035 2,000 2,000 965 93.2% Storm Water Permitting Mandate 32,865 35,999 37,000 37,000 37,000 - 0.0% Outside Detail 13,674 23,500 16,000 25,000 25,000 9,000 56.3% Materials&Supplies 23,859 41,061 20,285 40,000 40,000 19,715 97.2% Regulatory Street Signs 6,356 3,745 5,500 3,500 3,500 (2,000) -36.4% Road Oil&Bituminous 17,613 4,531 20,000 15,000 15,000 (5,000) -25.0% Uniforms&Clothing 6,125 6,650 6,300 7,600 7,600 1,300 20.6% Dues/Memberships&Subscriptions 925 1,193 750 1,000 1,000 250 33.3% Other Charges&Expenses 35,408 17,477 40,000 5,000 5,000 (35,000) -87.5% Capital Outlay 59,642 69,960 60,000 85,000 80,000 20,000 33.3% Total: Expense Costs $446,666 $541,180 $481,465 $496,100 $491,100 $9,645 2.0% Total: Street&Sidewalks Costs $829,747 $1,016,078 $968,8$3 $1;006,310 $1;001,310 ; $32,417 3.36/6 Public Works Structures& Grounds Budget 2419 2019 2016 2017 2418 DEPT TOVM JNGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change; Change Personnel Salaries,Full-Time 199,841 223,388 218,907 226,291 226,291 7,384 3.4% Salaries,Part-Time - - - 17,504 17,504 17,504 0.0% Overtime 11,990 15,456 11,500 11,500 11,500 - 0.0% Summer Help Salaries 5,600 15,175 10,000 14,000 14,000 4,000 40.0% Longevity 525 - - - - - Total: Personnel Costs $217,966 $264,039 $240,447 $269,295 $269,295 $28,888 12.0% Electricity 80,205 89,635 99,200 105,000 99,200 - 0.0% Heating Fuel 43,131 47,447 67,900 45,000 45,000 (22,900) -33.7% Water/Sewerage 7,000 7,000 8,000 10,000 - (8,000) -100.0% Repairs&Maintenance 38,141 23,917 36,750 37,000 37,000 250 0.7% Outside Professional Services 67,836 68,739 68,731 70,000 70,000 1,269 1.8% Advertising - 361 365 300 300 (65) -17.8% Contract Services 77,639 205,011 46,250 50,000 50,000 3,750 8.1% Telephone 928 928 1,100 1,000 1,000 (100) -9.1% Materials&Supplies 18,644 20,625 20,700 21,000 21,000 300 1.4% Building Repairs&Maintenance 14,963 8,861 10,000 10,000 10,000 - 0.0% Uniforms&Clothing 2,525 2,750 2,825 3,570 3,570 745 26.4% Capital Outlay - - - - - - Total: Expense Costs $351,012 $475,274 $361,821 $352,870 9337,070 ($24,751) -6.8°/6 Total: Structures&Grounds Costs $568,968 $729,293 $602,228 $622,166 $606,365 $4,137 4.7% - 168 - Public Works Vehicle Maintenance Budget 2419 2419 2416 2417 2418 DEPT TOWN MGR dollar Percent [:::Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D ChangeChange ! Personnel Salaries,Full-Time 94,756 95,450 98,800 100,976 100,976 2,176 2.2% Overtime 4,039 2,213 500 2,000 2,000 1,500 300.0% Longevity - - - - - - Total: Personnel Costs $98,795 $97,662 $99,344 $142,976 $142,976 3,676 3.7%' Expenses Vehicle Maintenance 87,044 61,528 97,500 85,000 85,000 (12,500) -12.8% Contracted Services 6,283 18,649 15,000 20,000 20,000 5,000 33.3% Vehicle Supplies 53,687 54,196 52,500 50,000 50,000 (2,500) -4.8% Vehicle Fuel 23,430 28,828 45,000 38,000 38,000 (7,000) -15.6% Uniforms&Clothing 1,400 1,400 1,400 1,600 1,600 200 14.3% Dues/Memberships&Subscriptions - - 500 150 150 (350) Vehicle 115,899 113,912 102,000 78,000 78,000 (24,000) -23.5% Total: Expense Costs $287,743 $278,613 $313,900 $272,754 $272,754 (41,150) -131%' Total: Vehicle Maintenance Cost $386,538 $376,175 $413,244 $375,726 $375,726 (37,474) -9.1% Public Works-Snow&Ice Removal 2419 2419 2416 2417 2418 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change , Personnel Overtime 89,283 214,491 95,000 100,000 100,000 5,000 5.3% Total: Personnel Costs $8$,283 $214,401 $95,440 $144,444 $144,444 $5,000 $.30/0 Expenses Repaires&Maintenance 83,109 62,853 45,000 60,000 60,000 15,000 33.3% Equipment Rental/Lease 245,176 720,105 519,000 470,000 500,000 (19,000) -3.7% Telephone 47,791 - 15,500 16,200 16,200 700 0.0% Vehicle Fuel 32,089 37,961 70,000 70,000 70,000 - 0.0% Gravel&Sand 11,050 9,500 15,000 12,000 12,000 (3,000) -20.0% Salt 262,107 464,313 167,000 200,000 200,000 33,000 19.8% Other Charges&Expenses 6,754 52,226 8,000 8,000 8,000 - 0.0% Capital Purchases 82,850 400,000 - - Total: Expense Costs $774,926 $1,746,969 $839,540 $836,244 $866,244 $26,700 3.2% Total: Snow&Ice Removal Casts $860,249 $1,961,449 $934,504 $$36,244 $$66,244 $31,744 3;4% - 169 - Public Works Personnel Listing FY16 FY17 FY14 FY19 STAFF STAFF STAFF STAFF VARIANCE Department Title POS. PCIS. POS. POS. +/ Adminstration Director 1.0 1.0 1.0 1.0 0 Adminstration Secretary 1.0 1.0 1.0 1.0 0 Assistant Operations Manager 0.5 0.5 0.5 0.5 0 Department Assistant 1.0 1.0 1.0 1.0 0 Operations Manager 0.50 0.50 0.50 0.50 0 Staff Engineer 0.75 0.75 0.75 0.75 0 Town Engineer 1.0 1.0 1.0 1.0 0 Total Administration 5.75 5.75 5.75 5.75 0.00 Refuse and Recycling Sr Work Foreman 0.25 0.25 0.25 0.25 0 Senior Foreman 0 0 0 0 0 SMEO 0.25 0.25 0.25 0.25 0 HMEO 1 1 1 1 0 Total Refuse &Recycling 1.54 1.50 1.50 1.50 0.00 Streets&Sidewalks SMEO 3.75 3.75 3.75 3.75 0 HMEO 4 4 4 4 0 Laborer/MEO 0.25 0.25 0.25 0.25 0 Senior Work Foreman 0.75 0.75 0.75 0.75 0 Senior Foreman 0.25 0.25 0.25 0.25 0 Tree Surgeon 0 1 1 1 0 Total Streets& Sidewalks 9.00 10.00 10.00 10.40 0.00 Structures& Grounds Custodian 1 1 1 1 0 HMEO 1.5 1.5 1.5 1.5 0 SMEO 0.75 0.75 0.75 0.75 0 Laborer/MEO 0.25 0.25 0.25 0.25 0 Senior Foreman 0.25 0.25 0.25 0.25 0 Working Foreman 1 1 1 1 0 Total Structures&Grounds 4.75 4.75 4.75 4.75 0.00 Vehicle Maintenance Working Foreman 1 1 1 1 0 Mechanic 1 1 1 1 0 Total Vehicle Maintenace 2.00 2.00 2.00 2.00 0.00 Total Public Works 23.00 24.00 24.00'. 24.00 0.00 - 170 - Public Works Departmental Revenue Title 2415 2016 2017 2418 2419 Revenue course ACTUAL ACTUAL ACTUAL PROJECTED RECKD Per ton Wheelabrator Host Comm Fee $1,509,549 $1,544,007 $1,515,906 $1,565,623.22 $1,578,461.33 Annual agreement Wheelabrator Annual Payment $292,473 $295,683 $298,764 $299,379 $303,121 Recyling fee collected 8'Fluorescent Bulbs $0 $900 $0 $0 $0 Recyling fee collected Oil Recycling $379 $343 $314 $0 $0 Recyling fee collected Paper Recycling $27,807 $29,769 $20,772 $0 $0 Recyling fee collected Tin&Aluminum $0 $0 $0 $0 $0 Recyling fee collected Recycling Fees(Cyr Recycle) $16,176 $13,487 $10,641 $45,000 $45,000 $1,846,383 $1,884,189 $1,846,396 $1,910,002 $1,926,583 Public Works Other Funding Fund Fund Name Funding Sourse Fund Type MGL Fund Uses Balance Andover/Osgood Crant Mass Highway Special Revenue C44 S53A Roadway improv Andover/Osgood Street $ 5,019.00 DPW Recycling Bins,Etc Fees for recycle bins Special Revenue C44 S53A Replenish recycle bins $ 1,579.00 Home Composting Fees for composting bins Special Revenue C44 S53A Replenish composting bins $ 961.00 DPW Field Maintenance donations Special Revenue C44 S53A Maintain athletic fields Town wide $ 1,400.00 Jared/IVSherwood Dive funds from developers Special Revenue C44 S53A To complete development work $ 15,450.00 Old Center Common Project Special Revenue C44 S53A $ 183.00 Flag Fund donations Special Revenue C44 S53A Maintain Bradford Standpipe $ 5,164.00 construct sidewalks on existing town Sidewalk Fund Subdivison Developers Special Revenue C44 S53A roads $ 1,040.00 Form completion and acceptance of Foxwood Subdivision Foxwood Develper Special Revenue C44 S53A subdivision $ 27,871.00 To fund activity of the NA Solid Waste Solid Waste Advisory Recycling of books Special Revenue C44 S53A Advisory Committee $ 2,677.00 Removal of infiltration and inflow from Sewer Mitigation Subdivison Developers Special Revenue C44 S53A towns sewerage system $ 26,429.00 funds raised through taxes on gasoline and redibibuted Chapter 90 to cities and towns State Chp 90 Road repairs and maintenance $ 88,554.00 - 171 - HEAL TH 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 Department filled the position of Public Health Nurse made vacant as a result of a retirement. PRIOR YEAR ACCOMPLISHMENTS • Converted files into digital format and laser fiche for public use. • Continued to assess the opioid epidemic issue with the Board of Health, other town departments, the community and regional entities. • Improved the permitting process for food establishments and consolidated, simplified and streamlined the applications and process from the plan review process through the application and annual renewal process. • Hosted food safety trainings throughout the Town for licensed food establishments. • Facilitated the transition to on-line licensing for online permit applications. • Identified local Board of Health regulations that need revisions and presented possible updates. • Increased public health outreach and education on a variety of relevant public health issues. • The trash truck monitoring and enforcement program was restarted and enforcement actions commenced, increasing compliance and permitting. FY19 GOALS • To increase awareness of the Sharps Recover Program by posting notice on the Town's website and issuing community press release by October 31, 2018. • To evaluate the trash truck RFID monitoring system to determine the most effective method to accomplish trash truck route compliance and enforcement by October 31, 2018. • Complete online permit application transition by December 31, 2018. • To implement, in conjunction with Youth & Recreation Services, a new Running Series for preschool age kids through third graders by April 1, 2019. - 172 - • To implement additional public outreach and education campaigns, such as a Board of Health Guest Speaker series, host a lecture series at the Stevens Memorial Library, and increase the Department's social media presence with outreach and posts on a regular basis through June 30, 2019. • To continue the conversation with the Board of Health, other town departments, the community and regional entities in regards to the opioid epidemic in collaboration with the Town's new community outreach worker through June 30, 2019. • To expand vaccine program and offer shingles and pneumonia vaccine through June 30, 2019. - 173 - Health Department Budget 2019 2419 2016 2017 2018 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Salaries,Full-Time $ 194,640 $ 213,210 $ 216,450 $ 221,810 $ 221,810 $ 5,360 2.5% Wages,Part-Time $ 11,250 $ 8,775 $ 8,055 $ 7,575 $ 7,575 $ (480) -6.0% Overtime $ - $ - $ - $ - $ - $ - Longevity $ 2,225 $ 1,910 $ 2,020 $ 1,320 $ 1,320 $ (700) -34.7% Salary Reserve $ - $ - $ - $ - $ - $ - Total: Personnel Costs $ 208,1115 $ 223,895 $ 226,525 $ 280,745 $ 280,706 $ 4,140 1.8% Expenses Outside Professional Services $ 3,600 $ 3,600 $ 3,600 $ 3,600 $ 3,600 $ - 0.0% Advertising $ 822 $ - $ - $ 400 $ 400 $ 0.0% Contracted Services $ 35 $ - $ 280 $ 280 $ 280 $ 0.0% Training&Education $ 495 $ 500 $ 1,000 $ 3,000 $ 3,000 $ 2,000 200.0% Telepone $ - $ - $ 720 $ 720 $ 720 $ - 0.0% Postage Services $ 400 $ 271 $ 400 $ 400 $ 400 $ 0.0% Office Supplies $ 284 $ 298 $ 300 $ 300 $ 300 $ 0.0% Printing&Forms $ 150 $ 666 $ 400 $ 600 $ 600 $ 200 50.0% Vehicle Fuel $ 298 $ 290 $ 400 $ 400 $ 400 $ - 0.0% Uniforms&Clothing $ 175 $ 350 $ 200 $ 225 $ 225 $ 25 12.5% Auto Mileage $ 413 $ 400 $ 500 $ 750 $ 750 $ 250 50.0% Taal: Expense Casts $ 6,672 $ 6,375 +$ 7,800 $ 10,675 $ ;10,675 $ 2,475 36.9% Total: Pubic Health Casts $ 214,787 $ 230,271 $ 234,326 $ 241,380 $ 241,380 $ 6,655 3.0% Health Department Personnel Listing FY16 FY17 FY18 FY19 STAFF STAFF STAFF STAFF VARIANCE Department Title POS. PCS. POS. POS. General Fund Health Director 1 1 1 1 0 Health Inspector 0.8 0.8 0.8 0.8 0 Public Health Nurse 1 0.8 1 0.8 1 0.8 1 0.8 0 Department Assistant I1 1 1 1 0 Total 3.6 _�3.6 8.6 8.6+ 0 Revolvina Fund Health Health Inspector 0_2 0_2 0_2 0_2 0 Total 0.2 0.2 0.2 0.2, 0 - 174- Health Department Revenues 2015 2016 2017 2018 2019 Revenue Bourse ACTUAL ACTUAL ACTUAL PROJECTED RECM'D Health Permits $ 61,057 $ 52,899 $ 54,170 $ 55,000 $ 57,000 Weights and Measurers $ 4,512 $ 4,878 $ 3,138 $ 4,000 $ 4,400 $ 65,569 $ 57,777 $ 57,308 $ 59,000 $ 61,400 Health Other Funding Fund Fund Name Fund Type MGL Fund Uses Balance Hire food consultant to inspect Health Dept Food Consultants Revolving C44 53E1/2 food establishmens annually $ 57,085 Hire septic consultant to provide myriad of septic Health Dept Septic Consultants Revolving C44 53E1/2 inspections $ (3,595) various health and flu clinics as well as purchase medical Health Dept Revolving Revolving C44 53E1/2 supplies $ 27,420 Maintain and setup trash truck regulations and pay for police Wheelebrator- Public Safety Revolving C44 53E1/2 enforcement of regulations $ 30,115 - 175 - ELDER SER VICES MISSION STATEMENT Elder Services 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 For FY18, the Commonwealth of Massachusetts State Funded Formula Grant was decreased from $10.00 per older adult, to $9.70 for a total of$51,560.88 a 3% cut over last year's grant. This is the first time in 25 years that the grant has been cut. The Board of Selectmen approved an increase in the number of participants in the Senior Tax Work off Program from 45 to 50. Each participant must complete 100 hours of service for an abatement of $1,100 on their real estate taxes. PRIOR YEAR ACCOMPLISHMENTS • Launched an annual community health fair which included twenty vendors; an estimated 150 seniors attended. This was the first hosted health fair targeting the elder community. • Initiated a series at the Senior Center called "Let's Talk Thursdays" by incorporating education, cultural awareness and entertainment. • On Veterans' Day, 116 meals were prepared by volunteers at the Senior Center and were delivered to homebound elders and four(4) family meals were delivered to veterans. • Continued community outreach efforts by collaborating with St. Paul's Episcopal Church to host a summer BBQ for community seniors. • Continued growth of van usage by initializing a lunch bunch group,which visits area restaurants, reinstated mystery ride which visits local COAs, and visited area museums and events during summer of"free fun Fridays". • Maintained the Hats 4 Vets and Hats 4 Kids program with the knitting group as well as young women from the Crochet Community Service Club in the Dominican Republic. A total of 260 hats were distributed to five North Andover elementary schools. Fifty hats and twenty-one crocheted blankets were presented to the Reeds Veterans Outreach Center in Haverhill. • Restructured and initiated Wednesday's Blood Pressure clinic to include other health related services and education. • Maintained Intergenerational programs with participation from North Andover Youth & Recreation Services, Thomson School, Kittredge School, High School, and Middle School. - 176 - • Maintained the annual Giving Trees drive by providing gift bags which were distributed to 100 homebound seniors during the holiday season. Each gift bag contained a Market Basket, Stop Shop or CVS gift card along with various items of personal needs such as greeting cards,postage stamps,pens, emery boards, toothbrushes etc. FY 2019 • To conduct a cost/benefit analysis of providing an adult day care program by December 31,2018. • To create workshops/seminars and recruit three "Champions" (trainers) in order for North Andover to be "Dementia Friendly"with a goal of training 250 community people by March 31, 2019. • To explore expanding Senior Center offerings to include programs for"newer" seniors (ages 60 —70)by March 31, 2019. • To research programs offered by Senior Centers outside of Merrimack Valley to determine which may have merit to implement in North Andover by April 30, 2019. • To offer and promote, through the Alzheimer's Association, another Early Stage Alzheimer's support group and to increase participation from 20 individuals to 30 individuals by May 31, 2019. • To partner with the Veterans Services Department to transport veterans and their families in need of local food banks by using Elder Services vans twice monthly through June 30, 2019. • To schedule quarterly Outreach Events, through the Friendly Visitor Program, at each of the North Andover Housing Facilities by September 30,2018,December 31,2018, March 31,2019, and June 30, 2019. - 177 - Elder Services Budget 2419 2019 2416; 2017! 2018 DEPT TOWNMGR Dollar Percent ' Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change; change Personnel Salaries,Full-Time $ 229,863 $ 241,951 $ 235,165 $ 243,429 $ 243,429 $ 8,264 3.5% Wages,Part-Time $ - $ - $ - $ - $ - $ - Longevity $ 3,275 $ 3,550 $ 4,025 $ 4,650 $ 4,650 $ 625 15.5% Salary Reserve $ - $ - $ - $ - $ - $ - Total Personnel Costs $; 233,938 $ 245,501 $ 239,194 $ 248,079 $ 248,079 $ 8,889 3,7% Expenses Equipment Rental/Lease $ 1,777 $ 1,982 $ 2,676 $ 2,676 $ 2,676 $ - 0.0% Training&Education $ 970 $ 230 $ 1,535 $ 2,000 $ 2,000 $ 465 30.3% Telephone $ 1,254 $ 1,136 $ 1,037 $ 1,037 $ 1,037 $ - 0.0% Postage Services $ 1,584 $ 2,427 $ 2,000 $ 2,300 $ 2,300 $ 300 15.0% COA Community Education $ 300 $ 1,634 $ 1,000 $ 1,000 $ 1,000 $ - 0.0% Health Clinic $ 3,600 $ 4,425 $ 4,500 $ 4,500 $ 4,500 $ 0.0% Social Activities $ 4,682 $ 3,790 $ 4,000 $ 4,000 $ 4,000 $ 0.0% Mental Health Lectures $ - $ 150 $ 1,250 $ 1,250 $ 1,250 $ 0.0% Office Supplies $ 9,642 $ 10,003 $ 6,000 $ 6,000 $ 6,000 $ 0.0% Vehicle Fuel $ 3,278 $ 2,598 $ 6,000 $ 6,000 $ 6,000 $ 0.0% Uniforms&Clothing $ - $ 350 $ 800 $ 450 $ 450 $ (350) -43.8% Auto Mileage $ 1,691 $ 1,255 $ 1,500 $ 1,500 $ 1,500 $ - 0.0% Dues/Memberships&Subscriptions $ 1,524 $ 1,305 $ 1,525 $ 1,544 $ 1,544 $ 19 1.2% New Programs $ - $ - $ - $ - $ 15,000 $ 15,000 0.0% Total: Expense Costs $ 30,302 $ 31,286 $ 33,823 $ 34,257 $ 49,257 $ 15,434 45.6414 Total: Elder Services Costs $; 263,440 $ 276,787 $ 273,013 $ 282,336 $ 297,336 $ 24,323 8,9% Elder Services Personnel Listing FY16 FY17FY18 FY19 STAFF STAFF STAFF STAFF VARIANCE Department Title PDS. POS. PUS. POS. ++) Elder Services Director 1 1 1 1 0 Program Manager 1 1 1 1 0 Outreach Worker 1 1 1 1 0 Adm instrative Secretary 1 1 1 1 0 Van Driver 1 1 1 1 0 Total 5 5 5 5 0 Elder Services Other Funding Fund Fund Name Funding Scurse Fund Type MGL Fund Uses Balance Part time salaries , Reception postion, COA Elder Affiars Grant State Grant Special Revenue Nutrition Site Coorinator, Data Entry C44 53A Clerk $ - COA Revolving Program fees Revolving C44 53E1/2 dep fund part time staff $ 7,051 COA Elder Donations Donations Special Revenue Service activates, special function C44 53A entertainment, staff development, etc. $ 10,070 COA Water Cooler Donations Donations Special Revenue C44 53A to purchase bottled water for water cooler $ 74 - 178 - 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 Collaborated with the North Andover School Department to include Special Education students in NAYRS summer programming. NAYRS successfully expanded summer programming from six to seven weeks. Also, the Skateboard Park was transformed into a Street Hockey Rink and collaborated with Andover Youth Services to allow NAYRS participants to access the Andover Youth Services Skateboard Park. PRIOR YEAR ACCOMPLISHMENTS • Migrated to a new website. • Collaborated with the Police Department on a R.A.D. Self Defense program for junior and senior high school girls. • Successfully expanded summer training program for our 80-100 high school and college part-time staff. • For the third year in a row, the Stevens Pond bathing beach facility operated without any closures. • The JNHYC, Inc. held another successful auction, Annual Fund campaign, and Spring Carnival, and awarded$10,000 in summer programming scholarships, $11,000 in membership scholarships, and $10,000 in college scholarships to high school seniors. • Further expanded middle school offerings to include arts, education, and non-traditional recreation (e.g., Art, Pottery, Dance, Sailing, Bubble Ball, Gaga Ball, Rocket Club, Pound Drumming, and Archery). • The Helping Hands leadership program was honored by the Merrimack Valley Relay for Life. • The Thanksgiving Dinner Drive serviced 80 families, and the Holiday Gift Drive serviced over 250 kids. • Participation numbers in summer programming increased for the third straight year. - 179 - • Successful creation of staff Professional Development days, as well as an increased emphasis on staff attending various workshop and training opportunities. • Completed the year-long North Andover Youth Needs Assessment. FY19 GOALS • To implement a Music Clubhouse program by November 15, 2018. • To initiate discussions, with assistance from NAYRS Board of Directors, to preliminary plan for Youth Center expansion that is being considered under the Town's Facilities Master Plan 11, by December 31, 2018. • To increase high school Youth Center membership by 10%by January 15, 2019. • To implement a new operations and maintenance program for the Youth Center's off-site Challenge Course by March 15, 2019. _ 180 - Youth&Recreation Services Budget 2019 2019'. 2016 2017 2018 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL. ACTUAL. ADOPTED REQUESTED RECM'D Change Change Personnel Salaries,Full-Time $ 222,879 $ 242,745 $ 258,003 $ 273,884 $ 273,884 $ 15,880 6.2% Lifeguards $ 34,935 $ 36,377 $ 38,000 $ 38,000 $ 38,000 $ - 0.0% Longevity $ 2,700 $ 1,975 $ 2,325 $ 2,325 $ 2,325 $ 0.0% Salary Reserve $ - $ - $ - $ - $ - $ Total: Personnel Costs $ 260,514 $! 281,097 $ 298,328 $ 314,209 $ 314,209 $ 15,880 5.30/6! Expenses Repairs/Maintenance $ 30,013 $ 17,336 $ 12,065 $ 13,989 $ 13,989 $ 1,924 15.9% Equipment Rental Lease $ 2,773 $ 3,707 $ 4,843 $ 4,400 $ 4,400 $ (443) -9.1% Contracted Services $ 929 $ 963 $ 5,114 $ 5,113 $ 5,113 $ (0) 0.0% Training&Education $ 620 $ 1,295 $ 3,000 $ 3,000 $ 3,000 $ - 0.0% Telephone $ 919 $ 1,056 $ 1,200 $ 1,200 $ 1,200 $ 0.0% Postage Services $ 900 $ 400 $ 700 $ 700 $ 700 $ 0.0% Office Supplies $ 2,014 $ 2,066 $ 2,000 $ 2,000 $ 2,000 $ 0.0% Printing&Forms $ 1,352 $ 1,635 $ 1,700 $ 1,700 $ 1,700 $ 0.0% Vehicle Fuel $ 1,259 $ 778 $ 1,900 $ 1,900 $ 1,900 $ 0.0% Dues/Memberships&Subscription $ 200 $ - $ 200 $ 200 $ 200 $ 0.0% Other Charges&Expenses $ - $ $ - $ - $ - $ Vehicles $ - $ $ - $ - $ - $ Total. Expense Costs $ 40,979 $ 29,236 $', 32,722 $ 34,203 $ 34,203 $ 1A81 4.50/6' Total. Youth Services Costs $ 301,493 $ 310,333 $ 331,050 $ 348,411 $ 348,411 $ ;17,361 5.20/6 Youth & Recreation Services Personnel Listing FY16 FY17 FY18 FY19 STAFF STAFF STAFF STAFF Department Title PUS, PUS, PUS: PUS, VARIANCE++) Youth& Recreation Director 1 1 1 1 0 Support Services Coord 1 1 1 1 0 Social Program Coord. 1 1 1 1 0 Program Coord. 1 1 1 1 0 Secretary/Admin Assistant 1 1 1 1 _0 Total 5 5 5 5 0 Youth Services Departmental Revenue 2415 2016; 2017 2018 2016 Revenue Sourse ACTUAL ACTUAL ACTUAL PROJECTED RECM"D Bathing Beach Receipts $ 25,483 $ 33,170 $ 32,031 $ 33,000 $ 32,000 - 181 - Youth Services Other Funding Fund Funding Sourse Fund Type MGL Fund Uses Balance Pays for program supplies and part Youth Services Revolving Revolving Fund C44§53E1/2 time staff $ 403,028 Building related J Hermann Youth Center Donation C44§53A repairs $ 7,880 Recreational Recreation Programs Revolving Fund C44 53D program expense $ 18,987 - 182 - VETERANS SER VICES MISSION STATEMENT 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. To keep the promise of President Abraham Lincoln: To care for the Veteran, his widow and his orphan. SIGNIFICANT CHANGES A new Veterans Services Director was hired as a result of a vacancy in the position. 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 • The Honors Platoon consisting of community members (including veterans,high school students, and Town officials) was established with the mission to maintain and upkeep the final resting places of the Town's heroes. • Set up a transportation system for 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. • Established food bank delivery to veterans and their families. The food bank consists of fresh vegetables and high quality donations. These donations are organized and transported to the District's low income veterans and their families. • Provided motorized wheelchairs to veterans affording them the gift of mobility. The wheelchairs were made possible by direct donation purchases by private organizations and individuals. • 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. • Received requests from one homeless veteran for aid. Also assisted three veterans who were in danger of becoming homeless. This office was able to collaborate with the Veterans Administration S.A.V.E. team to coordinate services. This office was also able to collaborate - 183 - with the Veterans Northeast Outreach program to assist these veterans with financial assistance. Clinical services were coordinated through the Lowell Vet Center. • 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 create a checklist mechanism to ensure provided services are thorough and to ensure complete use of available assets to assist the veteran and/or care partner, by October 31, 2018. • To conduct four outreach events, in collaboration with other Veterans community partners, in order to build and establish relationships with veterans, by September 30, 2018, December 31, 2018, March 31, 2019, and June 30, 2019. • To coordinate with the Elder Services Department to transport veterans and their families in need of local food banks, twice monthly, through June 30, 2019. • To maintain at least a 75%reimbursement rate on all MGL cl 15 benefits expended through June 30, 2019. - 184- Veterans Services Budget 2019 2019 2415 2417 2418 DEPT TOWN,MGR Dollar Percent Expense Line item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Salaries-Full Time $ 78,425 $ 52,589 $ 53,581 $ 54,127 $ 54,127 $ 547 1.0% Salaries-Part Time $ 14,735 $ 19,276 $ 18,176 $ 18,611 $ 18,611 $ 435 2.4% Stipend,Graves Officer $ - $ - $ - $ - $ - $ - Longevity $ 1,458 $ $ $ $ $ Salary Reserve $ - $ $ $ $ $ Total: Personnel Casts $ 54,618 $ 71,866 $ 71,757! $ 72,735 i$ X72,739 $ 583 1A°/6 Expenses Training&Education $ 991 $ 2,170 $ 2,400 $ 2,400 $ 2,400 $ - 0.0% Patriotic&Civil Celebrations $ 2,348 $ 1,923 $ 2,000 $ 2,000 $ 2,000 $ 0.0% Rental of Veterans Quarters $ 2,900 $ 277 $ 1,200 $ 1,200 $ 1,200 $ 0.0% Graves Registration $ 3,325 $ 2,620 $ 4,000 $ 4,000 $ 4,000 $ 0.0% Telephone $ 626 $ 518 $ 1,380 $ 1,380 $ 1,380 $ 0.0% Postage $ 440 $ 202 $ 600 $ 600 $ 600 $ 0.0% Office Supplies $ 694 $ 1,995 $ 1,600 $ 1,600 $ 1,600 $ 0.0% Auto Mileage $ 379 $ 1,049 $ 1,000 $ 1,000 $ 1,000 $ 0.0% Dues&Subscriptions $ 35 $ 200 $ 250 $ 250 $ 250 $ 0.0% Veterans Benefits $ 247,524 $ 234,658 $ 325,000 $ 325,000 $ 325,000 $ 0.0% Other Charges and Expense $ 2,510 $ 3,281 $ 2,300 $ 2,300 $ 2,300 $ Capital Outlay<$5,000 $ - $ - $ - $ - $ - $ Total: Expense Casts $ 261,772 $ 248,85$ $ 341,734! $ X341,734 $ 341,734 $ - 00/s Total: Veterans Benefits Costs $ 356,385 $ 324,758 $ 413,487 $ 414,469 $ 414,469 $ 583 t1.r/a Veteran Services Personnel Listing FY16 FY17 FY18 FY19 STAFF STAFF STAFF STAFF Department Title PUS. 1105. PUS. POS. VARIANCE++)' Veterans Director 1 1 1 1 0 Admin Assistant 0 0 0.52 0.52 0 Total 1.00 1.00 1.52 1.52 0.00 Veterans Departmental Revenue 2015 2016 2017 2018 2019 Revenue Sourse ACTUAL ACTUAL ACTUAL PROJECTED RECMD Veterans Benefits(Boxford) $ - $ 37,118 $ 17,258 $ 16,427 $ 17,200 * *FY15 receipts was not received until FY16 - 185 - 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 There have been no significant changes in the Stevens Memorial Library the past year. PRIOR YEAR ACCOMPLISHMENTS • The Library continued collaboration with the School Department on numerous programs and endeavors. • Expanded Library public service hours by two hours a week. • Delivered three video shorts with Library FAQs on North Andover Cable. • Added one new monthly middle school student book discussion group. • Developed three pathfinders on subject areas (genealogy, nutrition, and business speaker) relevant to North Andover residents. • Expanded technology education services by presenting as guest speaker at"Girls Who Code" workshop. • Expanded children's services by adding two monthly family programs: "Oh Baby"program now done in cooperation with Greater Lawrence Community Action Council, Inc. (GLCAC); and"Crazy 8s", a program sponsored by the Bedtime Math organization. • Library information table at annual Sheep Shearing Festival and Annual Town Meeting. • 2nd "North Andover Reads" public and school events held in October and November. The theme "Massachusetts Stories" was designed to help the community know more about ourselves. Featured programs: a visit by international author Brunonia Barry, genealogist Michael Brophy and the North Andover Historical Society. The Library provided multiple copies of books to the schools to support reading in class. The Library also took advantage of an OverDrive program to offer simultaneous use of an ebook for the month of November. - 186 - FY19 GOALS • To review the Children's picture book collection in order to maintain a solid collection of materials at the Stevens Memorial Library and materials suitable to "seed" the new Kindergarten Center library by July 31, 2018. • To provide outreach to diverse North Andover locations by having three "pop-up library" events (i.e., at farmer's market, at senior center, and at an apartment complex) by December 31, 2018. • To expand the Library's adult services by adding pathfinders on three subject areas relevant to North Andover residents, accompanied with a public program on each respective topic,by November 30, 2018, February 28, 2019 and May 31, 2019. Stevens Memorial Library Budget 2419 2419 2416 2417 2418Dept Town Mgr Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED Requested Recm'd Change Change Personnel Salaries-Full-Time $ 342,503 $ 376,459 $ 391,680 $ 451,351 $ 452,035 $ 60,355 15.4% Salaries-Part-Time $ 280,514 $ 305,212 $ 324,846 $ 301,649 $ 303,331 $ (21,515) -6.6% Overtime $ 12,728 $ 16,522 $ 5,000 $ 5,000 $ 5,000 $ - 0.0% Longevity $ 3,282 $ 3,652 $ 4,747 $ 4,808 $ 4,808 $ 62 1.3% Sunday Time/Bonus $ 17,000 $ 18,846 $ 22,795 $ 26,270 $ 26,270 $ 3,475 15.2% Salary Reserve $ - $ - $ - $ - $ - $ - Total: Personnel Costs $ 656,427 $ 720,690 $ 745,468 $ 789,478 $ 791,444 $ 42,376 5.7% Expenses Electricity $ 24,635 $ 28,939 $ 25,000 $ 27,500 $ 27,500 $ 2,500 10.0% Heating Fuel $ 9,227 $ 10,111 $ 9,500 $ 9,700 $ 9,700 $ 200 2.1% Water $ 1,600 $ 1,691 $ 1,600 $ 1,700 $ - $ (1,600) -100.0% Repairs&Maintenance $ 5,813 $ 5,842 $ 9,600 $ 7,000 $ 7,000 $ (2,600) -27.1% Equipment Rental/Lease $ 2,062 $ 2,068 $ 2,412 $ 2,412 $ 2,412 $ - 0.0% Contracted Services $ 40,967 $ 41,768 $ 42,464 $ 52,048 $ 52,048 $ 9,584 22.6% Software Licenses $ 10,549 $ 11,687 $ 11,240 $ 11,625 $ 11,625 $ 385 3.4% Conference/Meetings $ - $ - $ 1,550 $ - $ - $ (1,550) 0.0% Telephone $ 864 $ 712 $ 1,700 $ 1,500 $ 1,500 $ (200) -11.8% Postage Services $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - 0.0% Office Supplies $ 4,836 $ 4,072 $ 4,000 $ 4,000 $ 4,000 $ 0.0% Materials&Supplies $ 4,070 $ 4,881 $ 4,000 $ 4,000 $ 4,000 $ 0.0% Building Repairs&Maintenance $ 16,576 $ 12,550 $ 11,500 $ 14,100 $ 14,100 $ 2,600 22.6% Vehicle Fuel $ 38 $ 42 $ 100 $ 100 $ 100 $ - 0.0% Periodicals $ 7,422 $ 8,060 $ 8,350 $ 8,350 $ 8,350 $ - 0.0% Books $ 98,093 $ 85,865 $ 105,000 $ 95,000 $ 95,000 $ (10,000) -9.5% AV/Electronic Materials $ 48,830 $ 48,012 $ 50,000 $ 50,000 $ 50,000 $ - 0.0% Uniforms&Clothing $ 2,550 $ 2,538 $ 3,573 $ 4,143 $ 4,143 $ 570 16.0% Auto Mileage $ 803 $ 544 $ 500 $ 600 $ 600 $ 100 20.0% Equipment Technology-Replacement $ 4,216 $ - $ - $ - $ - $ - Total: Expense Costs $' 284,164 $' 274,383 $ 293,489 $ 294,778 $ 2$3,478 $ (11) 4.0% Total: Library Costs $; 940,176 $+ 991,473 $ 1,442,157 $ 1,483,856 $ 1,484,521 $ 42,364 41%' - 187 - Stevens Memorial Library Personnel Listing FY17 FY18 FY19 FY16 STAFF STAFF STAFF STAFF Department Title POS. POS. POS. POS. VARIANCE+f4-) Library Director 1 1 1 1 0 Assistant Director 1 1 1 1 0 Reference Librarian 1.8 1.8 1.8 1.8 0 Assistant to Youth Services 0.5 0.5 0.5 1 0.5 0 Library Assistant 2.8 2.8 3.1 3.1 0 Head of Reference 1.0 1.0 1.0 1.0 0 Adult Library Assistant 0.7 0.7 0.7 0.7 0 Cr.Library Assistant 1.0 1.1 1.1 1.1 0 Head of Circulation 1.0 1.0 1.0 1.0 0 Senior Custodian 1.0 1.0 1.0 1.0 0 Part Time Custodian 0.3 0.3 0.3 0.3 0 Professional Librarian 0.0 0.0 0.0 0.0 0 Head of Youth Services 1.0 1.0 1.0 1.0 0 Department Assistant 0.3 0.4 0.5 0.6 0.1 Assistant Childrens Librarian 0.5 0.5 0.5 1 0.5 0 Technical Sery&Ref Librarian 0.5 0.5 0.5 0.5 0 Shared Staff with School 0.0 0.5 0.5 0.5 0 Total 14.4 15.1 15.43 15.53 0.1 Library Departmental Revenue 2015 2016 2417 2018 2419 Revenue Sourse ACTUAL ACTUAL ACTUAL PROJECTED RECM'D Library Fines $ 2,449 $ 2,314 $ 2,490 $ 1,814 $ - *We do not budget for Library Fines,these are misc receipts for lost books and other materials Library Other Funding Fund Funding Sourse Fund Type MGL Fund Uses Balance Library Donations Revolving Fund C44§53EA Misc Library supplies $ 2,249 Library equipment and other Library State Aid Revolving Fund C44§53EA items as needed $ 82,627 Staff professional development, replace furniture and other *Library Trust Funds Trust items as needed $ 839,677 *Library Trust is owned and managed by the Trustee's of the Library - 188 - ADMIN SUPPORT SER VICES MISSION STATEMENT Admin Support Services consists the purchasing function. 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 The payroll function,previously a component of Admin Support Services,has reverted to simply being only for municipal departments. PRIOR YEAR ACCOMPLISHMENTS • Implemented town-wide contracts (municipal and schools) for a variety of services. • Issued construction bid documents for the construction of a dedicated Kindergarten Center. • Issued Request for Qualifications for the Owner's Project Manager for a new Senior Center. • Coordinated the issuance of many Invitations for Bids and Request for Proposals for municipal departments as well as for the school department FY19 GOALS • To issue construction bid documents for anew Senior Center by October 31, 2018. • To digitize purchasing documents and records so that they can be more easily stored and searched by December 31, 2018 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 thru June 30, 2019 _ 189 - Admin Support Budget 2419 2019 2016 2017 2018 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Salaries, Full-Time $ 49,248 $ 144,426 $ 54,920 $ 130,950 $ 130,950 $ 76,030 138.4% Longevity $ 413 $ 1,163 $ 763 $ 763 $ 763 $ - 0.0% Announcement of Retirement $ - $ - $ - $ 32,480 $ 32,480 $ 32,480 Total: Personnel Costs $ 49,661 $ 145,689 $ 55,688 $ 164,192 $ 164,192 $ 76,480 194.9% Expenses Advertising $ - $ - $ 250 $ 250 $ 250 $ - 0.0% Training&Education $ $ 1,038 $ 4,200 $ 1,100 $ 1,100 $ (3,100) -73.8% Telephone $ $ 480 $ 480 $ 480 $ 480 $ 0.0% Postage $ 28 $ 22 $ 250 $ 250 $ 250 $ 0.0% Office Supplies $ 191 $ 233 $ 250 $ 250 $ 250 $ 0.0% Printing and Forms $ - $ 829 $ - $ - $ - $ 0.0% Auto Mileage $ 412 $ 251 $ 300 $ 300 $ 300 $ 0.0% Dues&Subscriptions $ - $ 156 $ 200 $ 300 $ 300 $ 100 50.0% Other Charges&Expense $ 30 $ 200 $ 250 $ 250 $ 250 $ - 0.0% Total: Expense Costs $ 661 $ 8,208; $ 61184 $ $,180 $ 8,180 $ (8,440); -48.6% Total: Admin Support Costs $ 50,821 $ 148,797 $ 61,868 $ 167,872 $ 167,372 $ 78,080 170.6% Admin Support Personnel Listing FY16 FY17 FY18 FY18 STAFF STAFF STAFF STAFF VARIANCE Department Title POS. POS. POS. POS. +/(- Admin Suppport Director 0.5 0.5 0.5 0.5 0 Payroll Coordinator 0 1 0 0 0 A/P Clerk 0 0 0 0 0 Community Support Coordinator 0 0 0 1 1 Total 0.5 1.5 0.5 1.5 1 Auditing 2019 20'19 2016 2017 2018DEPT TOWN MGR Dollar Percent; Expense Line Item ACTUAL ACTUAL ADOPTED D RECOM'D Change Change' Expenses Auditing Services 54,080 54,600 55,000 55,000 $55,000 - 0.0% Total: Expense Costs $54„084 $54,600 $5$,000 $55,040 $55,000 $0 0.00/0 Total: Auditing Casts $54,080 $54,644 $55,444 $55,004 $55,404 $4 0.4%' _ 190 - 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 upon the retirement of the incumbent Support Analyst. The Support Analyst position was upgraded to a Systems Administrator position, adding server and backup management responsibilities to the Help Desk support role. The position was filled in January 2018. PRIOR YEAR ACCOMPLISHMENTS • Awarded $50,000 Massachusetts Community Compact IT Grant to scan property files. These files will be scanned and available online by June 2018. This project compliments the Property Lookup Tool completed in December 2017 which links maps, documents and other property information online in a central search tool. • Managed $20,000 in Community Preservation funds to scan historical payroll records. This makes searching and accessing these documents easier and more efficient for town and school payroll departments. • Upgraded Town, Police, Fire, and Youth websites. The new sites have improved layout, organization, search, design, and mobile responsiveness. The new sites also feature live support chat. • Developed online town budget dashboard and goal tracking database, online Burn Permit program and live map, and online Dog License program and live map. • Upgraded virtual server infrastructure hardware, replacing end of life equipment and adding capacity and redundancy to hardware investment. • Managed the technology planning for the newly renovated Public Works building. This included rerouting town fiber and connecting new addition to wired and wireless networks. • Completed migration to new IMC public safety software for Police and Fire departments. - 191 - FY19 GOALS • Configure and deploy new Library Patron Computer stations and zero clients for the Userful system (23 stations)by July 31, 2018. • To migrate end of life MA state CAMA assessing software to Patriot CAMA software by August 31, 2018. • To review and make recommendations regarding enhancements to the town wide notification system by September 30, 2018. • To deploy Munis financial system integrated online applicant tracking and HR tools to town and school HR departments by December 31, 2018. • To upgrade the two end of life town firewalls, eliminate end of life bandwidth concatenaters, increase total bandwidth from 750mbs to 950mbs, and upgrade VPN clients and services by December 31, 2018. • To continue computer replacement plan by replacing forty workstations by June 30, 2019. - 192 - Information Technology Budget 2419 2419 2419 2417 2418 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECOWD Change Change Personnel Salaries,Full-Time 469,745 537,755 547,344 589,294 589,768 42,423 7.8% Salaries-Part Time - - - - - - Longevity 2,100 3,425 3,925 3,325 3,325 (600) -15.3% Salary Reserve - - - - - - Total; Personnel Costs $471,846 $641,184 $661,269 $892,619 $693,4$3 $41,823 7.6% Expenses Network 132,496 130,000 162,978 165,640 165,640 2,662 1.6% Repairs&Maintenance 19,899 20,000 20,000 20,000 20,000 - 0.0% Outside Professional Service 297,823 312,100 290,500 300,000 300,000 9,500 3.3% Software Licenses 93,699 88,930 107,916 96,400 96,400 (11,516) -10.7% Training&Education 19,294 17,825 18,000 18,000 18,000 - 0.0% Telephone 32,014 32,000 22,000 25,300 25,300 3,300 15.0% Postage 3 1 - - - - 0.0% Office Supplies 1,480 1,499 1,800 1,800 1,800 0.0% Uniforms - 175 200 225 225 25 0.0% Auto Mileage 1,763 2,050 2,500 1,200 1,200 (1,300) -52.0% Dues and Subscriptions - 300 - - - Equipment Technology-Replacement 67,218 100,000 100,000 100,000 100,000 - 0.0% Total Expense Costs $666,688 + $704,884 $776,894 $728,666 $728,666 $2,671 4.41/10 Total; InformationTechnologyCosts $1,137,633 $1,246,464 $1,277,163 $1,321,184 $1,321,658 $44,496 3.6% Information Technology Personnel Listing FY1'6 FY17 + FY18 FY19 STAFF STAFF STAFF STAFF Department Title POS. POS. POS. POS. VARIANCE+/(-) Information Technology IT Director Town 1 1 1 1 0 IT Director-School 0.4 0.4 0.4 0.6 0.2 Network Engineer 1 1 1 1 0 IT Systems Support 6 6 7 7 0 Total 8.4 8.4 9.4 9.6 0.2 Information Technology Other Funding Fund Funding Sourse Fund Type MGL Fund Uses Balance' To support the institutional PEG Grant(Verizon) Revolving Fund C44§53A network $ 168 To support the institutional Comcast Revolving Fund C44§53A network $ 18,110 - 193 - FA CILI TIES MANA GEMENT MISSION STATEMENT Facilities Management provides safe, functional and efficient building facilities for municipal and educational operations. SIGNIFICANT CHANGES The Buildings Maintenance Supervisor duties have expanded to include a larger number of"hands on" maintenance work in school facilities. PRIOR YEAR ACCOMPLISHMENTS • Instituted roofing systems monitoring/inspection program • Project management/town representative for a number of projects: o Middle School—phase III replacement of fire alarm devices, lighting upgrade at cafeterias A & B plus exterior fixtures, toilet room partition & door/hardware upgrades phase I, (partial) brick veneer structural stabilization, compressor replacement, waterproofing east face performance center. o Franklin Elementary—unit ventilator replacement Phase I, chimney structural/weatherization repairs. o Kittredge Elementary—crawl space ventilation system, AHU replacement (cafeteria), SPED office construction, main sewer repair, heating system piping repairs o Atkinson Elementary —library/art room interior programming modifications, unit ventilator replacement design & construction. o Thomson Elementary—low slope roof perimeter re-flashing, art room deck waterproofing o Stevens Estate—boiler&AC system studies/design/construction,bathroom renovations,pool & court removal, driveway improvements o Fire Station 2—basement foundation waterproofing o High School — chiller fan replacement, boiler breeching exhaust VFD, hot water heating system components: flexible couplings, control panel, VFD, flow alarm o Library -roof replacement, front stair repair/study o Town hall - electric car charging station • Updated Facilities Condition Assessments on all municipal and school buildings. • Completed Middle School engineering evaluation of exterior brick veneer cladding. - 194- FY19 GOALS • To complete ten year facility capital improvements review by October 31, 2018. • To hire a part-time seasonal carpenter for small municipal and school projects by December 31, 2018. • To continue implementation of energy conservation measures through June 30, 2019: 1. `Green Community' program: lighting upgrades at Middle School & DWTP 2. Utility subsidized steam trap assessment and replacement program 3. Outsourced review/evaluation/recommendations of town-wide EMS 4. Identification of target facilities for energy conservation measures 5. Use of EMS & MEI to increase operational efficiency 6. Connect Fire Station 1 to town wide EMS 7. HVAC controls —software/hardware upgrades &PM • To continue planned phased replacement of building components on a timely basis to address equipment that is at"end of service life"through June 30, 2019. • To continue building envelope assessments through June 30, 2019: 1. Atkinson School—roofing (flat roof section) 2. Middle School brick facade—waterproofing/sealant/attachment study/repairs 3. Kittredge School—masonry study/repairs 4. Public Works garage-insulation/air sealing 5. Youth Center—cladding repairs • To provide project management through June 30, 2019: 1. Public Works garage—generator, fire alarm and lighting upgrade 2. Stevens Estate — bathroom renovations, AC system, boiler replacement, hot water system modifications 3. Kittredge School—crawl space improvements 4. Middle School—auditorium stage fire curtain (abatement and roof venting) 5. Atkinson School—UV replacement(phase I) • To improve building project performance by using the Facilities Management Department as a "project resource" to include planning, coordination and quality control through June 30, 2019. • To identify additional outsourced contractors (drywall, controls,masonry)through June 30,2019. - 195 - Facilities Budget 2019 2419 2416 1417 2418 DEPT TOWNIMGR Dollar; Percent Expense Line item ACTUALACTUAL ADOPTED REQUESTED RECM D Change Change Personnel Salaries,Full-Time 165,704 169,408 172,796 177,133 177,133 4,337 2.5% Seasonal Help - - - - - - Longevity 550 600 1,200 1,200 600 100.0% Salary Reserve - - - - - - Total:'Personnel Costs $165,744 $169,958 $173,396 $178,.338 $178,.338 $4,987 2.8% Expenses Advertising $ 619 $ 1,704 $ 500 $ 250 $ 250 (250) -50.0% Contract Services $ 38,142 $ 62,339 $ 35,000 $ 35,000 $ 35,000 - 0.0% Training&Education $ 877 $ - $ 750 $ 500 $ 500 (250) 0.0% Telephone $ 1,105 $ 1,011 $ 1,500 $ 1,000 $ 1,000 (500) -33.3% Postage $ 62 $ 93 $ 250 $ 250 $ 250 - 0.0% Office Supplies $ 480 $ 356 $ 550 $ 500 $ 500 (50) -9.1% Materials and Supplies $ 1,206 $ 280 $ 550 $ 2,000 $ 2,000 1,450 263.6% Printing and Forms $ - $ 437 $ 250 $ 100 $ 100 (150) -60.0% Building Repairs and Maintenance $ 44,361 $ 76,188 $ 74,000 $ 65,767 $ 65,767 (8,233) -11.1% Vehicle Fuel $ 208 $ 217 $ 867 $ 200 $ 200 (667) -76.9% Auto Mileage $ - $ - $ 250 $ 100 $ 100 (150) 0.0% Dues&Subscriptions $ 275 $ 275 $ 500 $ 300 $ 300 (200) -40.0% Other Charges&Expense $ 364 $ 568 $ 1,250 $ 250 $ 250 (1,000) -80.0% Capital Outlay $ 50,828 $ 18,902 $ 30,000 $ 40,000 $ 35,000 5,000 16.7% Total: Expense Costs $138,627 $162,370 $146,217,; $146,217 $141,217 -$5,404 -8A"fa Total: Facilities Costs $344,231 $332,327 $3191613 $324,554 $$19,554 ($68) 4.0% Facilities Personnel Listing F'Y16 FY17 F'Y18 FY19 STAFF STAFF STAFF STAFF VARIANCE'' Department Title POS. POS. POS. POS. +/(-) Facilities Director 1 1 1 1 0 Maintenance Facility Manager 1 1 1 1 0 Total 2 2 2 2 0 - 196 - EDUCATION MISSION STATEMENT The mission of North Andover Public Schools is to cultivate a respectful community of engaged learners, insightful thinkers, and effective communicators. The assessment for the Education Department is set in large part by the Education Reform Act of 1993 and subsequent laws related to Education Reform. The total FY19 Recommended School Budget of$ 48,751.971 represents an increase of$1,716,784 or 3.65% from FY18. 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 2014 2419 2016 2017 2018 PRIC 5CH COMM Dollar Percent' Expense Line Item ACTUAL ACTUAL, ADOPTED REQUESTED RECM'D Chane Chan e Expenses Districtwide $ 2,150,229 $ 2,078,058 $ 2,084,924 $ 2,147,301 $ 2,147,301 $ 62,378 3.0% Elementary $ 10,368,799 $ 10,983,086 $ 11,324,672 $ 11,709,103 $ 11,709,103 $ 384,431 3.4% High School $ 7,747,583 $ 8,004,878 $ 8,362,022 $ 8,644,013 $ 8,644,013 $ 281,992 3.4% Maintenance $ 2,837,276 $ 2,940,511 $ 3,024,541 $ 2,992,666 $ 2,992,666 $ 31,876 -1.1% Middle School $ 5,255,752 $ 5,549,518 $ 5,755,673 $ 5,950,280 $ 5,950,280 $ 194,607 3.4% Special Education $ 12,224,083 $ 13,110,351 $ 13,298,346 $ 13,639,276 $ 13,639,276 $ 340,930 2.6% Technology $ 446,238 $ 396,386 $ 408,181 $ 388,177 $ 388,177 $ 20,005 4.9% Transportation $ 2,430,916 $ 2,465,569 $ 2,776,828 $ 2,884,391 $ 2,881,843 $ 105,016 3.8% Early Childhood Center ECC $ $ $ $ $ 399,312 $ 399,312 0.0% Total Expense Education $ 43,460,877 $ 45,528,357 $ 47,035,187 $ 48,355,207 $ 48,751,971 $ 1,716,764 3.6% Special Education Reserve $ $ $ $ $ $ Regional Vocational Tech School $ 347,896 $ 423,527 $ 447,859 $ 470,252 $ 470,252 $ 22,393 5.0% Essex County Agricultural School $ 136,282 $ 156,480 $ 223,392 $ 223,392 $ 223,392 $ Total Assessments $ 484,176 $ 580,007 $ 671,251 $ 693,644 $ 693,644 $ 22,393 3.3% Total: Education $ 43,945,005 $ 46,108,364 $ 47,706,438 $i 49„048,851 $ 49,445,615 $ 1,739,177 3.6% - 197 - TOWN OF NORTH ANDOVER EDUCATION POSITION LIST COMPARISON FY16 FY17 FY18 FY19 EDUCATION STAFF STAFF STAFF STAFF VARIANCE DEPARTMENTS POSITIONS POSITIONS POSITIONS POSITIONS +/(-) Administrative Assistants 19.5 19.5 22.1 22.1 0 Paraprofessionals and Aides 103.2 103.2 115.8 115.8 0 Teachers and Other Professionals 307.1 307.1 311.1 315.6 4.5 Nurses 8.8 8.8 8.8 9.8 1 Custodians and Maintenance 26.7 26.7 26.7 27.7 1 School Administration 12 12 13 14 1 District Administration 4 4 4 4 0 Total 481.30 481.30 501.50 509.00 7.50 kk *The FY18"nuinhem hatw heen ae#usfed to rc, q/te the ap � red( the STP8Budget,�� �� � �� � � � ��� �� p 6 Ad �, ininistratiwre assistanh� were ade,101 as part qapeeia"Education reorgainration8,6 Teaching Assistants were ade,1'01 to support studcwts who were hrought hack mato di."atriet, lyes.positions��9���°�'. �i��a�������. ��aa�e the >u >, The ?.5 additionala. oa. o^ FY1 9 arc, ^e. iet q opening q ..tI c Ears Child Center(ECC) - 198 - 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 employees and retirees were enrolled in one of the Town's 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 2019 2015 2016 2017 2018 TOWN MGR Dollar Percent' Expense Line Item ACTUAL ACTUAL ACTUAL ADOPTED RENT Change Change Expenses Health Insurance $ 8,598,806 $ 8,984,148 $ 9,038,458 $ 11,241,433 $ 11,500,000 $ 258,567 Total Health Insurnace $ 8,598,806 $ 8,984,148 $ 9,038,458 $ 11,241,433 $ 11,500,000 $ 258,567 2.3% Property&Casualty Insurance $ 293,178 $ 388,425 $ 274,018 $ 420,000 $ 420,000 $ - Total Property&Casualty Insurance $ 293,178 $ 388,425 $ 274,018 $ 420,000 $ 420,000 $ - 0.0% Total; Health-Property Insurance Expenses $ 8,891,984 $ 9,372,573 $ 9,312,477 $ 11,661,433 $ 11,920,000 $ 268,567 2.2% The rates in the chart below are the actual rates for FY18 as of July 1, 2017. _ 199 - GIC HEALTH INSURANCE RATE CHART FOR ACTIVE EMPLOYEES Individual Cost Subscribed before January I, 2013 Number of Rate Total Employee Town Active Health Plan Plan type Split Cost Share Share Enrollees Fallon Community Health Plan Direct HMO 25/75 $ 519.74 $ 129.94 $ 389.81 7 Fallon Community Health Plan Select HMO 25/75 $ 690.66 $ 172.67 $ 518.00 9 Harvard Pilgrim Independence Plan PPO 25/75 $ 816.43 $ 204.11 $ 612.32 19 Harvard Pilgrim Primary Choice Plan HMO 25/75 $ 610.40 $ 152.60 $ 457.80 26 Health New England HMO 25/75 $ 534.87 $ 133.72 $ 401.15 0 NHP Care HMO 25/75 $ 512.21 $ 128.05 $ 384.16 16 Tufts Health Plan Navigator PPO 25/75 $ 686.34 $ 171.59 $ 514.76 50 Tufts Health Plan Spirit HMOT e 25/75 $ 515.32 $ 128.83 $ 386.49 22 Unicare State Indemni Plan/Community Choice PPOT e 25/75 $ 487.63 $ 121.91 $ 365.72 6 Unicare State Indemni Plan/Plus PPOT e 25/75 $ 655.32 $ 163.83 $ 491.49 8 Rate Total Employee Town Number of Health Plan Plan type Split Cost Share Share Enrollees Unicare State Indeminity Plan/Basic with CIC ndemnity 50/50 $ 1,002.41 $ 501.21 $ 501.21 1 o Unicare State Indeminity Plan/Basic without CIC 11ndemnity 1 50/50 1 $ 959.09 $ 479.55 1$ 479.55 1 0 Individual Cost Subscribed after January 1, 2013 Rate Total Employee Town Number of Health Plan Plan type Split Cost Share Share Enrollees Harvard Pilgrim Independence Plan PPO 35/65 $ 816.43 $ 285.75 $ 530.68 3 Tufts Health Plan Navigator PPO 35/65 $ 610.40 $ 213.64 $ 396.76 7 Unicare State Indemni Plan/Community Choice PPOT e 35/65 $ 487.63 $ 170.67 $ 316.96 2 Unicare State Indemni Plan/Plus PPOT e 35/65 $ 655.32 $ 229.36 $ 425.96 6 Individual Cost Subscribed after July 1, 2015 Rate Total Employee Town Number of Health Plan Plan type Split Cost Share Share Enrollees Harvard Pilgrim Independence Plan PO 50/50 $ 816.43 $ 285.75 $ 530.68 1 1 Tufts Health Plan Navigator IPPO 1 50/50 1 $ 686.34 $ 240.22 $ 446.12 1 5 GIC HEALTH INSURANCE RATE CHART FOR ACTIVE EMPLOYEES Family Cost Subscribed before January 1, 2013 Rate Total Employee Town Number of Health Plan Plan type Split Cost Share Share Enrollees Fallon Community Health Plan Direct HMO 25/75 $ 1,247.40 $ 311.85 $ 935.55 11 Fallon Community Health Plan Select HMO 25/75 $ 1,657.54 $ 414.39 $ 1,243.16 11 Harvard Pilgrim Independence Plan PPO 25/75 $ 1,992.07 $ 498.02 $ 1,494.05 56 Harvard Pilgrim Primary Choice Plan HMO 25/75 $ 1,489.38 $ 372.35 $ 1,117.04 57 Health New England HMO 25/75 $ 1,326.04 $ 331.51 $ 994.53 1 NHP Care HMO 25/75 $ 1,357.32 $ 339.33 $ 1,017.99 22 Tufts Health Plan Navigator PPO 25/75 $ 1,674.68 $ 418.67 $ 1,256.01 160 Tufts Health Plan Spirit HMO Type 25/75 $ 1,240.52 $ 310.13 $ 930.39 14 Unicare State Indemnity Plan/Community Choice IPPO Type 1 25/75 1 $ 1,170.35 $ 292.59 $ 877.76 14 o Unicare State Indemnity Plan/Plus IPPO Type 1 25/75 1 $ 1,566.13 1 $ 391.53 $ 1,174.60 7 Rate Total Employee Town Number of Health Plan Plan type Split Cost Share Share Enrollees Unicare State Indeminity Plan/Basic with CIC 11ndemnity 50/50 $ 2,346.44 1 $ 1,173.22 $ 1,173.22 1 Unicare State Indeminity Plan/Basic without CIC 11ndemnity 1 50/50 1 $ 2,245.96 1 $ 1,122.98 $ 1,122.98 0 Family Cost Subscribed after January 1, 2013 Rate Total Employee Town Number of Health Plan Plan type Split Cost Share Share Enrollees Harvard Pilgrim Independence Plan PPO 35/65 $ 1,489.38 $ 521.28 $ 968.10 5 Tufts Health Plan Navigator PPO 35/65 $ 1,674.68 $ 586.14 $ 1,088.54 11 Unicare State Indemnity Plan/Community Choice PPO Type 35/65 $ 1,170.35 $ 409.62 $ 760.73 5 Unicare State Indemnity Plan/Plus PPO Type 35/65 $ 1,566.13 $ 548.15 $ 1,017.98 4 GIC HEALTH INSURANCE RATE CHART FOR RETIREE'S Non Medicare Eligible(under 65 yrs) Individual Cost Total Number of Rate Split Health Plan Plan type Cost Enrollees 10/90 14186 15185 18.3181.7 21.6178.40 25175 35165 50150 Fallon Community Health Plan Direct HMO $ 519.74 2 2 Fallon Community Health Plan Select HMO $ 690.66 6 2 3 1 Harvard Pilgrim Independence Plan PPO $ 816.43 5 5 Harvard Pilgrim Primary Choice Plan HMO $ 610.40 3 2 1 Health New England HMO $ 534.87 0 NHP Care HMO $ 512.21 2 2 Tufts Health Plan Navigator PPO $ 686.34 7 1 6 Tufts Health Plan Spirit HMO Type $ 515.32 3 1 2 Unicare State Indemnity Plan/Community Choice PPO Type $ 487.63 2 2 Unicare State Indemnity Plan/Plus PPO Type $ 655.32 5 2 3 Total Number of Rate Split Health Plan Plan type Cost Enrollees 10/90 14186 15185 18.3181.7 21.6178.40 25175 35165 50150 Unicare State Indeminity Plan/Basic with CIC ndemnity $ 1,002.41 17 1 15 1 Plan/Basic State Indeminity Planasic without CIC ndemnity $ 959.09 0 N O N Non Medicare Eligible(under 65 yrs) Family Cost Total Number of Rate Split Health Plan Plan type Cost Enrollees 10/90 14186 15185 18.3181.7 21.6178.40 25175 35165 50150 Fallon Community Health Plan Direct HMO $ 1,247.40 1 1 Fallon Community Health Plan Select HMO $ 1,657.54 5 4 1 Harvard Pilgrim Independence Plan PPO $ 1,489.38 3 3 3 Harvard Pilgrim Primary Choice Plan HMO $ 1,326.04 9 2 Health New England HMO $ 1,326.04 0 NHP Care HMO $ 1,357.32 0 Tufts Health Plan Navigator PPO $ 1,674.68 13 2 10 1 Tufts Health Plan Spirit HMO Type $ 1,240.52 1 1 Unicare State Indemnity Plan/Community Choice PPO Type $ 1,170.35 3 3 Unicare State Indemnity Plan/Plus PPO Type $ 1,566.13 5 5 Total Number of Rate Split Health Plan Plan type Cost Enrollees 10/90 114186115185 18.3181.7 21 6178.4025175 35165 50150 Unicare State Indeminity Plan/Basic with CIC ndemnity $ 2,346.44 8 1 1 1 7 1 Plan/Basic State Indeminity Planasic without CIC Vndenuiity 1$ 2,245.96 1 0 GIC HEALTH INSURANCE RATE CHART FOR RETIREE'S Medicare Eligible(over 65 yrs) Total Number of Rate Split Health Plan Plan type Cost Enrollees 10/90 14/86 15/85 18.3/81.7 21.6/78.40 25/75 35/65 50/50 Fallon Senior Plan Medicare $ 311.54 7 3 4 Harvard Medicare Senior Plan Medicare $ 439.17 22 1 21 Tufts Med Comm Senior Plan Medicare $ 398.39 15 1 14 Tufts Med Preferred Senior Plan Medicare $ 276.46 6 3 3 Unicare OME w/CIC Medicare $ 374.63 255 145 1 110 N O W 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 226 retirees, and collect pension contributions from approximately 334 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 2419 2415 2416 2417 2419 TOWN MGR Dollar Percent Expense tine Item ACTUAL ACTUAL ACTUAL ADOPTED REC4M'D Change Change'' Expenses County Retirement $ 3,759,115 $ 4,071,413 $ 4,369,169 $ 4,763,787 $ 5,189,280 $425,493 8.9% Total: Retirement Cost $ 3,759,115 $ 4,471,413 $4,369,169 $ 4,763,767 $ $,189,280 $425,493 8.9% -204- 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. -205 - 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 Agricultural and Technical High School. The school's tuition charges are assessed against the pupil's 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. -206 - State Assessments& Offset Receipts 2019 2015 2016 2017 2018 TOWN MGR Dollar Percent Expense Line item ACTUAL ACTUAL. ACTUAL ADOPTED RECM'D Change Change , Projects Mosquito Control $ 91,677 $ 91,843 $ 92,257 $ 94,641 $ 94,629 $ (12) 0.0% Special Education $ 18,904 $ 17,668 $ 12,639 $ 2,537 $ 13,144 $ 10,607 418.1% Retired Muncipal Teachers $ - $ - $ - $ - $ - $ - Air Pollution Control $ 9,195 $ 9,394 $ 9,629 $ 9,696 $ 9,696 $ 0.0% Regional Transit Authorities $ 185,331 $ 191,505 $ 192,676 $ 218,300 $ 218,300 $ 0.0% RMV Non Renewal Surcharge $ 18,580 $ 18,580 $ 20,240 $ 20,240 $ 20,240 $ 0.0% School Choice Assessment $ 5,243 $ - $ 45,069 $ 34,100 $ 46,304 $ 12,204 Charter School Assessment $ 108,016 $ 68,205 $ 79,850 $ 88,153 $ 92,876 $ 4,723 5.4% Essex County Agricutural Tech $ 80,073 $ - $ - $ - $ - $ - Total:Direct Expense $ 517,019 $i 397,195 $ :452,360 $ 467,667 $ 495,189 $ 27,522 519% CHERRY SHEET OFFSET RECEIPTS School Lunch $ 17,321 $ - $ - $ - $ - $ - Publc Library $ 30,659 $ 31,884 $ 31,771 $ 32,092 $ 32,092 $ - 0.0% Total Cherry Shoot Assessments&Offsets $ 564,859 $i 429,478 $ 484,131 $ 489,759 $ 527,281 $ 27,522 6.6%' -207 - Non-Departmental Budget -208 - -209 - Finance Committee 2019 2419 2016 2017 2018 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUEST RECWD Variance Change Expenses Advertising $ 88 $ - $ 50 $ 50 $ 50 $ 0.0% Dues/Memberships&Subscriptions $ 333 $ 333 $ 350 $ 350 $ 350 $ 0.0% Other Charges and Expense $ 178 $ 113 $ 400 $ 400 $ 400 $ 0.0% Total: Expense Casts $ 600 $ 446" $ 800 $ 800 $ 800 $ 0.0% Total: Finance Committee Casts $ 600 $ 446; $ 800 $ 800 $ 800 $ 0.0% Legal 2019 2019 2016 2017 2018 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM,D Change Change Salaries Salaries $ $ 42,985 $ 68,300 $ 70,855 $ 70,855 $ 2,555 3.7% Longevity $ $ - $ - $ 960 $ 960 $ 960 0.0% Total: Expense Costs $0 $42,985 $68,300 $71,815 $71,815 $3,515 5.1% Expenses Legal Services $ 102,939 $ 24,885 $ 95,000 $ 92,500 $ 92,500 $ (2,500) -2.6% Total: Expense Costs $102,939 $24,885 $95,050 $92,500 $92,500 (2,5001 -2.6% Total: Legal Services Costs $102,939 $67,870 $163,300 $164,315 $164,315 1,015 0.6% Legal Personnel Listing FY16 F'Y17 FY18 FY19 STAFF STAFF STAFF STAFF Department Title POS. POS. POS. POS. VARIANCE Legal Council 0 1 1 1 0 Total 0.0 1.0 1.0 1.0 0.0 -210 - Unclassified-Shared Cost 2019 2015 2016 2017 2018 TOWN MGR Dollar Rercent Expense Line Item ACTUAL ACTUAL ACTUAL ADOPTED RECM'D Change Change Expenses Workers Compensation $ 310,629 $ 329,618 $ 448,834 $ 508,897 $ 473,893 $ (35,004) -6.9% Unemployment $ 19,692 $ 47,196 $ 63,377 $ 75,000 $ 90,000 $ 15,000 20.0% Medicare-Town $ 200,618 $ 213,965 $ 228,082 $ 235,000 $ 250,000 $ 15,000 6.4% Medicare-School $ 475,250 $ 500,540 $ 523,072 $ 500,000 $ 521,750 $ 21,750 4.4% Police and Fire Accident Insurance $ 56,688 $ 55,155 $ 61,082 $ 100,300 $ 98,900 $ (1,400) -1.4% Total: Unclassified $ 1,062,876 ;$ 1,146,473 $ 1,324,447 $"1,419,197 $ 1,434,543 $ 16,336 1.1% Capital and Reserves 2019 2015 2416 2017 2018 TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ACTUAL ADOPTED RECM'D Change Change Expenses Transfer to Stabilization $ 625,000 $ 64,412 $ 60,017 $ 159,831 $ 77,656 $ (82,175) -51.4% Transfer to Capital Stabilization $ 213,000 $ 213,000 $ 350,000 $ 350,000 $ 350,000 $ 0.0% Snow and Ice Deficit $ 165,000 $ - $ - $ - $ - $ Transfer to Capital Projects $ 223,500 $ - $ 114,800 $ $ $ Transfer to Special Education Stabilization $ - $ 750,000 $ - $ $ $ 0.0% Transfer to OPEB Trust $ $ - $ 50,000 $ 200,000 $ 75,000 $ (125,000) 0.0% Reserve for 27th Payroll $ $ 408,348 $ - $ - $ - $ 0.0% Overlay $ 550,000 $ 557,130 $ 550,000 $ 550,000 $ 550,000 $ 0.0% Total: Unclassified $ 1,778,500 $ 1,982,890'+$ 1,124,817 $ 1,259,831 $ 1,052,656 $ (207,175) 16.4"fa i -211 - ENTERPRISE FUNDS -212 - -213 - DIVISION OF PUBLIC WORKS- WATER DEPARTMENT MISSION STATEMENT The mission of the Water Department is to provide the highest quality drinking water by maintaining the Town's water supply, Lake Cochichewick, and by optimally 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. SIGNIFICANT CHANGES The Senior Water Analyst was promoted to Lab Director. PRIOR YEAR ACCOMPLISHMENTS • Replaced the gaskets and piping for the emergency generator cooling system. • Replaced the 20-year old Hydrofluosilicic Acid bulk chemical and day storage tanks. • Replaced nine chemical metering pumps • Scada System was replaced • Water remote station communications were replaced using radio and fiber connections. • 270 feet of old cast iron pipe were replaced on Greene Street. • Thirty-nine old water meters ten old hydrants were replaced. • Fourteen main line breaks were repaired. FY 19 GOALS • To replace the Water Treatment Plant's ozone system with construction to be completed by May 31, 2019. • To begin replacement of aging chemical storage in the Water Treatment Plant while bringing the areas up to new safety standards through June 30, 2019. • To flush 1,000 hydrants throughout the Town by June 30, 2019. • To replace ten (10) old hydrants by June 30, 2019. • To replace 1,070 feet of old cast iron water mains in various locations by June 30, 2019. -214- WATER ENTERPRISE FUND BUDGET LINE ITEM 2016 2017 2018 2019 2019Dollar Percent DEPT Town Mgr ACTUAL ACTUAL ACTUAL REQUEST Recm'd Change Change; Personnel Salaries-Full-Time 773,982 813,827 905,448 944,771 944,771 39,323 4.3% Salaries-Part-Time 22,760 24,426 5,150 5,150 5,150 - 0.0% Overtime 62,267 73,906 51,500 60,000 60,000 8,500 16.5% Longevity 519 1,444 1,606 1,781 1,781 175 10.9% Announcement of Retirement - - - - - - Salary Reserve - - - - Total: Personnel Costs $859,528 $813,603 $963,705 $1,011,702 $1,011,702 $47,998! 6.0% Expenses Electricity 361,770 417,889 535,286 535,000 535,000 (286) -0.1% Heating Fuel 51,412 60,865 80,000 60,000 60,000 (20,000) -25.0% Engineering 4,600 - 17,500 17,500 17,500 - 0.0% Repairs&Maintenance 187,848 208,062 170,300 185,000 185,000 14,700 8.6% Laboratory 28,891 31,583 35,000 36,000 36,000 1,000 2.9% Advertising 752 152 1,000 1,000 1,000 - 0.0% Contracted Services 126,947 111,158 106,000 122,000 122,000 16,000 15.1% Training&Education 4,482 8,615 9,600 10,600 10,600 1,000 10.4% Telephone 9,778 10,658 10,450 10,450 10,450 - 0.0% Postage Services 1,068 541 3,000 3,100 3,100 100 3.3% Storm Water Permitting Mandate 548 34,172 47,000 47,000 47,000 - 0.0% Outside Detail 11,897 11,449 9,500 9,500 9,500 0.0% Office Supplies 3,855 6,554 7,600 7,600 7,600 0.0% Materials&Supplies 85,579 96,158 95,500 95,500 95,500 0.0% Vehicle Fuel 2,134 2,654 10,000 7,000 7,000 (3,000) -30.0% Chemicals 99,324 106,280 205,000 205,000 205,000 - 0.0% Uniforms&Clothing 7,525 7,199 7,825 9,425 9,425 1,600 20.4% Auto Mileage - - 215 200 200 (15) Dues/Memberships&Subscriptions 876 858 2,400 2,400 2,400 - 0.0% Other Charges&Expenses 67,996 16,467 21,500 21,500 21,500 - 0.0% Capital Outlay>$5,000 156,512 143,229 211,200 219,682 219,682 8,482 4.0% Vehicle - - - - - - Subtotal:Expense costs $1,213,795 $1,274,543 $1,5$5,876 $1,606,457 $1,606,457 $19,581. 1.2% Debt Service Principal Long Term 734,006 592,979 587,979 561,239 561,239 (26,740) -4.5% Interest Long Term 115,657 93,586 75,477 101,406 101,406 25,929 34.4% MWPAT Principal 261,770 267,058 272,453 277,957 277,957 5,504 2.0% MWPAT Interest 74,335 69,047 63,652 58,148 58,148 (5,504) -8.6% Transfers to Capital Projects 635,000 475,000 1,212,500 875,000 875,000 (337,500) -27.8% Indirects 923,227 946,308 969,966 994,215 994,215 24,249 2.5% Total: Expense Costs $3,957,790 $3,718,521 $4,7$7,903 $4,473,421 $4,473,421 -$294,481' -6.2%g Total: Water Dept. Costs $4,817,318 $4,632,124.39 $5,731,607 $5,485,133.64 $5,485,123.64 -$246,484 -4.3% -215 - 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 • 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. • Two main line obstructions were cleared by the sewer crew. • Two main line repairs were made by Town's contractor to replace a collapsed pipe. • Removed and installed a new emergency generator at the Holly Ridge Station and at the Butcher Boy Station. • Replaced both pumps and motors at the Winter Street Station. FY 19 GOALS • To complete an evaluation of the twenty-two sewer pump stations to prioritize the upgrade or replacement of the stations by April 30, 2019 • To identify and eliminate sources on inflow/infiltration in the French Farm Road area by May 31, 2019. • To overhaul pumps, and replace worn out generators and control systems at the twenty two sewer pump stations through June 30, 2019. -216 - SEWER ENTERPRISE FUND BUDGET LINEITEM, 20 24117 2018 2001 24119 Dollar Percent DEPT To"'Mgr ACTUAL ACTUAL ACTUAL REQUEST Reonid Change Change Personnel Salaries, Full-Time 356,102 339,708 353,309 347,097 347,097 (6,212) -1.8% Salaries, Part-Time 1,355 - - - - 0.0% Overtime 14,541 27,305 36,000 36,000 36,000 0.0% Longevity 1,081 894 1,006 1,031 1,031 25 2.5% Announcement of Retirement - - - - - Salary Reserve - - 0.0% Total: Personnel Cbstg 073;4170 $367;907 $390,315 X4,128 X4,128 (6;187) 11.6% Expenses Electricity 90,131 100,000 102,000 102,000 102,000 0.0% Heating Fuel 3,875 5,810 10,000 10,000 10,000 0.0% Engineering Services - 5,000 5,000 5,000 5,000 Repairs&Maintenance 93,056 71,865 78,000 83,000 78,000 0.0% Advertising - - 200 200 200 Contracted Services 172,773 16,743 18,850 20,100 20,100 1,250 6.6% Training&Education - - 2,500 2,500 2,500 - Telephone 11,228 7,136 14,000 15,000 14,000 0.0% Outside Detail 4,608 6,967 6,500 6,500 6,500 0.0% Materials&Supplies 21,425 35,162 45,000 47,000 47,000 2,000 4.4% Vehicle Fuel 6,623 6,173 10,000 8,000 8,000 (2,000) -20.0% Uniforms&Clothing 3,325 2,013 3,800 4,025 4,025 225 5.9% Dues/Memberships&Subscriptions - - 200 200 200 - Other Charges&Expenses 2,809 2,243 3,000 3,000 3,000 0.0% Capital Outlay<$5,000 - 8,002 10,370 16,337 10,370 Subtotal E�p6ft6s: $409,862 1267;113 X9;420 $322;862 $310,8% 1,478 4:504 Debt Service Principal Long Term 1,155,370 878,166 883,151 677,813 677,813 (205,338) -23.3% Interest Long Term 186,312 168,161 148,506 119,738 119,738 (28,769) -19.4% MWPAT Principal 254,152 258,044 265,235 280,754 280,754 15,519 5.9% MWPAT Interest 24,174 15,342 7,150 1,769 1,769 (5,381) -75.3% Sewerage Assessment(GLSD) 1,490,042 1,837,329 2,100,000 2,398,522 2,398,522 298,522 14.2% Transfer to Capital 80,000 150,000 100,000 100,000 100,000 - 0.0% Indirects 434,460 445,321 456,454 467,866 467,866 11,411 2.5% Total: Expense Costs $4,034,361 $4;4119;476 $4,269,916 $4 369,323 $4,357,356 87;A41 2.0% Tonal: Sewer Depl Costs $4 ;A40 $4,387,383 X4,660,231 $4,753461 $4,741,484 81,253 1.70A -217 - Water& Sewer Enterprise Funds Personnel Listing FY16 FY17FY18 FY19 STAFF STAFF STAFF S TAFF VARIANCE Department Title PDS. POS. PDS. PCIS. +/( Water Administrative Secretary 1 1 1 1 0 Ass't Operations Manager 0.5 0.5 0.5 0.5 0 Ass't WTP Superintendent 0.75 0.75 0.75 0.75 0 Foreman 0.25 0.25 0.25 0.25 0 Head Meter Reader 0.75 0.75 0.75 0.75 0 HMEO 0.5 0.5 0.5 0.5 0 Laborer 1 1 1 1 0 Mechanic 1 1 1 1 0 Meter Reader 2 2 2 2 0 O/M Chief 0.75 0.75 0.75 0.75 0 Operations Manager 0.25 0.25 0.25 0.25 0 Senior Water Analyst 0 0 0 0 0 Lab Director 1 1 1 1 0 SMEO 0.75 0.75 0.75 0.75 0 WTP Operator 4 4 4 4 0 WTP Superintendent 0.75 0.75 0.75 0.75 0 Staff Engineer 0.25 0.25 0.25 0.25 0 Total 15.50 15.50 15.50 15.50 0 17146 Ml'- F 18 17140' STAF'F'' STAFF STAFF STAFF VARIANCE Rtpartmettt Title, P0911. P0911. P©S4 PO 91 +fit S ewer Administrative Secretary 1 1 1 1 0 Ass't Operations Manager 0 0 0 0 0 Ass't WTP Supervisor 0.25 0.25 0.25 0.25 0 Foreman 0.25 0.25 0.25 0.25 0 HMEO 0.75 0.75 0.75 0.75 0 Laborer 0 0 0 0 0 Mechanic 3 3 3 3 0 O/M Chief 0.25 0.25 0.25 0.25 0 Operations Manager 0.25 0.25 0.25 0.25 0 Senior Foreman 0.25 0.25 0.25 0.25 0 SMEO 0.25 0.25 0.25 0.25 0 WTP Operator 0 0 0 0 0 WTP Superintendent 0.25 0.25 0.25 0.25 0 Total 6.5 6.5 6.5 6.5 0 -218 - THE 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 There were no significant changes to the Stevens Estate this past year. PRIOR YEAR ACCOMPLISHMENTS • Launched Stevens Estate new website, which in addition to boosting the estate's awareness as a premier wedding destination, also opened the doors to new corporate meetings, executive retreats and higher visibility events for prominent organizations. • The Estate is increasingly competitive with prominent (North Shore, Newport and Boston) higher end competitors in terms of price, product/service offering and value. The Estate has hosted more than twelve weddings in the past year where the couple lived outside New England, including from San Francisco, Manhattan and Florida. • Midweek short-term corporate bookings have increased in the first six months of FY18 compared to the same period in FY17 (30 day meetings compared with 10 day meetings). • Work completed in the past year, included an engineering study, the initial phase of the boiler replacement, as well as plumbing and electrical updates to the mansion. • The groom's suite bathroom and green bathroom restoration projects were completed. Two second floor hallway bathrooms have been updated and non-historical fixtures replaced. • Exterior updates completed include driveway repairs,removal of the in-ground swimming pool and volleyball court and new exterior signage. • Updated and expanded WIFI connectivity and signal strength on first floor in main house to meet corporate meeting demands. • The Eagle Scout pergola building project is complete. An area planting and maintenance plan will be implemented for the Eagle Scout to continue maintaining the project over the next five years. • The third `Holly Days Open House' weekend welcomed over 1,100 visitors from North Andover and beyond in December. • The Stevens family has confirmed their reservation to host their family reunion at the Stevens Estate in June 2018. As many of 250 members of the family will be returning to North Andover -219 - for the weekend and will be using the Stevens Estate as a base. The last reunion was held in 1982 with 150 family members attending. FY19 GOALS • To receive 1,500 visitors to the Holiday Open House on December 14-16, 2018 • Complete phase 2 of boiler/heating/water updates to main house by December 31, 2018. • Implement Bar Manager role,Event Manager/assistant positions with full training for readiness and smooth operations by February 28, 2019. • To develop an intern program with a local community college by March 31, 2019 • To update of kitchen/dishwasher area and plumbing equipment, and build outdoor hand was area for food service staff and bartenders by April 30, 2019. • To book a minimum of $150,000 in midweek corporate or social business through June 30, 2019. • To join industry associations (IAVM, MPI), and attend industry events and networking opportunities to be better informed of the Estate's competitive set, event trends etc. through June 30, 2019. -220 - STEVENS ESTATE ENTERPRISE FUND BUDGET 2019 2019 2016 2017 2018 Dept Town Mgr Dollar Percent LINE ITEM ACTUAL ACTUAL ACTUAL Request Recrrmd Change Change Personnel Salaries-Full-Time 53,371 79,973 79,973 123,361 123,361 43,388 54.3% Salaries-Part-Time 65,591 59,356 59,356 48,500 48,500 (10,856) -18.3% Salary Reserve - - - - - - Longevity - - - 518 518 518 Total: Personnel Costs $118,961 $139,329 $139,329 $172,378 $172,378 $33,049 23.7% Expenses Electricity 9,485 10,303 10,303 13,493 13,493 3,190 31.0% Heating Fuel 12,507 14,388 14,388 14,600 14,600 212 1.5% Water 9,764 5,285 5,285 9,391 9,391 4,106 77.7% Repairs&Maintenance 9,676 10,783 10,783 18,000 13,000 2,217 20.6% Equipment Rental 19,624 25,799 25,799 33,000 30,000 4,201 16.3% Laundry Service 7,540 7,551 7,551 9,600 9,600 2,049 27.1% Advertising 8,589 17,060 17,060 10,106 10,106 (6,954) -40.8% Contracted Services 1,030 492 492 800 800 308 62.6% Food Delivery 648 - - 500 500 500 0.0% Refunds - - - - - - Liquor, Beer&Wine 23,093 25,355 25,355 29,000 29,000 3,645 14.4% Telephone 2,326 2,521 2,521 4,500 3,000 479 19.0% Postage 6 - - 100 100 100 0.0% Bank Credit Card Charges 1,210 1,408 1,408 4,500 3,500 2,092 148.6% Office Supplies 1,551 1,453 1,453 1,800 1,800 347 23.9% Materials/Supplies 4,276 5,524 5,524 4,500 4,500 (1,024) -18.5% Buildings and Grounds 22,012 19,448 19,448 25,000 25,000 5,552 28.5% Auto Mleage 322 161 161 200 200 39 23.9% Liquor License 3,200 3,000 3,000 3,200 3,200 200 6.7% License and Permits - 100 100 100 100 - Other Charges&Expenses 100 6,098 6,098 3,200 3,200 (2,898) -47.5% Capital Purchases>$999<$4999 497 - - - - - Subtotal Expenses: $137,455 $156,730 $156,730 $185,590 $175,090 $18,360 11.7% Indirects 48,812 50,032 50,032 79,303 79,303 29,271 58.5% Total: Expense Costs $186,267 $206,762 $206,762 $264,893 $254,393 $47,631 23.0% Transfer to Capital 0 125,000 125,000 120,000 120,000 (5,000) Total: Transfers $0 $125,000 $125,000 $120,000 $120,000 -$5,000 0.00/0 Total: Stevens Dept.Costs $305,229 $471,091 $471,091 $557,272 $546,772 $75,680 16.1% Stevens Estate Personnel Listing FY16 FY17 FY19 STAFF STAFF FY18 STAFF STAFF VARIANCE+/( Departrnent Title POS. POS. POS. POS. ) Stevens Estate Director 1 1 1 1 0 Event/Bar Manager 0 0 0.8 1 0.2 Adm in Asst 0 0.3 0.3 0.3 0 Total 1 1.3 2.1 2.3 0.2 -221 - I' i i i i , r Adel photograph Stevens Estate i r p I uV Aerial hoto ra h p g p � Old Center i n n C � m Photos Courtesy of Tim Campbell M D � F3 m STATISTICS Demographic Profile of North Andover Age Distribution (2010 US Census) Race&Ethnicity(2010 Census) Persons % Persons % Under 5 1655 5.8 White 25144 88.69 5-14 4417 15.5 Black 506 1.78 15-44 10327 36.5 Am. Indian, Eskimo or Aleut 28 0.10 45-64 8185 28.9 Asian or Pacific Islander 1787 6.3 65 & over 3768 13.3 Hispanic Origin 458 1.62 Other 429 1.51 Total Population 28352 Households by Type (2010 Census) Households % Family households 7324 69.6 with own children under 18 3796 36.1 Married-couple family 5995 57 with own children under 18 3076 29.3 Female householder, no husband present 1012 9.6 with own children under 18 575 5.5 Nonfamily households 3192 30.4 Householder living alone 2688 25.6 Householder 65 and over 1212 11.6 Average household size 2.62 Average family size 3.19 Housing Units (2010 Census) Units % Total Units 10964 Total Occupied 10516 Owner occupied 7769 73.9 renter occupied 2747 26.1 Vacant for rent 159 Vacant for sale 74 Average household size of owner-occupied units 2.8 Average household size of renter-occupied units 2.10 -222 - Massachusetts Department of Revenue,Division of Local Services North Andover at a Glance (12/31/17) County:ESSEX Kind of Community: Economically Developed School Structure: K to 12 Regional School Districts:Greater Lawrence,Essex County Form of Government:Open Town Meeting, Selectmen, Town Manager 2017 Population: 32,120 2016 Labor Force: 15,494 2016 Unemployment Rate:2.3% 2014 Per Capita Income 54,095 Houseing Units per sq Mile 833.44 EQV Per Capita: 319,878 2013 Road Miles 148.76 2012 Number of Registered Voters 18,968 2014 Number of Registered Vehicles: 8400 Bond Ratings Moody's Bond Rating as o1`2015 Aa2 S & P Bond Rating as of 2018 AAA Fiscal Year 2018 Tax Classification Tax FY18 FY18 FY18 Classification Tax Rate Tax Levy Assessed Values Revaluation Residential 14.53 60,589,465 4,169,956,319 Most Recent-FY17 Open Space 0 0 0 Next Scheduled FY-19 Commercial 21.34 6,419,489 300,819,526 Industrial 21.34 3,151,429 147,677,100 Personal Property 21.34 2,645,388 123.963.820 Total 72,805,771 4,742,416,765 Fiscal Year 2018 Revenues by Source Fiscal Year 2018 Proposition 2'/2 Levy Capacity Revenue Source %of Total New Growth 867,266 Tax Levy 72,805,771 65.24% Override 0 State Aid 10,837,130 9.71% Debt Exclusion 1,842,681 Local Receipts 22,982,914 20.59% Levy Limit 73,198,674 Other Available 4,973,368 4.46% Excess Capacity 392,903 Total 111,599,183 Ceiling 118,560,419 Override Capacity 47,204,426 Fiscal Year 2018 Estimated Cherry Sheet Aid Reserves Education Aid 8,340,881 7/1/2017 Free Cash 9,673,069 General Government 2,496,249 FY17 Stabilization Fund 6,752,769 Total Receipts 10,837,130 FY18 Overlay Reserve 566,310 Total Assessments 495,189 Net State Aid 10,341,941 Fiscal Year 2018 Average Single Family Tax Bill Number of Single Family Parcels 6,305 Assessed Value of Single Family 519,578 Average Single Family Tax Bill 7549 State Average Single Family Tax Bill Fiscal Year 2012 4711 Fiscal Year 2013 4846 Fiscal Year 2014 5020 Fiscal Year 2015 5214 Fiscal Year 2016 5418 Fiscal Year 2017 5616 North Andover issues tax bills on a Quarterly basis -223 - Labor Force, Employment and Unemployment in North Andover (Source Massachusetts Department of Employment& Training) Labor Unemployment Statewide Year Force Employment Unemployment Rate Rate 2000 13,706 13,397 309 2.3% 2.6% 2001 13,815 13,354 461 3.3% 3.7% 2002 13,724 13,024 700 5.1% 5.3% 2003 13,442 12,735 707 5.3% 5.8% 2004 13,217 12,625 592 4.5% 5.1% 2005 13,244 12,682 562 4.2% 4.8% 2006 13,365 12,818 547 4.1% 5.0% 2007 13,568 13,045 523 3.9% 4.5% 2008 13,419 12,797 622 4.6% 5.3% 2009 13,508 12,474 1,034 7.7% 8.4% 2010 14,068 13,046 1,022 7.3% 8.3% 2011 14,043 13,209 834 5.9% 7.3% 2012 13,964 13,152 812 5.8% 6.8% 2013 14,038 13,168 870 6.2% 6.7% 2014 15,277 14,514 763 5.0% 5.8% 2015* 15,776 1 15,046 1 730 4.6% 4.9% 2016 15,494 15,144 350 2.3% 2.8% 2017 16,012 15,361 651 4.1% 4.4% *information as of June 30 2017 -224- LARGEST TAXPAYERS The following shows the ten largest taxpayers: %of Fiscal 2017 Amount of Total Name Nature of Business Assessed Value Tax Levy National Grid Utility $ 43,864,750 $ 936,074 0.95% AIMCO (Royal Crest) Apartments 56,768,880 824,852 1.22% Edgewood Congregated Care/Nursing Home 41,584,670 $ 887,417 0.90% 700 Chickering Road Apartments 9,328,800 $ 199,077 0.20% Delta (Delta Realty Trust) Shopping Mall 21,350,620 $ 455,622 0.46% Ozzy Properties Office 17,647,300 $ 376,593 0.38% Wood Ridge Homes Co-op homes 13,594,330 $ 197,526 0.29% RCG North Andover Mills Office 28,161,400 $ 600,964 0.61% SHP IVNorth Andover Apartments 13,330,300 $ 193,689 0.29% Linear Retail NA#1, LLC Retail 11,692,900 $ 249,526 0.25% Total $ 257,323,950 $ 4,921,340 5.55% Sources: Town Assessors -225 - DEPARTMENTAL STATISTICS Function/Program 2009 2010 2011 2012 2013 2014 2015 2016 2017 General Government Population 27,753 28,352 28,352 28,352 28,352 28,352 28,352 29,217 29,217 Registered Voters,Annual Town Election 18,059 18,169 17,256 18,307 18,598 18,247 18,247 18,968 19,801 Town Clerk Births 291 285 285 263 289 289 280 302 248 Marriages 78 95 84 74 86 115 83 83 73 Deaths 268 296 279 183 251 250 298 330 330 Dog Licenses 2,396 2,314 2,361 2,110 2,390 2,132 2,101 2,907 2,982 Business Certificates 110 87 91 84 92 87 95 92 111 New Voter Registrations 612 1,099 866 1,523 1,450 797 1,251 1,171 2,420 Passports 786 773 745 701 920 885 875 798 898 Assessors Single Family 6,164 6,173 6,181 6,198 6,217 6,239 6,258 6,274 6,287 Condominiums 1,898 1,915 1,929 1,951 1,985 2,028 2,059 2,084 2,105 Misc Rec 27 28 30 31 30 29 29 29 30 Two Family 426 423 420 419 421 417 414 408 405 N Three Family 43 43 44 44 43 44 45 47 47 Four-eight Family 48 48 50 50 51 52 52 52 53 Vacant land 512 492 468 489 462 441 432 429 426 Residential/Commercial 37 38 36 37 36 35 34 33 33 Commerical buildings and land 435 490 491 492 491 494 508 511 511 Industrial buildings and land 82 84 84 84 8 83 83 82 83 Personal Property Accounts 844 818 847 882 906 881 902 830 832 Chapter 61 -Forestry Property 7 7 7 7 7 7 7 7 9 Chapter 61 A-Farm Property 143 145 139 137 137 137 137 142 142 Chapter 61 B-Recreational Land 9 9 8 7 7 7 7 7 7 Exempt buildings and land 438 436 452 460 464 468 471 421 467 Public Utilities 4 4 4 4 4 4 4 4 4 Utilities valued by State 6 5 5 6 6 6 6 6 6 Public Safety Police Complaints Issued 140 110 86 434 589 - 654 635 687 Arrests 406 409 396 285 364 312 291 323 374 Summons/Hearings 132 368 286 149 214 303 329 290 313 Citations 3,742 3,748 2,953 2,938 3,646 2,707 2,278 2,283 1,333 Parking tickets issued 680 624 645 548 484 - 504 504 440 Total number of animal complaints 271 295 297 383 489 467 467 667 Function/Program 2009 2010 2011 2012 2013 2014 2015 2016 2017 Fire Incidents Fire and Rescue 1,612 3,986 1,358 1,515 1,396 1,283 1,383 1,755 1,747 Ambulance Calls 2,650 2,616 2,444 2,663 2,745 2,379 2,500 2,460 2,370 Smoke Detectors 406 327 401 322 444 613 543 629 701 Carbon Monoxide Detectors 377 314 377 295 412 587 520 595 702 Fireworks Display Permits 1 1 1 1 1 1 1 1 1 Liquid Gas Storage Permits 28 38 29 19 27 65 67 54 50 Open Air Burning Permits - - - - - 345 321 321 467 Oil Burner Install Permits 46 70 45 26 47 26 20 16 29 Sprinkler Inspections 23 13 27 23 32 35 30 19 6 Underground Tank Installation 6 22 26 8 6 27 21 23 33 Underground Tank Removals 13 6 7 8 2 5 - 1 8 Building Department Permits issued 2,214 2,470 2,375 2,774 3,080 3,207 3,583 3,583 3,583 Education Public school enrollment 4,604 4,614 4,638 4,687 4,766 4,801 4,839 4,788 4,831 N Human Services Planning Plan reviews 8 2 5 27 33 18 19 16 26 Board of Health Inspections Food Est. (related permits&reviews) 198 179 288 225 234 352 319 258 302 Septic(all related reviews/permits/inspections) 30 49 46 22 140 202 115 213 155 OFFA Haulers/Trash Haulers&Placards 257 237 250 256 241 273 263 226 308 Commercial Permits 256 254 262 266 241 295 250 260 247 Professional Permits 75 83 82 89 53 101 66 62 70 Council on Aging Home delivered meals served 19,685 15,106 15,541 18,369 17,519 16,230 17,001 20,294 22,756 Outreach Case Management 4,243 4,532 8,203 8,895 8,094 9,981 9,828 7,384 269 Community Education 3,900 7,078 6,708 7,682 8,635 8,417 8,548 7,496 7,399 Recreation 8,013 9,961 11,221 21,796 13,414 18,005 20,524 12,162 11,727 Transportation 3,379 4,234 4,285 4,598 6,822 6,377 6,472 4,614 6,323 Youth&Recreation Services Memberships 611 646 656 694 709 691 684 672 581 Summer Programs 75 792 814 854 798 832 876 971 986 Overall Services N/A 2,973 2,961 3,098 3,179 3,215 3,263 3,410 3,336 Function/Prociram 2009 2010 2011 2012 2013 2014 2015 2016 2017 Culture and Recreation Library Program attendance 8,060 3,867 4,489 4,122 4,938 6,631 8,358 8,358 10,589 #of Library Card Holders 29,883 16,465 16,779 17,604 19,094 20,143 20,418 20,418 19,566 Circulation 213,598 212,970 213,517 206,362 185,419 176,385 193,799 193,799 189,773 PC&Internet Use 896 914 1,221 1,295 1,273 1,281 1,186 1,186 480 Reference Questions 26,758 28,069 28,503 29,318 29,081 30,744 29,848 29,848 17,940 Inter-Library Loans 49,302 54,073 53,367 56,569 57,952 60,559 59,416 59,416 53,449 Enterprise Funds Sewer Service connections 31 46 58 14 54 43 34 32 26 Water Daily consumption (in million gallons) 2.7371 2.8675 3.0120 2.6328 2.2101 3.0600 3.3100 3.2500 3.1050 N N Oc Sources:Various Town Departments and Annual Town Report N/A Information not available CAPITAL ASSET STATISTICS 2019 General Government Number of Buildings 13 Public Safety Police number of stations 1 Fire number of stations 2 Education number of elementary schools 5 number of preschools 1 number of middle schools 1 number of high schools 1 Public Works Water mains (miles) 148 Fire Hydrants 1515 Sanitary sewers (miles) 90 Storm sewers (miles) 99 Culture and Recreation Playgrounds 17 Parks 2 Playgrounds - Acreage 90 Parks - Acreage 11 Public Beaches 1 Ball Fields 39 Tennis Courts 6 -229 - 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. A study of the Town's 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. -230 - 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. A statement by the municipality's policy makers summarizing the plans and 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. A comprehensive plan for planning a community's capital expenditures. It coordinates community planning, fiscal capacity and physical development. While all of the community's needs should be identified 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 Cherry Sheets are the official notification of the next fiscal year's state aid and assessments to 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 may receive "offset items" that must be spent on specific programs. Cherry Sheet Assessments are 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. -231 - 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 § 53F�/z, 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 § IOC, 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, -232 - 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 (LIMAS)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. -233 - 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 1/2 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 �/z 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 school expenditures. A community's NSS funding must equal or exceed the NSS Requirement 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 21/2. 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 �/z % 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 -234- maximum tax levy allowed for the prior by more than 2 �/z % (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 statutory requirements. The nature and extent of that program will depend on the assessors' analysis 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 § 53E�/z 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 -235 - 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 § 513). Communities may appropriate into this fund in any year an amount not to exceed ten percent of the prior year's tax levy or a larger amount with the approval of the Emergency Finance Board. The aggregate of the stabilization fund shall not exceed ten percent of the community's equalized value, 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 liabilities and restricted reserves. It' s akin to a "stockholders' equity" account on a corporate balance sheet. It is not, however, available for appropriation in full -236 - because a portion of the assets listed as "accounts receivable" may be taxes receivable and uncollected. See free cash. Valuation (100%). The legal requirement that a community's assessed value on property must be the 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 specific bills. The assessors' warrant authorizes the tax collector to collect taxes in the amount and from the persons listed, respectively. -237 - Acronyms ADA Americans Disabilities Act GIC Group Insurance Commission ANR Approval not required GIS Geographic Information System B/P Blood Pressure ICS 100 Incident Command System BOH Board of Health IT Information Technology CAFA Comprehensive Annual Financial JNHYC Joseph N Herman Youth Center Report MA DEP Massachusetts Department of CAMA Computer Assisted Mass Appraisal Environmental Protection CIP Capital Improvement Program MCC Metropolitan Communications LLC CMR Commonwealth of Massachusetts Regulations MGL Mass General Law COA Certificate of Appreciation MIIA MIIA Property&Casualty Insurance CPA Community Preservation Act MOVET Marts Onecall/click Veterans Portal CPC Community Preservation Committee MPO Metropolitan Planning 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 NalloWriMo 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 -238 - 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 -239 - Job Posting/Vacancy Log February 6, 2018 Date Position Department Hiring Manager Status Posted 11/27/17 Heavy Motor Public Works Tim Willett Interview scheduled for 2/8/18. Equipment Recommended candidate did not respond to Operator offer. Interview held on 12/28/17. Posted on Town website and social media. Posted with Valleyworks Career Center and Job Quest resumes received from candidates with little prior experience and new CDL holders.. 11/21/17 Chief Assessor Assessing Lyne Savage Positon re-advertised in the Eagle Tribune on 1/14/18 and re-posted on Monster.com. Low resume response. Hired Rena Swezey as Interim effective 1/8/18. Advertised on Ma Municipal Association on 11/26/17, Posted on Ma Association of Assessors on 11/26/17. Posted on Monster.com and advertised in Eagle Tribune 11/26/17. 7/17/17 Page Stevens Kathleen Keenan No activity as the focus was on hiring a Memorial Teen Librarian. Will resume activity. Library Posted internally and on town social media and Merrimack Valley Library Consortium.