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HomeMy WebLinkAbout2019-02-11 Board of Selectmen Minutes BOARD OF SELECTMEN MINUTES February 11, 2019 CALL TO ORDER: Chairman Regina Kean called the meeting to order at TOOPM in the Town Hall Meeting Room. The open session meeting was recorded. ATTENDANCE: The following were present: Chairman Regina Kean, Clerk Phil DeCologero, Licensing Chairman, Chris Nobile, Richard Vaillancourt, Rosemary Smedile, Town Manager Andrew Maylor, Deputy Town Manager, Meghan Jop, Assistant Town Manager, Denise Casey and Executive Assistant, Laurie Burzlaff. PLEDGE OF ALLEGIANCE PUBLIC COMMENT School Superintendent Gregg Gilligan and School Committee Chair, Holly Vietzke-Lynch thanked Town Manager, Andrew Maylor for all he has done for the schools and presented him with a plaque. Tim Tschirhart, chair of the Finance Committee, thanked Mr. Maylor for everything he has given the town and the legacy he has left. Terry Holland and Rick Green commented on the impact Mr. Maylor has had on the fields and the benefit to the kids in town. Mr. Holland and Mr. Green presented Mr. Maylor with a framed varsity letter. Town Moderator, Mark DiSalvo credited Mr. Maylor with transforming the town and improving relationships. Stan Limpert, 143 Stonecleave Road, thanked Mr. Maylor for the sense of unity he brought to the town. Ann Marie Ventura, 148 Main Street, stated she was impressed with how much more organized the town is under Mr. Maylor's leadership. The Board expressed their thanks for everything Mr. Maylor has done. TOWN MANAGER SEARCH CONSULTANT INTERVIEWS Community Paradigm Associates, LLC Bernard Lynch and Sharon Flaherty presented their proposal. Edward J. Collins, Jr. Center for Public Management Robert Halpin and Mary Aicardi presented their proposal. Municipal Resources Inc. Alan Gould, Reginald (Buzz) Stapczynski and Robert Mercier presented their proposal. Each of the consultants was asked a series of questions from the Board. CONSENT ITEMS Vote to select Town Manager search consultant The Board discussed the consultants and their proposals. The Board agreed that Community Paradigm Associates and Municipal Resources Inc. both had favorable proposals but Community Paradigm's was more responsive to items contained in the Request for Quotes. Phil DeCologero made a MOTION, seconded by Chris Nobile that the Board of Selectmen award the contract for an Executive Recruiting Consultant to Community Paradigm Associates for the Town Manager Search. Motion approved 5-0. Vote to appoint members to the Town Manager search committee As discussed at the last meeting, each Board member was asked to announce their representative to serve on the Town Manager search committee. Mr. Vaillancourt selected Lou Napoli. Mr. DeCologero selected Holly Vietze-Lynch. Regina Kean selected Denevan O'Connell. Chris Nobile selected Mark Rogers. Rosemary Smedile selected Terry Holland. Phil DeCologero made a MOTION, seconded Rosemary Smedile that the Board of Selectmen appoint Lou Napoli, Holly Veitze-Lynch, Denevan O'Connell, Mark Rogers and Terry Holland to serve on Town Manager Search Committee. Motion approved 5-0. Board of Selectmen Minutes February 11, 2019 2 LICENSING COMMISSIONERS (taken out of order) Phil DeCologero made a MOTION, seconded by Rosemary Smedile to open a meeting of the North Andover Licensing Commission. Motion approved 5-0. Request of Jager Enterprises Co., d/b/a The Wine Lab for an all alcohol license Tim O'Connor of The Wine Lab presented his request. Richard Vaillancourt made a MOTION seconded by Rosemary Smedile that the Board of Selectmen, acting as Licensing Commissioners, approve the request of Jager Enterprises Co. d/b/a The Wine Lab for an all alcohol license, as presented. Motion approved 5-0. Request of Merrimack College for seventeen one day wine and malt licenses for the following events: Concessions at the athletic fields on February 19, 2019 from 5:OOPM-9:OOPM Concessions at the athletic fields on February 23, 2019 from 1:OOPM-5:OOPM Concessions at the Rogers Center on March 2, 2019 from 6:OOPM-10:OOPM Concessions at the Rogers Center on March 5, 2019 from 6:OOPM-10:OOPM Reception at Cascia Hall on March 20, 2019 from 6:OOPM-9:OOPM Concessions at the athletic fields on March 23, 2019 from 1;OOPM-5:OOPM Concessions at the athletic fields on March 27, 2019 from 3:OOPM-10:OOPM Reception at Cascia Hall on April 4, 2019 from 3:30PM-7:30PM Concessions at the Rogers Center on April 4, 2019 from 6:OOPM-11:OOPM Concessions at the Rogers Center on April 5, 2019 from 6:OOPM-10:OOPM Concessions at the Rogers Center on April 6, 2019 from 2:OOPM-5:OOPM Concessions at the Rogers Center on April 6, 2019 from 6;OOPM-10:OOPM Concessions at the athletic fields on April 6, 2019 from 1:OOPM-5:OOPM Concessions at the athletic fields on April 13, 2019 from 11:OOAM-5:OOPM Concessions at the Rogers Center on April 13, 2019 from 6:OOPM-10:OOPM Reception at the Rogers Center on April 23, 2019 from 5:OOPM-10:OOPM Concessions at the Rogers Center on May 11, 2019 from 3:OOP-7:OOPM Rosemary Smedile made a MOTION, seconded by Phil DeCologero that the Board of Selectmen, acting as Licensing Commissioners, approve the seventeen one day wine & malt licenses for Merrimack College, as presented. Motion approved 5-0. Vote to accept Special Annual License revision to the North Andover Alcohol Beverages Regulations Included in the packet is the revised section of the Alcoholic Beverages Regulations for Special Annual Licenses. This will be the license that Merrimack College will apply for to eliminate the need to apply for the one day licenses. Phil DeCologero made a MOTION, seconded by Rosemary Smedile that the Board of Selectmen, acting as Licensing Commissioners, approve the revised Alcoholic Beverages Regulations, as presented. Motion approved 5-0. Phil DeCologero made a MOTION, seconded by Regina Kean to close a meeting of the North Andover Licensing Commission. Motion approved 5-0. CONSENT ITEMS (continued) Accept donation of five pieces of gas detection equipment from Columbia Gas to the Fire Department Included in the packet was a memorandum from Fire Chief William McCarthy regarding a Columbia Gas donation of gas detection equipment to the fire department. Richard Vaillancourt made a MOTION, seconded by Rosemary Smedile that the Board of Selectmen accept the donation of five pieces of gas detection equipment from Columbia Gas to the Fire Department. Motion approved 5-0. Approve Emergency Management Agency Application to Volunteer and Background Investigation Release Agreement and Volunteer/Participant Release of Liability and Assumption of Risk Agreement Included in the packet was a memorandum from Town Counsel, Suzanne Egan, regarding the need for background checks and release of liability from members appointed to Emergency Management. Phil DeCologero made a MOTION, seconded by Rosemary Smedile that the Board of Selectmen approve the Emergency Management Agency Application to Volunteer and Background Investigation Release Agreement and Volunteer/Participant Release of Liability and Assumption of Risk Agreement. Motion approved 5-0. Board of Selectmen Minutes February 11, 2019 3 Accept grant from the Commonwealth of Massachusetts Veterans Heritage Grant Program in the amount of$11,090 to be used for the Vietnam Veterans Memorial at the High School Veterans Services Director, Joseph LeBlanc applied for and received a grant in order to repair the Vietnam Veterans Memorial at the High School. The cost of the repairs is $22,000 and the Town will be providing the additional funds to complete the work. Richard Vaillancourt made a MOTION, seconded by Phil DeCologero that the Board of Selectmen accept the grant from the Massachusetts Veterans Heritage Grant Program in the amount of $11,090 to be used for the Vietnam Veterans Memorial at the High School. Motion approved 5-0. Accept donations in the amount of$40,690.00 from the North Andover youth sports groups for the new fields Included in the packets was a memorandum from Rick Gorman regarding the yearly donation from the youth sports groups. Chris Nobile made a MOTION, seconded by Richard Vaillancourt that the Board of Selectmen accept the donations from the North Andover youth sports groups to be used toward the fields. Motion approved 5-0. Vote to approve contract with Acting Town Manager Included in the packets was the contract with Lyne Savage, Acting Town Manager. Chris Nobile made a MOTION, seconded by Phil DeCologero that the Board of Selectmen approve and sign the contract with Acting Town Manager, Lyne Savage. Motion approved 5-0. Vote to approve contract with Andrew Maylor for consulting services Included in the packets was the contract with Andrew Maylor for consulting services. Chris Nobile made a MOTION, seconded by Phil DeCologero that the Board of Selectmen approve and sign the contract with Andrew Maylor for consulting services. Motion approved 5-0. APPROVAL OF MINUTES: Phil DeCologero made a MOTION, seconded by Chris Nobile, to approve the Open Session Minutes of January 28, 2019, as presented. Motion approved 5-0. GOVERNMENTAL REPORTS Update on Recreation Complex Assistant Town Manager, Denise Casey, updated the Board regarding the recreation complex. Update on Senior Center Project Deputy Town Manager, Meghan Jop, updated that Board regarding the Senior Center project. OLD BUSINESS None NEW BUSINESS Town Manager's FY20 Recommended Budget Andrew Maylor gave a summary of his FY20 recommended budget. Richard Vaillancourt made a MOTION, seconded by Phil DeCologero that the Board of Selectmen approve the Town Manager's FY20 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. TOWN MANAGER'S REPORT None SELECTMAN'S UPDATES/COMMENTS None ADJOURNMENT Chris Nobile made a MOTION, seconded by Phil DeCologero to adjourn the meeting at 11:06p.m. Motion approved 5-0. Board of Selectmen Minutes February 11, 2019 4 Laurie A. Burzlaff Executive Assistant Phil DeCologero, Clerk of the Board Documents used at meeting: Community Paradigm Associations proposal Collins Center proposal Municipal Resources, Inc., proposal Donation letter-Fire Chief Emergency Management Agency release Grant letter Donation memorandum-Youth Center Contract with Lyne Savage Contract with Andrew Maylor January 28, 2019 minutes Merrimack College license application The Wine Lab application Special Annual License Regulations Town Manager FY20 Recommended Budget TOWN OF NORTH AN OVE BOARD OF SELECTMEN 120 MAIN STREET NORTH ANDOVER, MASSACHUSETTS 01845 Regina Kean, Chairman ////%% /� ,"• Phil DeCologero, Clerk TEL. (978)688-9510 Chris Nobile FAX(978) 688-9556 Rosemary Connelly Smedile Richard Vaillancourt BOARD OF SELECTMEN& LICENSING COMMISSIONERS AGENDA MONDAY,FEBRUARY 11,2019 7:00 PM OPEN SESSION TOWN HALL MEETING ROOM 120 Main Street L CALL TO ORDER IL PLEDGE OF ALLEGIANCE III. PUBLIC COMMENT IV. TOWN MANAGER SEARCH CONSULTANT INTERVIEWS A. Community.Paradigm Associates,LLC B. Edward J. Collins.-Jr.-Center-for Public Managemment C. Municipal Resources Inc. V. CONSENT ITEMS A. Vote to select Town Manager search consultant B. Vote to appoint members to the Town Manager search committee C. Accept donation of five pieces of gas detection equipment from Columbia Gas to the Fire Department D. Approve Emergency Management Agency Application to Volunteer and Background Investigation Release Agreement and Volunteer/Participant Release of Liability and Assumption of Risk Agreement E. Accept grant from the Commonwealth of Massachusetts Veterans Heritage Grant Program in the amount of$1 1,090 to be used for the Vietnam Veterans Memorial at the High School F. Accept donations in the amount of$40,690.00 from the North Andover oy uth sports groups for the new fields G. Vote to approve contract with Acting Town Manager H. Vote to approve contract with Andrew Maylor for consulting services VI. APPROVAL OF MINUTES A. January 28,2019 Open Session-Minutes.-as written VIL GOVERNMENTAL REPORTS A. Update on Recreation Complex B. Update on Senior Center VIIL LICENSING COMMISSIONERS A. Request of Merrimack College for seventeen one day wine and malt licenses for the following events: 1. Concessions at the athletic fields on February 19,2019 from 5:OOPM-9:OOPM 2. Concessions at the athletic fields on February 23,2019 from 1:OOPM-5:OOPM 3. Concessions at the Rogers Center on March 2,2019 from 6:OOPM-I O:00PM 4. Concessions at the Rogers Center on March 5,2019 from 6:00PM-10:00PM 5. Reception at Cascia Hall on March 20,2019 from 6:OOPM-9:OOPM 6. Concessions at the athletic fields on March 23,2019 from 1;OOPM-5:OOPM 7. Concessions at the athletic fields on March 27,2019 from 3:OOPM-10:OOPM 8. Reception at Cascia Hall on April 4,2019 from 3:30PM-7:30PM 9. Concessions at the Rogers Center on April 4,2019 from 6:OOPM-11:00PM 10. Concessions at the Rogers Center on April 5,2019 from 6:OOPM-I O:00PM 11. Concessions at the Rogers Center on April 6,2019 from 2:OOPM-5:OOPM 12. Concessions at the Rogers Center on April 6,2019 from 6;OOPM-I O:00PM 13. Concessions at the athletic fields on April 6,2019 from 1:OOPM-5:OOPM 14. Concessions at the athletic fields on April 13,2019 from 11:OOAM-5:OOPM 15. Concessions at the Rogers Center on April 13,2019 from 6:OOPM-I O:00PM 16. Reception at the Rogers Center on April 23,2019 from 5:OOPM-I O:00PM 17. Concessions at the Rogers Center on May 11,2019 from 3:OOP-7:OOPM B. Request of Jager Enterprises Co., d/b/a The Wine Lab for an all alcohol license C. Vote to acceptSpecial Annual License revision to the North Andover Alcohol Beverages Regulations IX. OLD BUSINESS X. NEW BUSINESS A. Town Manager's FY20 Recommended Budget XL TOWN MANAGER'S REPORT A. Update on possible Economic Development projects B. Update on Electrical Aggregation Program XII. SELECTMAN'S UPDATES/COMMENTS XIIL NEXT MEETING DATE Monday,February 25,2019 XIV. ADJOURNMENT Proposal for Executive Search Services Town of North Andover WF COMMUNITY PARADIGM ASSOCIATES, LLC TOWN OF NORTH ANDOVER EXECUTIVE SEARCH SERVICES: TOWN MANAGER Proposal Information Section Page ♦ Letter of Interest 1 3 ♦ Review of Qualifications and Proposal Requirements 2 5 ♦ Firm Profile 3 8 ♦ Resumes of Assigned Staff and Contractor Profiles 4 12 ♦ Approach and Plan to Implement Scope of Services 5 26 ♦ Timeline 6 32 ♦ References 7 34 ♦ Sample Recruitment Work Products and Materials 8 38 ♦ Town Required Certifications and Statements 9 68 ♦ Fee and Project Costs 10 75 2 COMMUNITY PARADIGM ASSOCIATES, LL February 4, 2019 Board of Selectmen Town of North Andover 120 Main Street North Andover, MA 01845 Dear Ms. Kean and members of the Board of Selectmen: I appreciate the opportunity to submit this proposal to the Town of North Andover for services that assist with the recruitment and selection of its next Town Manager, in accordance with the Town's RFQ dated January 28, 2019. It is essential that this selection process result in an individual that has the skills, experience, and management approach to assist the Town in addressing its challenges and new opportunities. Community Paradigm Associates, LLC was established in 2014 as a multi-dimensional organization focusing on governmental, nonprofit, community, and business concerns. Services provided by Community Paradigm Associates include: executive recruiting, economic and community development, strategic analysis and counsel, public finance, public policy, community engagement, strategic management and planning, social innovation, building high performing organizations, marketing and communications, professional development, process improvement, community sustainability, and tactical research and solutions. However, our primary service is focused upon executive recruiting of municipal managers for towns here in Massachusetts. I believe that we bring four specific qualifications to the task of helping North Andover find its next Town Manager: • First, we know the skills and characteristics of a municipal manager in carrying out his/her responsibilities. I, and two of our Senior Associates, performed the role for a combined total of approximately 100 years. • Second, we have built a proprietary database of hundreds of potential candidates based upon our extensive and current network of municipal managers, particularly here in Massachusetts and throughout New England. We utilize an approach of active recruitment, not simply advertising a position and waiting for responses. • Third, the approach that we have always used in recruitments includes active engagement of the stakeholders of the community in the process. We believe this approach produces the best possible selections as well as crucial community support during the all-important first few months in the position. • And fourth, now in our fifth year of business, we have become the most active municipal manager recruitment firm in the Commonwealth. We believe that distinction is the result of the customized, dedicated service that we provide to our municipal clients, which can be verified by contacting our clients for their opinion of Community Paradigm. .............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. One Saddleback,Plymouth,MA 02360 www.communityperedigm.com 3 In accordance with the Town of North Andover's Request for Quotes, we have organized materials that respond to the specifically requested information as outlined within the RFQ. In Section 2 of the proposal, we have prepared a summary of compliance with RFQ requirements regarding qualifications and submission information. In Section 5, we address the Scope of Work requirements that are outlined on page 6 of the RFQ by describing our approach and implementation plan. I certainly encourage the Town to review the recruitments that we have performed for other communities. I am confident that those communities will respond positively and enthusiastically to the results of our work and the hands-on process that we have managed and provided. As the lead consultant on this project, I would be happy to respond to any questions regarding this matter and look.,foxward to hearing from you. Thank you in advance for your interest. Sincerely,' W ......_........ .._............ ernard Lynch Principal 4 Proposal Review: Qualifications, RFQ Requirements Qualifications Community Paradigm Associates, LLC meets the minimum criteria set forth within##7 of the Town of North Andover's RFQ (1/28/19) • Community Paradigm is in its fifth year of business with its first recruitment occurring in August of 2015. • Community Paradigm has successfully recruited 21 Town Managers and Town Administrators within the past 36 months, and is currently engaged in another 8 similar recruitments, which will be completed within the next 1-4 months. A listing of completed and currently ongoing recruitments are included within the Client List contained in the Firm Profile in Section## 3, and Reference List in Section##7. RFQ Submission Requirements Community Paradigm Associates, LLC provides the following information, as a direct response to the Town of North Andover's RFQ (1/28/19), or refers the reader to the appropriate tabbed section of the Community Paradigm response. 1. Name and address of applicant, telephone number/fax numbers and email address. Community Paradigm Associates, LLC 1 Saddleback Plymouth, Massachusetts 02360 978-621-6733 Blynch&ommunityparadigm.com 2. Brief resume of principals and staff to be assigned to the project. The members of Community Paradigm Associates that will be working on this project bring considerable years of experience in municipal government, and communications and marketing. Community Paradigm understands municipal government and the roles and responsibilities of a Town Manager, and the organizational relationships that exist within the municipal sector. Community Paradigm has leveraged that experience and skills, and its extensive network of municipal managers within the state, region and nation to develop an approach of recruiting and placing municipal managers for its client communities. Resumes are included in Section##4 3. List of completed projects that best illustrate qualifications for this project. Community Paradigm has extensive experience and expertise in conducting successful executive searches for Massachusetts Town Managers or Town Administrators. As noted within the Proposal, the firm has managed approximately 25% of the total searches that have occurred within Massachusetts over the past three years. (Total searches includes those communities that managed the search in-house) See Client List within Firm Profile in Section## 3 and Reference List in Section##7 for a full listing of completed and ongoing recruitment. 5 4. Three references for projects of a similar or larger scope, size and complexity. Provide contact name, title, telephone number and email address of the person who can speak to the quality and scope of services provided for similar Town Manager/Town Administrator recruitment project. Community Paradigm has successfully completed municipal manager recruitments to the complete satisfaction of its municipal clients. We expect that all of the clients will enthusiastically speak to the services provided by Community Paradigm. Reference contact information for each of the clients has been provided within Section##7. While we urge you to contact any or all of our clients, the most similar projects would probably be the Towns of Shrewsbury, Wellesley,Natick, Weston,Norwood, Wayland, Stoughton, Brewster and Lynnfield. 5. Names and qualifications of any outside vendors that maybe used for the project. See Section##4, which includes resumes of principals and staff, as well as information regarding Creative Services, Inc., which provides background screening services for Community Paradigm. 6. Statement of scope and type of services proposed for the Project. Based on the guidelines and information in this RFQ, the applicant should describe the process and methodology to be used in the completion of services with specific reference to examples of similar projects in which this methodology has been used. In addition, the consultant should define the roles,tasks and responsibilities of the various stakeholders (i.e. Board of Selectmen, Assistant Town Manager, Screening Committee) during the recruitment process; Community Paradigm has developed and presented a well thought out description of its recruitment strategy for the North Andover Town Manager search, including a clearly delineated timeline and specific milestones. This strategy is based upon similar searches that have been executed successfully by the firm. We address the Scope of Work requirements that are within the Town of North Andover's RFQ (1/28/19) by describing our approach and implementation plan within Section##5 of the Proposal. Where applicable we reference similar searches where particular methodologies have been utilized, and note specifics relative to the Town's stakeholders. 7. Statement of any legal or administrative proceedings,pending or concluded adversely, to the applicant within the past five (5) years which relate to the applicant's performance of this type of work. Community Paradigm has no legal or administrative proceedings,pending or concluded adversely, to the applicant within the past five (5) years, which relate to the applicant's performance of this type of work. A Statement to this effect is included in Section##9. 8. Appropriate certifications of insurance. Documentation of required certifications of insurance are contained within Section##9. 6 9. Samples of work, such as reports, a sample position profile, evaluation forms and other decision-making tools. The Proposal includes examples of work products of Community Paradigm in successfully completing similar municipal manager searches. These sample work products are contained within Section##8 of the Proposal and include robust digital Position Profile brochures, high quality advertisements, and other forms of candidate outreach for the recruitments that the Proposer has completed. Also included are process materials to assist in evaluation and selection activity. 10. Summary of expected costs,including estimated consulting fees, advertisement costs, travel expenses and other miscellaneous costs. A Fee Proposal is provided in Section##10 of the Proposal. 11. Firm brochure/portfolio. Over the last four years Community Paradigm has become the leading recruiter of municipal managers within the Commonwealth of Massachusetts. Community Paradigm has been involved in filling approximately 25% of the municipal manager vacancies that have occurred within the last three years. Community Paradigm's success is based upon its knowledge of municipal government, its ability to market its client communities and their municipal management positions, and an extensive network. Members of Community Paradigm are long time active members of the Massachusetts Municipal Management Association and the International City and County Management Association. Members know and are known to managers throughout the state. A Firm Profile is included in Section##3. 12. Completion of forms located at the end of the RFQ package. See Section##9. COMMUNITY PARADIGM ASSOCIATES, LL FIRM PROFILE Community Paradigm Associates, LLC, is a multi-dimensional organization focusing on governmental, nonprofit, community, and business concerns. It develops transformational initiatives and innovative solutions designed to enhance the dynamics of communities. Its Principal and Associates draw upon their extensive government, academic, and private sector experience to provide the answers clients need to effectively and efficiently manage their organizations. Principal Bernard F. Lynch has devoted more than 35 years to guiding cities and towns toward brighter futures by focusing on the efficiency and responsiveness of organizational day-to-day operations as well as highly transformational initiatives that bring communities to a new level. His experience as an innovator, strategist, educator, researcher, and leader allow him to consider challenges from various viewpoints. Known for his collaborative problem-solving and innovative solutions, Mr. Lynch steered a Massachusetts city away from potential receivership to solid fiscal stability. He has managed the successful conception and completion of public libraries, police stations, community centers, school buildings, bicycle and walking trails, and recreation facilities. Mr. Lynch served as City Manager of Lowell, Massachusetts, for eight years and as Town Manager of Chelmsford, Massachusetts, for 20 years. He serves on Lieutenant Governor Karyn Polito's Task Force on Local Government Workforce Skills Gap, is a Senior Fellow at Suffolk University, and serves as an adjunct professor at both Suffolk University and University of Massachusetts Lowell. He earned a Master of Public Administration degree from University of Massachusetts Amherst and a Bachelor of Science degree in Political Science from the University of Lowell. Senior Associate Peter Hechenbleikner has 45 years of government experience, including over 30 years in Massachusetts. Prior to his retirement in 2013, he served as Reading's first Town Manager and he has continued his commitment to local government service by serving in a number of interim assignments and providing consulting to municipalities. He has extensive experience in operational reviews, government studies, budget development, and organizational development. He holds a Master of Science in City and Regional Planning from Pratt Institute in Brooklyn, New York, a Bachelor of Arts degree in Political Science and Public Administration from the University of Cincinnati, and a Certificate in International Studies from the University of Manchester, England. Senior Associate Rocco Longo has devoted his career to local government, including 46 years working in the municipal sector with 34 of those years as a municipal manager. He served as the Chief Administrative Officer in the towns of Billerica, Marshfield, Duxbury, and Northborough in Massachusetts, as well as in the City of Wellsburg in West Virginia. Mr. Longo has extensive experience 8 in strategic planning, organizational development, team building, financial management, budgeting, collective bargaining, and personnel management. He directed major construction projects including a library, senior center, seawall, and ball fields as well as substantial reconstruction of school buildings. Mr. Longo was responsible for budgets of up to $120 million and for organizations with as many as 550 employees. He served on both the Massachusetts Municipal Association Board of Directors and the Massachusetts Municipal Managers Association Executive Board for two terms. Mr. Longo holds a Master in Public Administration from West Virginia University and a bachelor's degree in Political Science from Salem College. Senior Associate Sharon Flaherty has more than 25 years of experience in communications, public relations, project management, digital and traditional marketing, and brand management. She has worked as an editor at daily and weekly newspapers, and directed marketing and communications departments in the financial industry. Ms. Flaherty served as an adjunct professor in business at Middlesex Community College. She earned a Master of Business Administration degree from Rivier University, a Master of Arts degree in English and Writing from Southern New Hampshire University, and a Bachelor of Arts degree in Communications from Rivier University. Associate Shanna Weitz is a Ph.D. candidate in Government at Harvard University where she is also a Bok Writing Fellow. She specializes in urban politics and survey research. She also works as a researcher and teaching assistant at Harvard University. She previously worked for a communications firm in Washington, D.C., and in the district office of U.S. Representative Niki Tsongas. Ms. Weitz earned a Master of Arts degree in Political Science from Harvard University and a Bachelor of Arts degree with honors in International Studies from Johns Hopkins University. Associate Sam Gonyea is a candidate for a Juris Doctor/Master of Public Administration at Suffolk University. He specializes in contract law, budgeting, and research. He previously worked as an intern at the Suffolk County District Attorney's Office, as a law clerk at a Boston law firm, and as an intern at Massachusetts Superior Court. Mr. Gonyea holds a Bachelor of Arts degree in Political Science from Fitchburg State University. Community Paradigm Associates has affiliations with numerous highly experienced industry professionals who assist with various projects. It has a network that includes professionals in such areas as finance, public works, telecommunications, land use and development, public safety, emergency management, municipal law and process, personnel management, and sustainability. Each is an experienced and proven leader in his or her field. Services provided by Community Paradigm Associates include: executive recruiting, economic and community development, strategic analysis and counsel, public finance, public policy, community engagement, strategic management and planning, social innovation, building high performing organizations, marketing and communications, professional development, process improvement, community sustainability, and tactical research and solutions. 9 Client List • Executive Recruitment ■ Municipal o Town of Winchendon, Town Manager(2015) o Town of Amherst, Town Manager(2016) o Town of Wellesley, Executive Director (2016) o Town of Scituate, Sewer Superintendent (2017) o Town of Shrewsbury, Town Manager (2017) o Town of Leicester,Town Administrator(2017) o Town of Plympton, Town Administrator (2017) o Town of Norfolk, Town Planner (2017) o Town of Salem, NH, Town Manager (2017) o Town of Norwood, General Manager (2017) o Town of Lynnfield, Town Administrator (2017) o Town of Ipswich, Town Manager (2018) o Town of Natick, Town Administrator (2018) o Town of Boxborough, Town Administrator (2018) o Town of Avon, Town Administrator(2018) o Town of Weston, Town Manager (2018) o Town of Wayland, Town Administrator(2018) o Town of Hamilton, Town Manager (2018) o Town of Oxford, Town Manager (2018) o Town of Stoughton, Town Manager (2018) o Town of Walpole, Community Planning Director (2018) o Town of Bourne, Director of Finance (2018) o Town of Becket, Town Administrator (2019) o Town of Coventry, RI„ Town Manager (Ongoing) o Town of Rutland, Town Administrator (2019) o Town of Sturbridge, Town Administrator (2019) o Town of Norfolk, Town Administrator (Ongoing) o Town of Brewster,Town Administrator (2019) o Town of Lakeville, Town Administrator (Ongoing) o Town of Marion, Town Administrator (Ongoing) o Town of Great Barrington, Town Manager (Ongoing) o Town of Rockland, Town Administrator (Ongoing) o Town of Rockland, Town Accountant (Ongoing) o City of Methuen, Chief Administrative and Finance Officer (Ongoing) ■ Non-Profit/Quasi-Governmental o Merrimack Valley Planning Commission, Executive Director(2016) o Massachusetts Police Accreditation Commission, Program Manager (2017) o Massport Community Advisory Committee, Executive Director (2018) o Metro South/West WIOA/ Partnerships for a Skilled Workforce, Executive Director (2018) 10 • Public Management Projects o Town of Longmeadow: Selectmen/Town Manager Roles and Responsibilities and Setting of Joint Goals and Objectives o Town of Southampton: Government Study and Charter Development o Town of Winchendon: Personnel System o Town of Millis: Budget Improvement Project o Town of Framingham: Downtown Re-Development/Urban Center Housing o Town of Ashburnham: Risk Assessment Project o Town of Sharon: Operational Review of Health Department o Town of Adams and Cheshire: Facilitation with Adams/Cheshire Regional School District o Town of Westminster: Government Study/Town Charter Project o Town of Shrewsbury: Organizational Assessment o Town of Auburn: Council on Aging/Elder Services Operational Evaluation o Town of Norwood: Conservation Commission Operational Evaluation o Town of Bridgewater: Strategic Plan o Town of Auburn: Position Description Review o Town of Pembroke: Capital Plan o Massachusetts Municipal Management Association: Strategic Planning • Interim Management o Town of Winchendon, Interim Town Management o Town of Avon, Interim Town Management o Town of Hamilton, Interim Town Management • Non-Profit/Private Sector Projects o Axuda ■ Development of non-profit peer-to-peer micro-lending program ■ Community relations o Colonial Power Group, Inc. ■ Government relations/Marketing and communications o Sustainable Strategies 2050, LLC ■ Government relations 11 Bri f resume of principals and staff to be assigned to tie project. The following individuals will be assigned to this project, with resumes attached: • Bernard Lynch, Principal and Project Lead • Sharon Flaherty, Senior Associate • Rocco Longo, Senior Associate In addition, Community Paradigm utilizes the services of Creative Services, Inc. for pre-employment screening that includes Criminal History Search, employment verification, motor vehicle driving record, and Fair Credit Reporting review. A firm profile is included within this section. 12 BERNARD LYNCH 1 Saddleback Plymouth, Massachusetts 02360 (978) 621-6733 PROFESSIONAL EXPERIENCE Community Paradigm Associates,LLC 2014-Present Founder and Principal of multi-faceted consultancy with specialties in municipal law and process, economic and community development,public policy,process improvement,social innovation,tactical research and solutions,building high-performing organizations,public finance,thought leadership, strategic analysis and counsel,vision articulation,collaborative decision-making,and community sustainability.Current clients include but are not limited to the following: • Municipalities seeking greater operational efficiencies and economic development • Municipalities and Non-profits requiring assistance with executive recruitment • Non-profits exploring and implementing social entrepreneurship opportunities • Private developers interested in creating sustainable,high quality projects. • Alternative energy ventures City of Lowell,MA 2006-2014 City Manager,serving as Chief Executive Officer of Massachusetts'41h largest city,with duties and responsibilities including strategic planning,financial management,operating and capital budget preparation and review,human resource management,collective bargaining,procurement,direction of city departments,coordination of elected and appointed boards and committees,etc. Major accomplishments of tenure include: • Managed a financial turn-around and stabilization of the City after a bond downgrade and state notification of more stringent reporting requirements. Accomplished through the establishment and implementation of financial management policies,a strategic financial plan and sound budgeting system. Financial reserves as a percentage of the operating budget were increased from 2%to 9%during the period of 2006-2014 while the property tax levy below the limits of Proposition 2 Y2 was increased by more than 100%.During this period the City experienced several bond rating upgrades and state reporting requirements were lifted. • Instituted innovative data based management system modeled on Baltimore's CITISTAT program resulting in increased efficiencies and cost savings. • Restructured City organization to create a revamped permitting and inspectional services function connected to City's planning and development operations for greater accountability, streamlined processes and user responsiveness. • Directed and coordinated the implementation of a robust and detailed performance based budget document that served to provide communication of city operations,increase departmental planning and improve legislative resource allocation decisions. • Prioritized the City's relations throughout the community with a focus upon transparent decision-making and responsiveness in order to increase accountability utilizing personal interactions and social media platforms for providing information and receiving citizen feedback. • Implemented various personnel policies and operational procedures including the negotiation of changes in employee health insurance coverage to significantly reduce costs for the City and employees and address long-term post-employment liabilities,and major changes in the City's collective bargaining agreements. 4.k,.dll llllA0..A'NTT PARADIGM ADIGM SSkd4, I V llIS,Il...14,... 13 • Successfully recruited major corporate and retail businesses to locate in the City,including Motorola,Verizon,Plum Choice,Lowe's,and Target.Oversaw the private development of the $800,000,000 Hamilton Canal District project and completion of the $500,000,000 Boott Mills project. • Developed high performing team of managers and employees. Recruited and hired all major department heads including Finance Director,Treasurer,Public Works Director,Planning and Development Director,Police Chief,Fire Chief,Library Director. • Significantly improved crime rates via initiatives such as targeted deployments,establishing a multi-agency Anti Gang/Youth Development Task Force,law enforcement partnerships,and increased community policing. • Developed and implemented first ever City Capital plan resulting in nearly$200 million investment in city facilities including a new elementary school,new downtown parking garage,rebuild of water and wastewater plants,energy service contract for all municipal buildings,solar farm,parks and roadway improvements,downtown traffic reconfiguration, replacement of DPW fleet,and construction of a public safety communication and emergency operations center. Town of Chelmsford,MA 1986-2006 Town Manager(1989-2006),first Town Manager serving as Chief Executive Officer with duties and responsibilities including financial management,operating and capital budget preparation and review, human resource management,collective bargaining,procurement,direction of town departments, coordination of elected and appointed boards and committees,grant writing,long term planning,etc. Major accomplishments of tenure include: • Established and implemented financial management policies and a long-term financial plan and an award winning budgeting system. Financial reserves were increased from $340,000 to $8,000,000 during the period of 1992-2003 while property taxes were held below the limits of Proposition 2 1/2;and the Town experienced bond rating upgrades. • Implemented various personnel policies and procedures including the negotiation of changes in employee health insurance coverage to reduce costs,and major changes in Town's collective bargaining agreements in order to reduce costs and increase operational efficiencies • Established town's first consolidated Public Works Department,Public Facilities Department, Finance Department and Community Development Office;recruited and hired all department heads including Public Works Director,Finance Director,Community Development Director, Police Chief and Fire Chief, • Led efforts to support and subsequently oversaw construction of a new Police Station,Library and reconstructed elementary school;and managed the acquisition and control of a municipal golf course and municipal ice rink. All projects were accomplished without Proposition 2 Y2 overrides or exemptions. • Responsible for oversight of the redevelopment of Chelmsford Center; and the renovation and expansion of Chelmsford High School and two middle schools which were funded through a Proposition 2 Y2 exemption. Executive Secretary(1986-1989),serving as Chief Administrative Officer at the direction of the Board of Selectmen,with duties and responsibilities including,budget preparation and review,human resource management,collective bargaining,procurement,coordination of town departments and appointed boards and committees,grant writing,long term planning,etc.Major accomplishments include construction of a new Senior Center and multi-purpose recreation complex,implementation of a town-wide sewer project and acquisition of a major multi-jurisdictional conservation area. 4.k,.dll llllA0..A'll I'T PARADIGM ADIGM SSkd4, I V llIS,Il...14,... 14 Prior Experience Bernard Lynch and Associates,Independent Consultant,1983-1986 Methuen Neighborhood Development Corporation, Executive Director,1982-1983 Town of Chelmsford,Community Development Coordinator, 1980-1982 Massachusetts Housing Finance Agency, Policy Analyst, 1979-1980 ACADEMIC EXPERIENCE Moakley Centerfor Public Management,Suffolk University 2014-Present Senior Fellow and Adjunct Faculty,in Graduate School of Management offering courses in Public Finance,Labor Relations,Strategic Leadership and Community Engagement. University of Lowell and University of Massachusetts-Lowell 1980-Present Adjunct Faculty,in Political Science Department offering courses in American Government,Public Administration,Urban Politics,Public Policy,State and Local Government,and Fiscal Policy. EDUCATION Master of Public Administration,University of Massachusetts-Amherst(1980) Bachelor of Science in Political Science,University of Lowell (1978) PROFESSIONAL AFFILIATIONS AND COMMUNITY SERVICE • Massachusetts Lt.Governor's Task Force on Local Government Workforce Skills Gap (2017-present) • International City Management Association,Full/Retired Member • Massachusetts Municipal Management Association,Full/Retired Member • Middlesex Community College Leadership Advisory Committee (2016-Present) • Innovation Academy Charter School Board of Trustees (2014-Present) • Middlesex 3 Coalition,Founding Member and Member of Board of Directors (2010-2014) • Massachusetts Municipal Association-Fiscal Policy Committee (1994-Present) (Prior Chair) • Lowell Plan Board of Directors (2006-2014) • Lowell Development and Finance Corporation Board of Directors (2006-2014) • Lowell Regional Transit Authority Board of Directors (2006-2014) • UMass Lowell College of Arts and Sciences Alumni Advisory Committee (2005-2012) • Massachusetts Local Government Advisory Committee (2007-2009) • Massachusetts Municipal Association Task Force on State&Local Finance,Service Delivery& Administrative Reform (2004) • Merrimack Valley Economic Development Council-Board of Directors (2000-2014) • Massachusetts Inter-Local Insurance Association-Director and member of Audit Committee and Investment Committee (1993-2006) • Northern Middlesex Council of Governments (1987-2006) • Lowell Community Health Center- Board of Directors (1999-2000) • Special Legislative Commission on Affordable Housing(1988-1989) 4.k,.dll llllA0..A'NYT PARADIGM ADIGM SSkd4, I V llIS,Il...14,... 15 Sharon L. Flaherty Sharon.flaherty23 L&gmail.coin 603-770-9959 (c) SUMMARY A results-oriented professional experienced in interviewing,research,writing, communications,project management,public relations, community relations,and traditional and digital marketing.Demonstrated success in developing and maintaining municipal,business, and community relationships. PROFESSIONAL COMMUNITY PARADIGM ASSOCIATES,2014-present EXPERIENCE Senior Associate, Plymouth,MA • Develop and manage communications,public relations,proposals,projects, and marketing for consultancy focused on municipalities, nonprofits, and related businesses. • Research and author strategic plans, client proposals,presentations, and communications. • Conduct interviews; assist with candidate management. • Create ad copy and project collateral; manage client projects. • Manage design and maintenance of website. CAPE COD FIVE CENTS SAVINGS BANK,2015-2016 Marketing Communications Officer, Orleans,MA • Created and implemented marketing and promotional campaigns,including collateral,direct mail, social media,web banners, email, and SEO/SEM. • Developed and implemented marketing communications and promotional strategic plans to increase customer base and deepen customer relationships. • Steered media strategy,digital messaging,brand positioning,brand awareness,marketing collateral, public relations, and internal and external communications. • Authored weekly internal newsletter,press releases, executive speeches, scripts,marketing copy, talking points,industry articles, and social media posts. • Negotiated with and managed external vendors, creative agencies, and design firms. • Led cross-fiinctional project teams to market new products and acquisitions. • Managed large-scale events for internal and external audiences. JEANNE WARC CREDIT UNION,2010-2015 Assistant Vice President—Marketing and Communications,Lowell,MA • Constructed and managed$1.2 million annual marketing budget. • Developed and managed$1 million annual ecommerce budget. • Managed and coached ecommerce team and marketing team. • Generated new revenue streams resulting in$100,000 of additional annual income. • Created Print On Demand document center to reduce waste and increase efficiency. • Managed creation and updates of website,microsites, and landing pages. • Crafted and implemented regional marketing campaigns,including email blasts,brochures,direct mail, social media, SEO/SEM, and community outreach. • Authored all press releases,industry articles and columns, executive summaries, scripts, social media and blog posts,internal communications, and marketing copy. • Negotiated with and managed external vendors, creative agencies and design firms. • Steered digital messaging,branch merchandising,internal and external communications,public relations,brand positioning, card designs, and marketing collateral. • Led cross-ftinctional teams to develop and market new products and services. • Gained status leading annual foundation fundraiser,raising$300,000 since 2010. • Conceptualized and produced cable access show highlighting community relationships, financial education, and corporate philanthropy. MIDDLESEX COMMUNITY COLLEGE,2011-2015 Adjunct Professor—Business Department,Bedford,MA • Taught business courses to a widely diverse student population. • Developed and assessed course curriculum. • Student assessment and counseling. 16 THE SUN/MEDIANEWS GROUP,1995-2010 Editorial Page Editor,Lowell,MA • Mentored and coached newsroom reporters and correspondents. • Chaired editorial board meetings with national, state,and local government officials,business, and academic leaders, and community/neighborhood representatives. • Authored daily editorials and periodic columns to provide consistent messaging. • Managed all facets of social media outreach and video content. • Initiated strong engagement with community organizations. • Represented newspaper on radio and cable television,and served on media panels. Metro Editor, Lowell,MA • Mentored and coached staff of 25 newsroom reporters and correspondents. • Prepared website content, approved video content,managed social media messaging. • Edited articles,wrote headlines, designed pages,led team in creating news packages. • Managed news content for The Broadcaster, 65,000-circulation weekly newspaper. Education Reporter,Lowell,MA • Delivered daily coverage of local, state, and national education issues,including the University of Massachusetts Lowell and Middlesex Community College. Reporter,Lowell,MA • Crafted news content for various communities,reporting and writing articles and features on government, education,business,health care,politics, crime, and human interest. EDUCATION Rivier University,Master of Business Administration, Summa Cum Laude Southern New Hampshire University,Master of Arts,English, Summa Cum Laude Rivier University,Bachelor of Arts, Communications, Summa Cum Laude COMMUNITY Plymouth Cultural Council,2016-present AFFILIATIONS Rebuilding Together Lowell,Board of Directors,2010-2015 Greater Lowell Community Foundation,Nonprofit Grant Distribution Committee 2010-2015 Greater Lowell Community Foundation Advisory Board,2010-present Lowell Youth Development Collaborative,Board of Directors,2006-2015 AWARDS Credit Union Executive Society Golden Mirror Awards for Marketing • Public/Community Relations;Website; Segmented Marketing Credit Union National Association Diamond Awards for Marketing • Social Media; Logo; Brand Awareness; Community/Public Relations Journalism Awards (sample) • Journalist of the Year,New England Press Association • Business Feature, Is'Place,New England Press Association • Human Interest, Is'Place,New England Newspaper Association • Spot News, Is'Place,New England Press Association 17 Rocco J.Longo 78 Lantern Lane Duxbury, MA 02332 (781) 934-7104 e-mail: rjltmgr@verizon.net CAREER SUMMARY 42 years of progressive management experience, 39 years of which have been in municipal government. Major responsibilities have included budgeting, collective bargaining, financial management, organizational development, strategic planning and personnel administration. WORK EXPERIENCE March 2008 to February 2018 Town of Marshfield,MA Town Administrator June 2005 to March 2008 , Town of Billerica. MA Town ManaLyer Serve as Billerica's fourth Town Manager under the Billerica's Charter, responsible for appointing all municipal officials, excluding the Town Accountant and Town Clerk, also appoints several board, conunittees and conunissions members. Serve as Town's Chief Administrative Officer. The Town's budget is $120,000,000 and I oversee 550 Town Employees. Billerica's population is 40,000 and the legislative body is a Representative (240) Town Meeting.Responsible for Collective bargaining 10 town contracts Significant Accomplishments Team Building: Created Fiscal Team; Workplace Safety Team; instituted monthly staff meetings for communications and training, including Myers Briggs Testing; Financial Planning Team, includes Board of Selectmen, School Committee, Finance Committee and Fiscal Team; Town/School Workplace Safety Team; Town/School Technology Team; Town/School Emergency Management Team Financial Implemented purchase order system;EPA consent decree compliance,fee(s) increase study, increased delinquent water collections, Budget format changes, Town Accountant access to School Financial Information, Five Years Fiscal Forecast and Capital Budget Plan, Established Self Insured Health Insurance Trust Fund. -Regional Proposals for trash disposal/recycling; Economic Development TIF Program; 3 Town Economic Development Region and C43D Grant Program. Communications Facilitate Neighborhood Meetings, Host Cable TVShow "Managing Billerica, " Town Manager Briefs and Press Packets 18 Apri11994 to June,2005,Town of Duxbury, MA Town ManaLyer Duxbury's second Town Manager under the Town Manager Act; Chapter 353 of the Acts of 1987. In this position, served as Chief Financial Officer and Chief Administrative Officer, working with a $50 million dollar budget and overseeing 325 Town employees. Duxbury's population is 15,000 and utilizes an Open Town Meeting form of government. Significant Accomplishments Team Building: DPW, Fiscal Team, Development Review Team, Sticker Team, Website Team, Monthly Staff Meetings (Department Heads), Management by Wandering Around, Organizational Strategic Planning Construction Projects: Library, Senior Center, Major School Construction and Remodeling, Ball Fields, Handicapped Beach Access Ramp, Shared Septic Systems, Harbor Dredging Project,Seawall Reconstruction Policy Implementation: Sexual Harassment,Workplace Violence, Employee Assistance Program, Disease Management,No Place for Hate, Cultural Diversity Training Finance: Bond Grading Upgrade from Aa (2) to Aa (1) Standard and Poor's, CAFR, Institutional Bi-Weekly Pay 1991 to 1994 Transitional Services Inc.. PittsburL3h. PO Chief Executive Officer Service as CEO for the Commonwealth's largest residential rehabilitation provider; responsible for leading and directing a staff of 175 who served over 325 people with disabilities, with an operating budget of$6,000,000. Significant Accomplishments Directed and lead organization through a period of significant growth where the budget increased by over 25%. Developed successful Cultural Diversity Program Initiated and directed the organization's first long-range strategic plan. Implemented the organizations first budget process, based on Planned Program. Budgeting. Initiated and directed organizational changes evolving around cultural diversity, team building, e111ployee and consumer empowerment and a continuous quality improvement program. Created new organizational by-laws,personnel policies and developed a subsidiary Board of Directors to pursue fundraising. 19 1984 thru 1991 Town of NorthborouLih. MA Town Administrator Chief Financial and Administrative Officer, Responsible for managing municipal services in a community of 12,000 with a staff of 110 employees. Northborough utilized an Open Town Meeting form of government. Prepared and administered a $19 million dollar operating and capital budget. Acquired and implemented a centralized town/school computer system resulting in improved accuracy and timeliness in town operations. Led a collaborative effort with many town boards and citizen groups to assist with the adoption of an aquifer protection by-law through Annual Town Meeting. Authored and implemented various personnel practices, including an employee assistance program, and affirmative action program and all hiring and firing procedures. Initiated and directed the consolidation of several departments into one public works department. Saved over $750,000 by having Town employees' complete projects rather than using private contractors. 1981 thru 1984 City of Wellsburg. West Virginia City Manager Served as the City's first appointed Chief Executive Officer. Responsible for managing all municipal services in a community o 4,000 residents, overseeing 35 regular full-time employees and 35 part-time employees. Assumed these duties with a $1.5 million dollar operating budget and a$150,000 deficit. During my tenure,this deficit was eliminated. 1977 thru 1984 City of Parkersburg. West Virginia HousinLj Director 1976 thru 1977 Wood County Commission Community Development Director EDUCATION 1974 BA Salem College, West Virginia 1976 MPA West Virginia University BOARDS AND MEMBERSHIPS Massachusetts Municipal Association Board of Directors (2 terms) 1995 and 2004 Massachusetts Municipal Managers Association Exec Board (2 terms) 1995 and 2004 Current MMMA Ethics Committee Chairman from 2002 to 2008 Current Member MMA Fiscal Policy International City Management Association American Management Association 20 Creative Services, Inc. Not ALL background checks are created equal. Screen smart. Hire with confidence. Get the advantage. ,'ql ���� / rr/ Employment Screening Solutions Creative Services, Inc. p. (800) 227-0002 f. (508) 339-2352 www.creativeservices.com STATEMENT OF WORK CSI Confidential & Proprietary �; `c5E l Jc5 ',ac5 tJ c`cwy;u C( rc:;, Cl lr (H;,0 ) 227 0002 CI^°w (!tV';,( ,Ij a-Ij-2„-Ij 2 t o rturnunr flY PamwadilWn i Associal.es,➢C.➢C.0 21 Pre-Employment Screening Services Prepared For COMMUNITY PARADIGM ASSOCIATES Objective To provide COMMUNITY PARADIGM ASSOCIATES with a consistent and comprehensive pre-employment screening program that will minimize losses and maximize profits by helping your company make informed applicant decisions and manage the risks associated with the hiring process, and promote long-term retention. Benefits With an investment in the Creative Services, Inc. pre-employment screening program, employers can realize savings by identifying potential problem employees before hiring, thereby reducing costs associated with turnover, absenteeism, internal theft, workplace violence and liability claims. With our resources and expertise in assessing and evaluating hard-to-obtain and sensitive information, CSI's screening program frees your personnel from conducting time-consuming and complicated research while ensuring your company's compliance with legal hiring requirements. Creative Services, Inc.Profile and Mission Statement Creative Services, Inc. is a national background screening and security-consulting firm headquartered in Mansfield, Massachusetts, with a Nuclear Screening Operations Center located in Chapin, South Carolina. CSI has established a reputation for providing quality service to government contractors, private companies and publicly held corporations since 1976, and is recognized for its excellence in servicing industries with specialized needs, such as those requiring strict compliance with guidelines set forth by the Department of Transportation (DOT), the Drug Enforcement Administration (DEA) and the Nuclear Regulatory Commission (NRC). We keep abreast of compliance requirements through legal counsel, subscription to numerous industry and legal periodicals and membership in industry organizations. CSI's success has been achieved through a commitment to maintaining a highly skilled management team and staff with diverse technical abilities and expertise, providing the flexibility to meet our clients changing and complex needs. Our screening professionals can interpret, and not merely report, sensitive information. We continue to emphasize the importance of interviewing and investigative skills while incorporating the best informational resources. It is this human element that characterizes the success of our performance as well as our client relationships. CSI delivers responsive, quality service at competitive prices. CSI's mission is to deliver superior background investigations and exceptional client service to help employers reduce risk and improve workplace safety and security. o rturnunr flY➢IlamwadilWn i Associal.es,➢C.➢C.c 22 Request Procedure After a field of candidates has been identified by COMMUNITY PARADIGM ASSOCIATES through a preliminary screening and/or initial interview, requests for background investigations may be made by standard mail, fax or on-line. CSI will alert authorized COMMUNITY PARADIGM ASSOCIATES representatives if a request cannot be processed due to missing or illegible information. Regardless of method of request, daily status reports will be issued, which identify the applicants' names and reference numbers on all requests received each day, thus verifying receipt of requests and promptly highlighting any discrepancies. Reporting and Turnaround Time CSI's commitment is to provide the most thorough, current and accurate information within the fastest turnaround time possible,with confidentiality and strict adherence to the law always a priority. CSI will provide COMMUNITY PARADIGM ASSOCIATES with partial results of background investigations within an average of three (3) business days for domestic requests (international requests vary). Reports may be obtained by standard mail, secure email, fax or on-line. Our formal reporting format is uniquely designed to be concise yet informative, highlighted by an introductory "at-a-glance" executive summary which categorizes each of the components investigated. The details are then presented in clearly delineated sections, comparing applicant-supplied information to source-reported information and combining results of specific component-related questions with investigator comments. Account Management Each client is assigned a dedicated Account Manager who ensures the timeliness and quality of the work product. While each background investigation is processed by a strategically structured team consisting of intake coordinators, compliance analysts, informational resource experts and verification specialists,the Account Manager acts as the focal point of customer service for each client, applying their knowledge of the client's business to enhance responsiveness. CSI can also provide a variety of Management Reports, generated at periodic intervals, to assist our clients in monitoring employee population, vendor performance and budget. These reports, which can be tailored to your specifications, include categories such as number of investigations/percentage of criminal records, turnaround time and monetary expenditures. On-Line Client Access CSI utilizes a custom software program that would allow COMMUNITY PARADIGM ASSOCIATES to communicate directly with our web site to submit screening requests and access results, if so desired. This system is accessible 24 hours a day, 7 days a week. The program is equipped with multi-level security features that prohibit unauthorized access. Log-ins and passwords are programmed based on client needs. o rturnunr flY➢IlamwadilWn i Associal.es,➢C.➢C.c 23 Fair Credit Reporting Act (FCRA) All compliance activities are under the direction of our Compliance Department with the assistance of outside legal counsel. In addition to staying current with the Federal Fair Credit Reporting Act, our compliance program includes FCRA state analogues, driver privacy protection laws, and other applicable regulations. The Federal Trade Commission wrote the "Summary of Your Rights Under the Fair Credit Reporting Act" in 1997. Its content cannot be altered, nor can significant changes be made in formatting. CSI provides both "Release and Authorization" and "Disclosure & Acknowledgement" Forms for use by our clients.Applicants must sign this document to authorize CSI to conduct a background investigation. This document is made as broad as possible for the widest possible applicability in hiring. It is updated as appropriate based upon changes in federal and/or state law. FCRA Adverse Action Process Based on established adjudication, CSI can manage the FCRA process for COMMUNITY PARADIGM ASSOCIATES in accordance with the FCRA and state laws. CSI will direct a Preliminary Adverse Action letter to those applicants who do not meet COMMUNITY PARADIGM ASSOCIATES hiring, retention or promotional criteria. As mandated by the FCRA, CSI can also send a Final Adverse Action letter within the appropriate time frame. In addition, and as required under the federal FCRA, between the preliminary and final notice, CSI will conduct all re-investigation required in the case of applicant dispute. Summary CSI appreciates the opportunity to submit this pre-employment screening proposal to COMMUNITY PARADIGM ASSOCIATES. This proposal is valid for forty-five (45) days from the date of this Statement of Work. To accept this proposal, an Agreement/Amendment must be signed and returned. Our screening programs, screening support and security consulting services are designed to assist our clients before, during and after the hiring decision. We look forward to becoming COMMUNITY PARADIGM ASSOCIATES's partner in the employee selection process. o rturnunr flY➢IlamwadilWnn Associal.es,➢C.➢C.c 24 FC-1 ;F1_1 CREATIVE SERVICES, INC. "Your partner in the employee selection process" Pre-Employment Screening Profiles: The following is provided to COMMUNITY PARADIGM ASSOCIATES. Multiple profiles can be selected and additional profiles can be tailored to your specifications drawing on CSI's extensive menu of screening components. Profile I • 7-Year Criminal History Search - County/Statewide • 7-Year Criminal History Search - Federal • Social Security Trace • National Criminal Record Locator (includes the National Sex Offender Registry Search) • 7-Year Sex Offender Registry Search Profile II • 7-Year Criminal History Search - County/Statewide • 7-Year Criminal History Search - Federal • Social Security Trace • Education Verification • 7-Year Employment Verification • National Criminal Record Locator (includes the National Sex Offender Registry Search) • 7-Year Sex Offender Registry Search Additional Services: • FCRA Administration • Motor Vehicle Driving Record Criminal Reporting Guidelines Consistency in reporting criminal records is essential to complying with all federal and state laws. CSI's criminal reporting guidelines generally are as follows: Unlimited Felony Convictions*; Five-Year Misdemeanor Convictions*; Pending Criminal Cases; Deferred Adjudication Cases"; Active Warrants. *Exceptions to CSI's reporting guidelines exist in some states that further restrict the reporting of criminal information. "Deferred adjudication cases are reported when the adjudication on the case is pending a future court date. o rturnunr flY➢IlamwadilWn i Associal.es,➢C.➢C.c 25 Statement of the scope and approach of services proposed for the project. Attached is the general approach used by Community Paradigm Associates in executing searches in other communities, and anticipated to be utilized in this project for the Town of North Andover. Additional information has been added to reflect specific examples in which additional services and/or techniques have been utilized in other communities. The Scope does not include the provision of a list of qualified candidates to the Board of Selectmen on March 25th as indicated within the RFQ. Community Paradigm regularly provides a Screening Committee with a copy of all resumes and indicates the identified candidates that are qualified, or may have particular backgrounds that are worthy of consideration, and then works with the Screening Committee in identifying the 6-9 candidates that would be interviewed for subsequent narrowing to a status of finalist for submission to the Board of Selectmen. This process ensures greater confidentiality to candidates and improves the overall size of the candidate pool. 26 TOWN OF NORTH ANDOVER EXECUTIVE RECRUITING APPROACH February 4, 2019 COMMUNITY PARADIGM ASSOCIATES, LLC 27 Approach and Plan for Performing Services It is a challenging period in municipal management recruitment with a growing number of retiring managers producing increased demand, fewer individuals entering the profession and many individuals opting to remain in secure positions providing a decreased supply. The result can be smaller candidate pools for municipalities seeking to fill these important positions within local government. Community Paradigm has been successful in its many searches over the past four years in building strong fields for the municipal clients that it has served. It has also become a period in which greater citizen involvement in the selection process is desired and required. Such involvement helps to ensure community support for the individual selected. Community Paradigm has facilitated community forums in every municipal manager/Manager search we have conducted and has organized, guided, and facilitated Screening Committees and Selectmen in reviewing and interviewing candidates, and complying with the Massachusetts Open Meeting Law. The recruitment and selection process require an understanding and knowledge of the candidate pool, aggressive outreach, robust citizen engagement and participation, and a nimble and creative approach to finding and choosing the "right" individual for the community. The approach that would be utilized as described herein, along with the experience and knowledge of Community Paradigm (the consultant) will work in finding the best Town Manager for the Town of North Andover. The following is a description of the process that is envisioned for utilization in the Town of North Andover, based upon successful implementation in other communities served by Community Paradigm: Preparation 1. Initial Consultation with the Board of Selectmen and Screening Committee It is most important to have a clear understanding from the Board of Selectmen on the experience, skills, management style, and personal attributes the Board wishes the next Town Manager to possess. The Consultant would meet with the Board of Selectmen as a body and as individual members at the outset of the process to obtain this information. These initial meetings would also be used to discuss and prepare a search plan that includes recruitment strategies, contractual provisions including compensation and conditions of employment, and a timetable for the recruitment and selection process. A similar meeting will be held with the Screening Committee with a focus on process and timetable. The mission of the Screening Committee is to ultimately narrow the field of candidates to three (3) or four (4) finalists to present to the Board of Selectmen. 2. Organizational Information It is helpful to gather the perspectives of Department Heads and other key town officials. These individuals will have regular interaction with the Town Manager and their input is valuable. Specific information sought through these meetings and discussions in understanding the organizational framework, primary issues facing the Town and specific attributes that would be sought in choosing the next Town Manager. The consultant would also use this period to gather and review key documents and materials, including the Town Charter, regarding the Town in order to gain a fuller understanding of the organization, processes and local issues of concern. t➢O➢ ➢ IWW"IT PARADIGM. tit'➢I "➢I"ID. w➢I.➢I.t➢ 28 3. Community Engagement It is also useful at this stage of the process to have a public input session(s) in order to ascertain the thoughts of residents and local businesses as to the qualities that would be beneficial for the next Town Manager to possess. The Town's staff would assist in setting up these meetings and the Consultant would act as facilitator. Examples of communities that have benefited by this type of community involvement organized by the consultant include: Weston, Wayland, Wellesley, Hamilton,Natick, Amherst, Norwood, Ipswich, Boxborough, and Shrewsbury. This proposal assumes 2 Listening Sessions at the beginning of the Process in order to inform the preparation of the Position Profile. 4. Preparation of Position Profile/Recruiting Brochure The Consultant would assist in developing the required professional qualifications and a recommended compensation package for the Town Manager position based in part by the updated job description. The information gathered from the Board of Selectmen, Department Heads and town officials, and citizen community input sessions would complete the development of the Position Profile that serves as a recruiting brochure to provide possible candidates a full understanding of the Town and its current issues, the statutory responsibilities of the Town Manager position, and the expectations of the Board and other members of the community. The Board of Selectmen will be asked to endorse or amend this Profile, and in Executive Session discuss and decide parameters of a compensation and benefits package. Specifics related to this package are held to be confidential as they will be part of negotiations with the final candidate. The Profile will state the Town's requirement that the successful candidate will comply with the Code of Ethics of the ICMA and the MMMA. 5. Advertisements and Active Recruitment of Candidates Ultimately, the success of selecting a new Town Manager for North Andover is ensuring the largest possible pool of qualified candidates. Certainly, one manner of gaining applicants is advertising the position through various publications and organizations. The Consultant will make recommendations on the most effective locations to advertise but at a minimum would include the International City and County Management Association (ICMA) and Massachusetts Municipal Association (MMA)publications. The most important activity in recruiting is conducting targeted outreach to prospective, qualified candidates that match the desired candidate profile. This activity is imperative, as many qualified candidates do not respond to advertisements for various reasons. In particular, in highly visible positions, such as Town Managers, there is some concern about premature public disclosure of candidates, which could impact existing positions. A consultant-initiated contact can ease such concerns and expand the pool of candidates. The Consultant will conduct outreach by utilizing our"Community Paradigm Database" developed in part by: • Our MMA professional network; • Our ICMA professional network; • A professional academic network through the region's MPA programs; • Our professional and alumni networks. • A recruiting network built up over the nearly three-dozen searches of the past four years. t➢O➢ ➢ IUN➢I"IT PARADIGM. tit'➢I "➢I"ID. w➢I.➢I.t➢ 29 Review of Applicants 6. Receipt of Resumes Applications and resumes will be processed by Community Paradigm Associates in order to maintain confidentiality of each inquiry and application. This will ensure the greatest number of qualified candidates. It is our recommendation that any resumes sent to the Town, the Screening Committee, or the Board of Selectmen be forwarded to the Consultant. All resumes submitted by candidates will be acknowledged by the Consultant. 7. Initial Review of Resumes The Consultant will review all resumes to determine those which meet the Town's criteria as set forth in the parameters voted by the Board of Selectmen within the Position Profile. 8. Screening Process: Review of Resumes and Assessment The Consultant, summarizing each qualified applicant's experience, education and other notable information and following telephone interviews, preliminary background checks, and utilization of assessment tools as deemed appropriate, will prepare a confidential assessment report of an anticipated 8-12 qualified candidates. This information will be reviewed with the Screening Committee on a confidential basis, as will advisement by the Consultant as to which candidates are the most qualified. These reviews will occur in executive session and, with the advice of the Consultant, the Screening Committee will select the candidates to be interviewed in executive session. It is recommended that the Screening Committee personally interview 7-9 candidates. Interviews would be expected to last 75-90 minutes. The consultant will provide the Screening Committee with all resumes received during the Init Interviews 9. Screening Committee Interviews The Consultant will assist the Screening Committee with the interview process. This will include the notifications to candidates and scheduling of interviews as well as assisting the Committee with the interviews, including methods of interviews, possible questions, assessments and evaluating responses, etc. The Committee should only interview candidates once as second interviews are required to occur in public session; and public interviews of candidates prior to being named a finalist could have a chilling effect upon applicants/candidates. All members of the Screening Committee will be afforded equal participation in the process. 10. Selection of Finalists At the completion of the initial interviews the Committee will need to determine which three (3) or four (4) candidates should be forwarded to the Board of Selectmen as finalists. These finalists should NOT be ranked in any way as it can bias the process. 11. Reference and Background Review The Consultant will obtain written authorization from each of the finalists acknowledging a desire to continue through the process and allowing for the Consultant to contact the finalists' provided professional references and for sub-contractor Creative Services Inc. to conduct a background review. This process protects the finalists' confidentiality and the Town from any charge of violation of privacy. t➢O➢ ➢ IUN➢I"IT PARADIGM. tit'➢I lr1k.' ,➢I.➢I.t➢ 30 12. Referral of Finalists Upon completion of the Reference and Background review, the Consultant will meet again, as needed, with the Screening Committee for final referral of finalist names to the Board of Selectmen. This step will allow for any modification to the chosen finalists if notable information is gathered during the background review. The Committee will take the final votes and publicly announce the finalists to the Board of Selectmen and provide a report prepared by the Consultant that includes a short description of the candidate, a summary of reference information and copies of the finalists' cover letters and resumes. Board of Selectmen Selection 13. Finalist Interviews The Consultant will assist the Board of Selectmen with the interview process, including preparation, interview questions, assessments, scheduling of interviews, etc. The Board may choose to conduct two interviews, the first involving a preliminary introduction and review of credentials and experience; and a second meeting that follows time spent with members of the community and staff. The second interview could focus upon management style and thoughts and ideas regarding North Andover. This interview may also include the use of an assessment tool. In Amherst an assessment was utilized whereby finalists were asked to make a presentation (oral and any existing documents) on a particular project or policy recommendation that they had brought forward in another community. In Wayland a similar exercise was limited to provision of documents prepared by the finalists for such a project or policy proposal. 14. Staff Participation One beneficial approach to understanding the finalists' knowledge of municipal government and approach to managing the Town is to arrange for visits by the candidates with key staff and Town officials, and community leaders, and a tour of significant locations within the Town. This step will provide the candidates with a better sense of North Andover, the municipal organization, and the short- and long-term issues facing the Town. The consultant has organized variations of such visits in several communities including Amherst, Wellesley, Brewster, Shrewsbury, Boxborough, and Leicester. 15. Community Participation There is also an opportunity to engage the community during the selection process through informal meet and greet events, or facilitated community forums in which citizens can meet the finalists and ask questions about background and experience and general municipal management topics. The consultant has organized and facilitated similar forums in several communities including Amherst, Wellesley, Shrewsbury and Brewster. 16. Selection and Contract Negotiation At the conclusion of Board of Selectmen interviews, the Board will need to make a decision regarding the choice of the next North Andover Town Manager. It is recommended that the vote occur at a separate meeting several days after the conclusion of interviews. The Consultant will help with organizing the process of making that decision, including "site visits" to applicant communities, if deemed necessary. Any vote to offer the position of Town Manager to an individual should be "conditioned" upon any additional background checks deemed necessary and the successful negotiation of a contract. The Consultant will assist with this process and provide valuable guidance in reaching a mutually beneficial agreement. It is strongly recommended that Town Counsel review an employment contract before execution. t➢O➢ ➢ IUN➢I"IT PARADIGM. tit'➢I lr1k.' ,➢I.➢I.t➢ 31 Timetable of Implementation Attached is a projected timeline for completion of the search process. The estimate is based upon experiences in similar searches conducted by Community Paradigm Associates. It can be modified and expedited as needed assuming the scheduling availability of officials and Town participants. The timeline does vary from the schedule set forth within the RFQ by including public listening sessions at the beginning of the process in order to inform the preparation of the Position Profile, the review of resumes submitted and the preliminary interviews by the Town's appointed Screening Committee. The timetable does not include the provision of a list of qualified candidates to the Board of Selectmen on March 25th as indicated within the RFQ. Community Paradigm regularly provides a Screening Committee with a copy of all resumes and indicates the identified candidates that are qualified, or may have particular backgrounds that are worthy of consideration, and then works with the Screening Committee in identifying the 6-9 candidates that would be interviewed for subsequent narrowing to a status of finalist for submission to the Board of Selectmen. The provision of resumes to the Screening Committee is projected to occur during the week of March 24th. This process ensures greater confidentiality to candidates and improves the overall size of the candidate pool. The process does reach its conclusion within the 16 week timeframe referenced in the Town's RFQ. 32 Town of North Andover Town Manager Recruitment Projected Time-Line February 11, 2019 to May 27, 2019 Activity / Dates 2/11 2/18 2/25 3/3 3/10 3/17 3/24 4/1 4/8 4/15 4/22 4/29 5/6 5/13 5/20 5/27 Week# 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Preparation Introductory Meeting to Review Process 1 Initial Consultation with Selectmen Search Committee 2 Supporting Information and Community Consultation 3 Position Profile/Recruitment Brochure Preparation Review Profile with Selectmen 4 Advertisements and Recruitment Review of Applications 5 Resumes Received 6 Initial Review of Resumes 7 Selection of Semi-Finalists w/Search Committee Initial Interviews 8 Search Committee Interviews 9 Selection of Finalists 10 Reference and Background Review 11 Referral of Finalists Board of Selectmen Community Meet and Greet 12 Selectmen Interviews of Finalists 13 Selection 14 Negotiation and Approval of Contract w w References Attached is a listing of references for a number of municipal clients that have been served by Community Paradigm Associates in the search for a new municipal manager. All of our clients can be contacted for a qualitative review of our services. 34 COMMUNITY PARADIGM ASSOCIATES, LLC COMPLETED MASSACHUSETTS MUNICIPAL EXECUTIVE RECRUITMENT CLIENT REFERENCE LIST Client Reference Address Phone# Email Address Weston, MA Tom Palmer 11 Town House Rd 781-786-5000 tom@tgpalmer.com Town Manager Search Weston, MA Committee Chair 02493 Wayland, MA Lea Anderson 41 Cochituate Rd 508-358-7701 lnderson@wayland.ma.us Town Administrator BOS Chair Wayland, MA 01778 Norwood, MA Michelle Pizzi Town Hall, 566 781-762-1240 mpizzi@norwoodma.gov General Manager HR Director Washington St., x178 Norwood, MA 02062 Brewster, MA Mark Forest 2198 Main St. 508-896-3701 mforest@brewster-ma.gov Town Administrator Interim Town Brewster, MA Administrator 02631 Hamilton, MA Shawn Farrell 577 Bay Road 978-626-5202 sfarrell@hamiltonma.gov Town Manager BOS Chair Hamilton, MA 01936 Wellesley, MA Scott Szczebak 525 Washington St., 781-431-1019 sszczebak@wellesleyma.gov Executive Director HR Director Wellesley, MA 02482 Natick, MA Steve Levinsky Town Offices 508-314-1695 levinskytasc@gmail.com Town Administrator Search Comm. 13 E. Central St., Chairman Natick, MA 01760 Amherst, MA Deborah Radway 4 Boltwood Ave. 413-259-3119 radwayd@amherstma.gov Town Manager HR Director Amherst, MA 01002 Shrewsbury, MA Maurice DePalo 100 Maple Ave., 508-841-8504 moedepalo@townisp.com Town Manager Selectman Shrewsbury, MA 01545 Ipswich, MA William Craft 25 Green St. 978-356-6604 craft@eatoncummings.com Town Manager Selectboard Chair Ipswich, MA 01938 Leicester, MA Harry Brooks 3 Washburn Sq., 508-782-8420 BrooksH@LeicesterMA.org Town Administrator BOS Chairman Leicester, MA 01524 Plympton, MA Christine Joy 5 Palmer Road, 781-585-2700 cjoy@town.plympton.ma.us Town Administrator BOS Chairman Plympton, MA 02367 Boxborough, MA Susan Bak Town Hall 978-264-1712 smbak55@gmail.com Town Administrator BOS Chair 29 Middle Road Boxborough, MA 01719 35 Client Reference Address Phone# Email Address Avon, MA Steven Rose 65 East Main St. 508-588-0414 srose@avon-ma.gov Town Administrator BOS Chair Avon, MA 02322 Lynnfield, MA Christopher Barrett 55 Summer St. 781-334-9410 cbarrett@town.lynnfield.ma.us Town Administrator Selectmen Chair Lynnfield, MA (during search) 01940 Northfield, MA Tracy Rogers 69 Main St. 413-498-2901 Trogers.northfield@gmail.com Town Administrator Selectboard Chair Northfield, MA 01360 Bourne, MA Thomas Guerino 24 Perry Ave. 508-759-0600 TGuerino@townofbourne.com Director of Finance Town Buzzards Bay, MA Administrator 02532-3441 Oxford, MA Cheryll Leblanc 325 Main St. 508-987-6027 Cheryl1.Leblanc@gmai1.com Town Manager Selectmen Oxford, MA Vice-Chair 01540 Winchendon, MA Michael Barbaro 109 Front St., 978-833-7069 MikeB@town.winchendon.ma.us Town Manager BOS Chair Winchendon, MA 01475 Norfolk, MA Jack Hathaway Town Hall, 508-440-2855 jhathaway@norfolk.ma.us Town Planner Town Admin. 1 Liberty Lane, Norfolk, MA 02056 Stoughton, MA Robert O'Regan 10 Pearl Street 781-341-1300 roregan@stoughton-ma.gov Town Manager BOS Chairman Stoughton, MA 02072 Walpole, MA James Johnson 135 School Street 508-660-7304 jjohnson@walpole-ma.gov Community Town Admin. Walpole, MA Planning Director 02081 Becket, MA Katherine Warden 557 Main St. 518-466-1267 KWarden319@gmail.com Town Administrator Search Committee Becket, MA 01223 Chair Rutland, MA Sheila Dibbs 250 Main St. 508-886-4100 Shdibb@gmail.com Town Administrator BOS Chair Rutland, MA 01543 36 COMMUNITY PARADIGM ASSOCIATES, LLC ONGOING MUNICIPAL EXECUTIVE RECRUITMENT CLIENT REFERENCE LIST Client Reference Address Phone# Email Address Sturbridge, MA Mary Dowling 308 Main St. 508-347-2500 dowlingmsgb@aol.com Town Administrator Board of Sturbridge, MA Selectmen 01566 Norfolk, MA Scott Bragdon One Liberty Lane 508-440-2826 sbragdon@norfolk.ma.us Town Administrator HR Director Norfolk, MA 02056 Adams, MA Christine Hoyt 8 Park St. 413-743-8300 choyt@town.adams.ma.us Town Administrator Board of Adams, MA 01220 Dept.#170 Selectmen Great Barrington, MA Steve Bannon 334 Main St. 413-528-1619 scbannon@gmail.com Town Manager Selectboard Great Barrington, MA ext. 2 01230 Coventry, RI Ed Warzycha 1670 Flat River Road 401-822-9186 townmanager@coventryri.org Town Manager Interim Coventry, RI 02816 Town Manager Lakeville, MA Clorinda Dunphy 346 Bedford St. 508-946-8800 cdunphy@lakevillema.org Town Administrator Human Resources Lakeville, MA 02347 Marion, MA Paul Dawson 2 Spring St. 508-748-3500 pdawson@marionma.gov Town Administrator Town Marion, MA 02738 Administrator Ashland Michael Herbert 101 Main St. 508-881-0100 MHerbert@ashlandmass.com Town Planner Town Manager Ashland, MA 01721 ext. 7911 Methuen, MA Paul Fahey 41 Pleasant St. 978-983-8505 pfahey@ci.methuen.ma.us Chief Administrative Chief of Staff Methuen, MA 01844 and Financial Officer Rockland, MA Marcy Birmingham 242 Union St. 781-871-1874 mbirmingham@rockland-ma.gov Town Administrator Interim Town Rockland, MA 02370 ext. 1100 Administrator 37 Sample Recruitment Materials The following documents are included as examples of the work product generated in the process of assisting client communities with executive recruitment. • Weston Town Manager Position Profile-we develop extremely robust position profiles based upon review of local materials, interviews with Select Board members, department heads, and based upon the direction of the Town we speak with staff, key local leaders and hold a community forum to gain citizen input. The profile, which is circulated electronically to candidates and individuals targeted for recruitment, utilizes hyperlinks to drive the candidates to specific documents and websites. • Norwood Community Forum Press Release-we provide public information materials for our clients such as press releases, website announcements, social media posts, etc. in order to communicate information to the community at large, or targeted audiences. Attached is a press release announcing the community forum that was held in Norwood. • Wayland job Posting-we develop job posting/advertisements that summarize community information, desired and required qualifications and application process. Generally, we use this posting to advertise on the Mass Municipal Association (MMA)website, International City and County Management Association (ICMA) website, and possibly other New England municipal association websites. We also use the posting to circulate to area universities that have alumni job boards. • Stoughton Questions-we work with Search Committees and Select Boards in developing interview questions that address general management skills and experiences and town-specific issues that result from the position profile development process. • Sample Interview Score Sheet-based upon the interest of the Screening Committees we generate Town specific scoring sheets that can be utilized in an attempt to quantify interview results. 38 • Natick Assessment Questions-in some communities we have used assessment questions based upon created scenarios as a preliminary screening tool. In Natick we identified a group of qualified candidates that were provided these questions for a written response, which we used along with a preliminary interview that was used to develop a report that was used by the Screening Committee in identifying semi-finalists for interviews. • Sample Preliminary Interview Report (sample)- see above. Specific information has been redacted for confidentiality. • Amherst Status Report and Select Board Interview Plan-we provide status reports and technical assistance to the Select Board on the search process and recommendations for a community focused selection process. In Amherst we developed a day long procedure of providing information to finalists while simultaneously obtaining multiple perspectives of the finalists through interaction with key stakeholders • Hamilton Report to Selectmen transmitting Finalists-upon selection of finalists we conduct reference and background reviews of each candidate before they are announced to the Select Board. In that procedure we prepare a report that reviews the credentials of the candidates and a summary of reference feedback received. Copies of resumes are included with these reports. 39 t i � of W y �li I � Uihl'U WI l nF� I v I d y � W iOaiDiu�i �,, �mm�', lnrmw,ril�iir niwfti�riaAi/luuv- �ti I IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII rrrrrrrrl I I I I I I I I I I I I rrrrrrrrrl I I I I I I I I I rrrrrrrrrrrrr / i �/ � °,,rrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrr�f j ! a W� COMMUNITY PARADIGM ASS GdATES, LLC i, AmeIG, uora�oi �� ��VVm / o mIUYYH/r yr .... I,,,,II e Cornmunity The Town of Weston is an attractive, principally residential community of approximately 11,500 residents located 12 miles west of Boston. It has a tradition of professional and highly responsive government service, with strong citizen engagement, and is known for its semi-rural character with close access to the major city of Boston. The Town is seeking an innovative, community- focused and results-driven leader to serve as its next Town Manager. Weston was first settled in 1642, incorporated in 1713, and is part of Middlesex County. The Town is bordered by Lincoln on the north, Waltham and Newton on the east, Wellesley on the south, Natick on the southwest, and Wayland on the west. Weston's 17.3 square miles is primarily land, 1 with approximately 25 percent some form of wetland or in a wetlands buffer area. The community consists mainly of residential properties, a quaint town center, and small commercial office buildings located on the perimeter of town near highways and major l routes. j IIN, FO �,��/�„�,�,�,,, With close proximity to Boston, desirable real 'E estate and highly ranked school system, Weston ranks amongst the most affluent towns in Massachusetts. Median household income of$191,744 is the highest in the state and represents 280% of the state median income of $68,563. While the Town's population is largely financially prosperous, according to U.S. Census statistics, there are a small percentage of residents who fall below the poverty line and find it a financial challenge to retain their Weston residence. The Town's racial makeup is 85.3% white, 9.9% Asian, 2.6% Hispanic or Latino, and 2.0% Black or African American. The Town is demographically dissimilar to the state regarding resident age cohorts with differences in the under-18 years cohort with Weston at 28.1% in the 2010 U.S. Census versus 21.7%for the state. In the under-5 years cohort, Weston has 4.5% of its population which is slighter lower than the state's 5.6%. Additionally, in the 65 years and over cohort, Weston has 17.8% of its population compared to the state's 13.8%.The median age of Weston's residents is 43.3 years. Weston enjoys a strong property base for its size with total assessed value of approximately$6.0 billion. Residential properties account for 95.5% of the tax base, commercial and industrial properties 3.5%, and personal property 1.0%. The average residential property assessment is $1,488,049 and the median residential assessment is $1,173,300. The average commercial assessment in Weston for FY2018 is $3,584,238 and the median commercial assessment is $1,001,600. The FY2018 tax rate for all properties is $12.51 per thousand of the property's assessed value. Weston has excellent access to rail, air and highway facilities. Interstate Route 495 and state Route 128 divide the greater Boston area into inner and outer zones, which are connected by numerous spokes providing direct access to the airport, port and intermodal facilities of Boston. Other principal highways easily accessed from Weston include state routes 30 and 117, U.S. Route 20, and the Massachusetts Turnpike, I-90. The MBTA commuter rail can be accessed in Weston via the Silver Hill, Hastings, and Kendal Green stops along the Fitchburg line. The Town has 87 miles of public accepted roads, 21 miles of private roads, and 31 miles of sidewalks. 41 Goverimment and Finance Weston's government includes a three-member Board of Selectmen that serves as the governing body of the Town. Selectmen are volunteers and elected to staggered three-year terms. They oversee all matters impacting the interest and welfare of the community and are responsible for ensuring that Town government is responsive to and reflective of community needs and values. There is also an elected five-member School Committee that oversees the policies and budget of the Town's public school system. Other elected positions include Board of Assessors, Moderator, Planning Board, Recreation Commission, Board of Health, Library Board of Trustees, and Commissioners of Trust Funds. In addition, the Town utilizes more than 30 appointed boards and commissions to conduct municipal operations. Weston traditionally uses the Town Caucus to nominate candidates for town office. Town Caucus is normally held the first or second Monday in March. Weston has an Open Town Meeting form of t government. Town Meeting is the legislative body of the Town and typically meets for the Annual Town Meeting in May during which , TOWNh the annual town budget is adopted and changes to the Towns General and Zoning by-laws are considered. Additional Special Town V Meetings may be called as often as necessary, but one Special Town Meeting is typically held in November. INCORPORATED The Board of Selectmen appoints the Town Manager to provide day-to-day oversight of the Selectmen's office and to supervise all Town departments under the jurisdiction of the Selectmen. The � pC� . Town Manager is responsible for executing the policy directives of the Board of Selectmen and for managing the operations and activities of the Town. The Board of Selectmen has designated specific Projects and Priorities for 2017-2018. The Town Manager's specific responsibilities include the following: • Provide support to the Board of Selectmen, including preparing, attending and maintaining records of all Board of Selectmen meetings • Develop policy proposals and policy alternatives to recommend to the Board of Selectmen • Serving as liaison between Selectmen and other town boards and committees • Supervising all departments under the jurisdiction of the Board of Selectmen, including handling personnel and benefits administration for approximately 175 employees • Oversee and coordinate the preparation of the annual budget • Provide financial oversight of all municipal operations • Preparing the warrant for the annual and all special Town Meetings • Responding to written and verbal inquiries from the public, and • Coordination of the Annual Town Report. Weston holds a Moody's rating of AAA, with a stable outlook, as stated in a rating action of January 2018. The rating was based upon the community's stable financial position, manageable debt burden and pension liability, and its aggressive funding strategy toward its OPEB liability. Moody's noted that it expects that Weston will maintain a sound financial position bolstered by its strong fiscal management. COMII III.NMI'°FY III3AIII AIII:IIII(H II ASSOCIIAPllES, III..III.0 42 It also cited the Town's conservative approach to budgeting and expenditure management as well as its sizeable tax base and history of taxpayer support for capital expenditures which provides additional stability. Weston's tax base is approximately 96% residential. In FY2018, Weston y , has an overall spending plan of approximately $87.1 M million, including $8.9 million of exempt debt service. Approximately 66% of this spending is for ,< "t schools, 22% for ��in � r essential services (Public Safety, Public Works an Facilities) 1�1) ii a n o r d 14% for general services. In FY2019, the Town Manager and School Committee are recommending a principally level-services budget of $89.8 million, a 3.1%YoY increase. As of March 31, 2018, Weston had a stabilization balance of approximately $3.1 million, a pension stabilization balance of $415,029, and an OPEB trust fund balance of about $16.2 million. The Town's OPEB liability is approximately$65 million and it has a net pension liability of about $60 million, as of the most recent actuarial valuation on July 1, 2016. Weston's debt is mainly excluded debt. Non-excluded debt is only $19,760, which is less than one percent of the operating budget. The Town's debt- management policies include confining long-term borrowing to capital improvements too expensive to be financed from current revenues and limiting annual increases in debt to a level that will not materially jeopardize the Town's AAA credit rating. Weston has set policies regarding its reserves, including both restricted and unrestricted. For example, the Town targets aggregated unrestricted reserves equal to five percent of the prior fiscal year's general operating budget amount excluding exempt debt service. III a III III e iin ,,, e s a iin d 0III IIIo in in it iii e s Weston is fortunate to have a stable tax base, strong demographics and history of residents supportive of the schools and municipal services. However, there are several challenges and opportunities that face the Town and are being addressed. • Finances Weston has a Moody's rating of AAA with a stable outlook, according to a January 2018 report. The Town's goal is to manage its finances in a manner that will maintain its high rating. Weston's FY2019 recommended budget is approximately $81.1 million, excluding $8.7 million gross debt service. Moody's highlighted Weston's stable financial position, strong fiscal management, manageable debt burden, and conservative approach to budgeting as strengths. The Town has COMII III.NMI'°FY III3AIII AIII:IIII(H II ASSOCIIAPllES, III..III.0 43 increased its debt load by 24% over the past 10 years to fund capital improvements, with several more on the horizon. The Town has managed to keep tax increases to an average of 3.8% over the past 10 years, though that is anticipated to be challenging in a higher inflation environment. Maintaining the Town's credit rating,financial strength and minimal tax increases continues to be a priority for the Town. • Education Weston highly values education. Its excellent public education system ���f���� ,° consistently ranks amongst the best in thejOii � state and is a primary attractor of families to the community. Also illustrative of the Town's strong support of education is the fact that approximately 99% of Weston's ' residents age 25 years and older have a high school diploma and about 84% of the population age 25 and older have a bachelor's degree or higher. Student enrollment in Weston Public Schools is �� 11 Jf l approximately 2,111 at the Town's three elementary, one middle, and one high school. Enrollment has historically been cyclical, and is currently on a downward trend, which presents challenges in budgeting. Approximately 18% of Weston's school-age population attends private schools, which is statistically similar to prior years. • Housing With a highly attractive location, semi-rural environment and excellent school system, Weston is an expensive community in which to live. Approximately 85% of the 3,400 homes in Weston are owner occupied with a median value of nearly $1.2 million. Only 3.5% of housing is considered affordable, which is significantly below the state-mandated 10% level. This presents a challenge for the Town, which has identified a strong need for rental housing, particularly for the elderly and young families. Weston developed a Housing Production Plan as a proactive and studied means towards developing affordable housing that is in keeping with the Town's affordable housing policies and preferences. A proposal currently in negotiation is a 40B development of at least 200 units, with some percentage being designated affordable to make significant progress towards the state mandated level. • Capital Needs In the last 20 years or more, nearly all the Town and School buildings have been renovated or replaced, the Case House School Administration Building being the remaining major project. The Town has some surplus buildings for which appropriate re-use has been the subject of much discussion. Currently, Weston is undertaking a $4 million renovation of the Old Library, which will become the Weston Library's new Weston Art & Innovation Center, providing hands-on learning opportunities related to art and technology for citizens of all ages. The Town is also considering extensive renovations to the neighboring historic Josiah Smith Tavern, which could cost as much as $11 million. Weston has five-year capital improvement plans, which are updated annually, for such areas as drainage, water main program, roadways, and sidewalks. Roadways, in particular, are below residents' standards and expectations, and undergoing significant investment. Other CONIIII III N III FY I'PAIIRAIII:IIII(HVIII ASSOCIAI"'lll:S, Ill..11l..t; 44 projects in the Fy2019 Capital Improvement Program include: drainage improvements; burying utilities, enhancing parking, and improving sidewalks in the town center; Route 30 roadway reconstruction; the purchase of a fire engine pumper, three police cruisers, a street sweeper, and three school buses;guard rail replacements; and ongoing water main rehabilitation program costs. • Public Safety The Weston Police Department has 26 full-time officers, including patrol officers, captain, lieutenant, sergeants, detectives, community services officer, and chief. Its Fire Department has 31 full-time members on 24-hour shifts and operates out of two stations. It also runs the Town's ambulance service. Two additional firefighters are expected to join the department later this year and another two are requested for the following year. The Town utilizes a dual dispatch center, staffed by civilians,that serves both the police and fire departments. Neither the police nor the fire department is part of Civil Service. Increased traffic loads are a significant issue facing the Town as it is located at the intersection of two major highways (1-90 and 1-95) and significant commuter passageways from western suburbs (Rtes. 30, 20, and 117). • Open Space and Recreation The 2017 Weston Open Space and Recreation Plan details the goals, objectives, and actions that guide Weston's stewardship of its open spaces, natural resources, and recreation facilities through the year 2023. The Plan is a tool to assist the Town in maintaining and improving its green infrastructure, such as conservation land,trails, working farms and forests, wildlife habitat, streams and ponds, parks, playing fields and courts, and swimming facilities. Weston residents have access to approximately 2,000 acres of protected conservation land and approximately 90 miles of trails. Additionally, there is an array of recreational facilities, including a popular swimming pool and playing fields, tennis courts, basketball courts, and extremely robust recreational programming. Weston is designated as a Green Community by Massachusetts, giving it the ability to apply for grants, technical assistance, and local support from the state. Some residents have expressed a desire for the Town to increase its sustainability and energy-saving efforts. • Economic Development Weston is 95% a residential town, with commercial activity confined primarily in Town Center and the fringes of Town. The Town Center Planning Committee has been developing a vision and plan to address traffic, safety, aesthetics and other issues to enhance Town Center for its businesses and residents. There are no public sewers in Town, which presents a challenge for Town Center development. Other Master Plans and Studies are located on the Town's website. • Citizen Engagement With many challenges and opportunities, the Town embraces civic engagement and appreciates the high levels of participation and discourse residents provide. Volunteer citizens serve on elected and appointed boards and committees as well as in other volunteer capacities. Attracting volunteers and maintaining a strong and collaborative relationship between residents, Town employees, and volunteers is vital to the success of the community. Although the Town has an award winning website and currently makes use of various social media platforms and methods of "pushing" information to residents, additional ideas and recommendations regarding improved methods of communicating with and engaging citizens, including innovative technologies, would be welcome. CONI1IIIVI.NIIIII FY III3AIIRAIII:IIII(HVIIII ASSttCIAPII:S, III..III.0 45 Candidate QuIII iii fiii t iii ii s The Board of Selectmen seeks a Town Manager with strong leadership abilities, municipal management experience, and an interest in a tenure of at least 10 years in Weston. The successful candidate must be able to demonstrate prior success in leading a complex municipal organization. The candidate should be competent in all areas of municipal management and operations, but especially in finance, project management, and personnel administration. The candidate should be knowledgeable of municipal management best practices, including the use of data analytics. Other areas of desired expertise include housing(both affordable and elderly) and long-term planning. The Town Manager must be an innovative and decisive leader who can work collaboratively with various interests of the Town. He or she is expected to work cooperatively with citizens, volunteers, and the business community, should be highly approachable, and should be a skilled communicator. The Town Manager must be able to delegate effectively, mentor department heads, and provide support and motivation to ensure high performance and professional growth for Weston employees. He or she must develop and sustain relations with employees and union representatives and be a strategic and dynamic leader who can build strong teams and employ a 0 teamwork approach. He or she li J should encourage collaboration between all departments, including schools, and to build morale. The r � West Town Manager must be a creative problem-solver who is accessible, rative, a consensus-builder,oalndoopen to new �i I; C" '�v� � � � ideas. He or she must lead by example, and be motivated, ethical, and respectful of others. The Town Manager must be � ,o,/ � �� dedicated organized and patient, � g p , A'O.W 79"W 70"W have a strong work ethic, and inspire trust and confidence. He or she must have the ability to effectively explain complex issues to individuals, committees, and the citizenry. The successful candidate should possess a bachelor's degree in a field related to municipal management, with a Master's degree in public administration, business management, or a related field preferred, and have a minimum of 3-5 years of progressive experience as a municipal city/town manager or administrator, as an assistant city/town manager or administrator, or education and experience in or relatable to municipal government that is equivalent. The successful candidate should possess demonstrated skills, abilities and knowledge in municipal finance, economic development and community planning, project management, team building, government law, personnel administration, and intergovernmental relations. CONAVIIUNIIII'°FY III''P III III:IIII(H II SSOCIIII PllES, III..III.0 46 Cornpensation Package The Town of Weston will offer an employment agreement and compensation package that is competitive with comparable area communities, with a salary of $180,000+, commensurate upon qualifications. An attractive benefits package, including health and retirement plans, is part of the Town Manager's total compensation. Residency is not required. How To Apply Interested applicants should send cover letters and resumes, in confidence, by May 18, 2018, 5:00 p.m.,via email to: Apply communitypara lgm.com Subject:Weston Town Manager Search Submit a single PDF containing both cover letter and resume. Following the closing date, resumes will be reviewed according to the outlined qualifications. A Screening Committee will interview the most qualified candidates in confidence. Based upon these interviews, a selection of finalists will be chosen for further evaluation and reference checks and then forwarded to the Board of Selectmen. Finalists will be contacted for references and approval of background reviews before their selection is advanced to the Board of Selectmen. Questions regarding the position should be directed to: Bernard Lynch, Principal Community Paradigm Associates Blynch@communityparadigm.com 978-621-6733 The Town of Weston, Mass., is an Equal Opportunity Employer. COMII III.NMI"'FY III3AIII AIII:IIIl(HVII ASSOCIIAPll:S, III..III.0 47 o�.�aar��ooQ FOR IMMEDIATE RELEASE CONTACT: Fran Jessoe SEPTEMBER XX, 2017 781-762-1240 x132 Bernard Lynch 978-621-6733 NORWOOD SELECTMEN TO HOLD COMMUNITY FORUM TO GAIN CITIZEN INPUT ON TOWN'S NEXT GENERAL MANAGER NORWOOD, MA—The Norwood Board of Selectmen is pleased to announce it has scheduled a community forum on September 14 to give citizens the opportunity to share their thoughts on the qualifications and characteristics they believe the Town's next General Manager should possess. The forum will be held on Thursday, September 14, at 7:00 p.m. at the Norwood Town Hall at 566 Washington Street. "We are interested in hearing citizens' recommendations regarding the expertise and qualifications they would like to see in their next General Manager," said William Plasko, Chairman of the Norwood Board of Selectmen. "It is important that Norwood's citizens are an integral part of the Town Manager selection process." The Town has hired the consulting firm Community Paradigm Associates, LLC, to assist in the search process. Representatives from the firm, including Principal Bernard Lynch, will attend the community forum along with representatives of the Board of Selectmen. Current General Manager John Carroll announced that he would be retiring in December of this year. Mr. Carroll has served as Norwood's General Manager since 1978. The Board of Selectmen plans to have a new General Manager selected within approximately 12 weeks. For more information on the community forum,please contact Board of Selectmen Administrative Assistant Fran Jessoe at 781-762-1240 x132. 48 Town Administrator Town of Wayland Wayland, MA (14,000 pop.), is seeking an innovative and community- focused leader with excellent interpersonal and collaboration skills to serve as its next Town Administrator. This attractive community is located in the MetroWest region of Eastern Massachusetts, approximately 18 miles west of Boston. A principally residential community, Wayland has a AAA credit rating, strong finances, and an excellent public school system. Wayland is led by a five-member Board of Selectmen, has an open town meeting form of government, and a total FY19 operating budget of approximately $79.9 million. The successful candidate will have a Bachelor's degree (Master's preferred) in public administration or related field and at least three to five years of progressive and relevant management experience, with demonstrated skills and abilities in municipal finance, economic development and community planning, project management, personnel administration, municipal procurement, use of technology, and intergovernmental relations. Candidates should have a proven record of municipal leadership and team building, and be able to build cooperative relationships with appointed/elected officials, residents, and town employees. Annual salary: $175K+. The successful candidate will receive an attractive compensation package including health and retirement plans, commensurate with qualifications and experience. Wayland is an equal opportunity employer. For additional information related to the position, the community, and the application process, visit www.communitvoaradi2m.com or contact Bernard Lynch, Principal, Community Paradigm Associates at blvnch@communitvoaradi2m.com. Resumes and cover letters via email, in confidence, by June 15, 2018, to: aoolv@communitvoaradi2m.com. Subject: Wayland Town Administrator Search. Please submit a single PDF containing both cover letter and resume. 49 COMMUNITY 4144^,a, PARADIGM ASSOCIATES, LL Town of Stoughton Town Manager Finalist Interview Questions The following questions are suggested to assist the Stoughton Board of Selectmen in its Town Manager candidate interview process. These questions can be modified and/or deleted to meet the needs of the Board and follow-up questions can be added and/or deleted, as deemed appropriate by the Board. Suggested Questions: 1. Introduction Thank you for your interest in our community. We would like you to take a few minutes to tell us about your specific interest in, and qualifications for,this position. How do your qualifications and experiences match up with the challenges and opportunities detailed in the position profile? 2. Finance Please describe your role in financial planning in your past positions as well as your financial management strategies for ensuring organization sustainability. With community needs often more than revenues will allow,please give us an example of how you have done, or would do, "more with less." Tell us about any innovative programs or practices you have implemented that reduce costs while still providing excellent services. What experience do you have with OPEB (Other Post Employment Benefits)? What is your philosophy on how this issue should be addressed? In your prior positions, what were your responsibilities regarding the preparation of the annual town budgets—operating, capital, override requests, etc.? 3. Project Management Current construction projects in Stoughton include a new high school, library, and water treatment plant. Please tell us about any large municipal projects you have managed in your past roles. Does anything stand out to you from the learning experiences you gained through managing these projects? 4. Economic Development Please describe your economic development experience with specific examples of how you've attracted business growth, and retention. Would these ideas work in Stoughton? Stoughton expects to be designated as Bio-Ready: Silver Status by the end of 2018. How do you see this benefiting the Town? What might you do, as manager,to capitalize on such a designation? Do you have any specific experience with downtown commercial districts,particularly related to increasing their economic vibrancy? Have you had experience negotiating TIF agreements? 50 5. Strategic Planning The Board of Selectmen is developing a comprehensive strategic plan, called"Stoughton 300," which is designed to establish a vision of the Town in 2026. What do you think the Town Manager's role should be in developing and finalizing this plan? How do you work to encourage the specific types of development that are appropriate for a community or neighborhood? 6. Energy Conservation Many cities and towns in the Commonwealth and nationally are taking leadership roles in energy conservation and greenhouse gas reduction (e.g., Mass Green Communities, ICLEI, dedicated energy managers, etc.). Do you have a vision for Stoughton in this area? 7. Managing through Resistance Tell us about a time when you had a polarized issue. How were you able to bring groups together and get something accomplished? 8. Management Style How would you define your management style and ability to motivate the professional staff? How would you build your senior management staff into a strong, creative, and supportive management team? 9. Personnel Management Can you describe your experiences in implementing or following a Personnel System? What do you look for in choosing new employees,particularly department heads? How involved have you been in collective bargaining? How do you hold employees accountable and maximize their performance? And, how do you help or mentor department heads to develop as effective leaders? 10. Goal Setting Please describe your approach to goal setting for staff and for yourself. Can you describe a goal that you are working on in your current position, how it was initiated, and how success will be measured? 11. Policy Development An important part of the Town Manager's role is to develop policy proposals and policy alternatives to recommend to the Board of Selectmen. Can you tell us about a particular policy you successfully proposed and implemented in your current or past roles? 12. Employee Relations Beyond senior management, how would you build relationships and trust with Town employees? How do you hold employees accountable and maximize their performance? Do you believe in mentoring employees? What are your thoughts on succession planning? 51 13. Citizen Relations and Transparency Please tell us how you would strive to develop relationships with Stoughton citizens and how you would promote transparency in local government. Can you give us any examples of how you have done this in your current or past communities? 14. Relationship with Other Town/State Entities (Schools,Independent Boards,Etc.) Please describe how you would develop, manage, and increase relationships with other Stoughton stakeholders,particularly elected and appointed board members and school personnel. How would you develop relationships with state representatives and officials? And, how about with other communities in the region? 15. Relationship with the Board of Selectmen Can you describe the process you envision for working with the Stoughton Board of Selectmen to set goals and objectives? How do you envision the overall relationship will work? Imagine a scenario where the Board of Selectmen is taking a position or moving in a direction that you believe would not benefit the Town. How would you handle this? 16. Technology Please describe your knowledge and use of technology, such as software specifically for municipal purposes and communication tools including social media and resident alerts, to make local government more effective and efficient. 17. Career Accomplishment What has been your most satisfying career accomplishment and why? 18. Career Disappointment What has been the biggest disappointment in your career and what did you learn from it? 19. Candidate Questions That ends our questions for the night. Now it's your turn. Are there any questions you would like to ask us? 52 Candidate Name Date Interview Score Sheet Directions: Insert a score for each section. Space for notes is below each section. a� o � � o � 1. Introductions 10 8 6 4 2 2. Management 10 8 6 4 2 3. Financial Management Skills 10 8 6 4 2 t onnnrnunr ft,y PamwadijWnrn Assodial.es,➢C.➢C.t 53 4. Community & Econ. Development 10 8 6 4 2 5. External Relations 10 8 6 4 2 6. Personnel Management 10 8 6 4 2 o rturnun ill➢IlamwadilWn i Associal.es,➢C.➢C.0 54 7. Board-Manager Relations 10 8 6 4 2 8. Operations & Service Delivery 10 8 6 4 2 9. Grant Writing 10 8 6 4 2 o rturnun ill➢IlamwadilWn i Associal.es,➢C.➢C.c 55 10. Citizen Relations/Communications 10 8 6 4 2 11. Responsibilities/Authority Responsibilities/Authority 10 8 6 4 2 12. Candidate Questions 10 8 6 4 2 TOTAL o rturnun ill PamwadilWn i Associal.es,➢C.➢C.0 56 1 Saddleback Plymouth, Massachusetts 02360 Natick Town Administrator Assessment Questions December 31, 2017 Below are three assessment questions that you are asked to address. Each question should be answered in 1-2 pages. Where possible cite specific examples from your own experience in responding to the questions. These responses should be emailed back to y c co ara .co by 5:00 PM on January 14tn. Essay Questions 1. During the process of this search, Natick has identified the importance of leadership skills in its next Town Administrator. If you were to be appointed to the position of Natick Town Administrator, how would you promote a shared vision for Natick's future and then work to gain support for that vision from various stakeholder groups? What methods would you use in keeping employees, local officials, residents, and the business community of the Town informed, connected, and empowered as plans and projects related to the shared vision move forward? How would you increase the engagement of newer residents and promote efforts for collaboration between the community's longtime and newer residents? Cite specific examples of efforts that you have undertaken in previous positions to illustrate your approach to this issue. 2. The Natick Town Administrator must be a dynamic leader who has a proven track record of building a strong management team. This skill and experience is particularly important as Natick, like other communities, faces a changing workforce as experienced staff moves into retirement. Please describe the process and practices utilized by you to develop, support, and measure the effectiveness of the Management Team in other communities in which you served? Include in your comments elements of training and development, team meeting models, communication methods, and means of holding team members accountable. m MM .�NFT PARADIGM . SSOCIA'17ES, LLC 57 3. Managing personnel issues within an organization is often a difficult balancing act that requires great care to insure that each individual employee contributes to their maximum effectiveness, and feels connected to the overall mission of the organization. Often, different personality types and informal groups that establish themselves complicate this challenge. As the leader of an organization you could encounter a situation like this: Joe Smith has been working for the Town in the Public Works Department for 18 years. He has always received very positive performance evaluations and has been promoted twice based on his work ethic, performance, and job knowledge. Everyone likes Joe. He is quick to lend a hand on work projects and to offer his help off hours for people's personal issues (helping people move, volunteering at fundraising events, etc.). His family is also extremely well liked throughout the community. His mother was the High School's Nurse for 30 years. Several years ago, Joe's wife tragically passed away. Recently, Mary was hired as a new employee at the Community Center, which is maintained by the DPW Division in which Joe works. Joe and Mary quickly developed a friendly relationship based upon some mutual interests. However, Joe's interest in a different type of relationship became quickly apparent and was politely dismissed by Mary. Joe's efforts became more intense, including unexpected visits to her home and attendance at after- work gatherings and events Mary had typically attended but that Joe had previously eschewed. Mary made complaints to the DPW Director that resulted in disciplinary warnings to Joe, but the behavior continued. The matter is now presented to you as Town Administrator. Describe the various considerations you need to make, and explain in detail how you would handle this matter particularly in relation to those considerations. m MM T II iU i �M . SSOC. NF iA'17ES, LLC 58 C.0111,111,111fl,ty Paradigm, Associates, 1 Saddleback Plymouth, Massachusetts 02360 Memorandum To: Amherst Select Board From: Bernard Lynch Date: March 9, 2016 Re: Search Status and Proposed Select Board Interview Process The purpose of this memo is to provide the Select Board with a status report on the Town Manager search, and propose a plan for the Select Board Interview Process that will occur after the Screening Committee finishes its work, and will hopefully result in the selection of a Town Manager for Amherst that can successfully continue moving the Town forward. I present the plan at this time so that we can all set aside the necessary time in our schedules. Status We had a very productive initial meeting with the appointed Screening Committee on March 2nd. The Committee is very impressive in its backgrounds, experiences, and commitment to the Town and task at hand. The members appointed a Chair and Clerk after which,we reviewed the process, set several meeting dates for interviews and deliberations, and discussed interview questions. The committee made a number of recommendations of questions that would delve further into some of the finer points of the Position Profile, and help the members in narrowing the preliminary field of candidates to the finalists. As of today I have received 38 resumes of candidates that objectively meet the requirements of the position and I am expecting another 4-5 by the deadline. I am very pleased with the results of our efforts to bolster the applicant pool through outreach and recruiting. I will work to narrow the field to the 8 or 9 that will be interviewed by the Screening Committee. We also have another 24 candidates that have applied but do not in any way meet the requirements of the position. The Screening Committee will be receiving the resumes of the candidates to be interviewed during the week of March 14th with interviews planned for the week of March 21St and the 28th. The Committee will narrow the field to the potential finalists and I will perform background reviews, with the final decision on finalists for the Select Board planned for the first week of April, and presentation of names on April 11th. t rturnunr flY➢IlamwadilWn i Associal.es,➢C.➢C.c 59 Select Board Interview Process After the Select Board receives the names of finalists on April 11th we will work to set up the interviews for the week of April 25th. It is our goal that the process be quite comprehensive to elicit the most information from the finalists as to their skills, experience, style and overall fit with the Amherst community. As part of the process the Select Board is the ultimate decision maker but we want to also include the public and staff within the process. Accordingly, working with Peter Hechenbleikner and Deb Radway, I am suggesting the following format. We are setting aside each day during the week of April 25th with finalists coming to Amherst beginning on that Monday and each day thereafter as needed. The Interview Day(s) will consist of the following: 9:00 AM Meet with the Select Board for a relatively quick introductory session to say hello, learn a little bit about the candidate in a relatively informal setting 10:OOAM Finalist receives a tour of the Town visiting key facilities and sites in the Town and meeting some key staff. 12:30PM Lunch (with?????) 2:OOPM Break 3:OOPM Community Meeting to introduce to the public and any staff and hear about issues and receive questions. 4:30PM Break 6:30PM Formal Interview with the Select Board for approximately two hours. I plan to provide the Board with some suggested questions relating to skills, experiences and some Amherst specific issues that can drive the discussion. It is anticipated that the Select Board will be able to reach a decision on appointing the Town Manager at their meeting on May 2nd at which time the Town and the selected candidate can commence negotiations for an employment agreement. Please feel free to give me your thoughts on the process as outlined so that we adequately meet your expectations and ensure that the Board obtains the best outcome.And, please contact me with any questions you might have pertaining to the status of the search, or the proposed process. t rturnunr flY➢IlamwadilWn i Associal.es,➢C.➢C.c 60 Town of Hamilton DU Hq/ NE '•` TOWN MANAGER FINALISTS Application Materials and References Report July 24, 2018 COMMUNITYI ASSOCIATES, LL 61 Joseph Domelowicz Joseph Domelowicz is currently serving as Assistant Town Manager in Winthrop (population 18,000), which has an operating budget of$59.47 million. He assists in the oversight of departments, budget development, capital improvement project priorities, managing large planning projects, and seeking and managing state and federal grants. He also is responsible for economic development planning as well as energy management and planning. Prior to that, he was an energy assurance analyst/project coordinator for URS Corp., which is an international engineering and consulting corporation. He has also worked for the Metropolitan Area Planning Council as a senior municipal services coordinator. Earlier in his career, he worked as a newspaper reporter/editor for about 12 years. Mr. Domelowicz holds a bachelor's degree in English from State University of New York at Buffalo and a master's degree in Public Affairs from UMass Boston. Reference Comments The following reference comments were provided by five individuals currently serving as appointed officials and/or department heads in Winthrop, North Andover, and Swampscott as well as a high-ranking member of Governor Baker's administration. Mr. Domelowicz is described as someone who excels at managing projects, problems, and people. References said he knows how to assess projects and tasks, and understands the resources, needs, and how to get a job done. He is described as someone with solid contacts at the state and community level. References said he is considered a key person in Winthrop who served as a great asset to the interim town manager there. References said he is good at managing people, including department heads. He is said to have strong listening skills and knows how to talk to people. References described Mr. Domelowicz as thoughtful, well spoken, meticulous, a hard worker, dedicated, and an excellent writer. References said he is well liked by fellow staff members and is willing to roll up his sleeves and do whatever the job requires. As chairman of the Article 6 Committee in Swampscott, which is a committee set up to explore regionalization, consolidation, outsourcing, and better service delivery for the same or lower costs, Mr. Domelowicz is said to be a top contributor to the team and someone who is savvy, creative, passionate, and committed. He is described as being highly approachable, innovative, decisive, and collaborative. Mr. Domelowicz is experienced at grant writing, good at providing a different perspective, and understands conservation laws and the need to protect natural resources, a reference said. He is good at team building, is a consensus builder, and understands municipal government, according to his references. fmoninuAmrmity 1.1 it diigni Associates Town Manager Finalist References 62 As a Town Meeting member in Swampscott, Mr. Domelowicz is described as someone who can read other people and a room well, that he encourages others to share and discuss ideas, and that he is a person with whom others enjoy working. One reference, who is well acquainted with Mr. Domelowicz's work in Winthrop, Chelsea and Swampscott, described him as someone who is extremely approachable and very inclusive. The reference said he has great communication skills, looks to find consensus on issues, and is willing and able to ask others' advice when he doesn't know the answer. He said he is a good team player and seeks to build consensus. The member of Governor Baker's administration described Mr. Domelowicz as being skilled at relationship building, engaging, talented, and a good communicator. The state official said he appointed Mr. Domelowicz to a state board and relied on him to gather important data and information that served to help him make informed decisions. The reference said he could count on Mr. Domelowicz to always do the right thing regardless of any political or outside pressure. The state official said Mr. Domelowicz is committed to the profession of municipal management, is someone upon whom others can rely, and is an "awesome" person and professional. fmoniniumrmity 1.1 it diigni Associates Town Manager Finalist References 63 Christine Lindberg Christine Lindberg currently serves as Director of Human Resources for the Town of Dracut, Mass., (population 30,000) with 172 full-time equivalent employees. She is responsible for all Human Resource functions, including new hires, terminations, injured on duty, workers compensation, and other personnel issues; assists with collective bargaining negotiations and labor/management meetings; and ensures the Town is in compliance with all state and federal regulations and employment laws. Prior to that, she was Chief Aide to the Town Manager in Salisbury, Mass., for four years, served as Assistant to the Town Manager in Hamilton, Mass., for about four years, and worked in the Scheduling Office of the Governor of Massachusetts. Ms. Lindberg holds a bachelor's degree in political science from Salem State College, a master's in public administration from Suffolk University, and a certificate in local government leadership and management from Suffolk University's Moakley Center for Public Management. Reference Comments The following reference comments were provided by four individuals, including a former Hamilton Town Administrator, a municipal attorney who serves on a town Finance Committee, a public school system Finance Director/Business Manager, and a Finance Director/Town Accountant in another community. Ms. Lindberg is said to have an incredibly strong skillset within the municipal management world and serves as a resource for other municipal professionals. References noted that she has a diverse background within municipal government, including planning, human resources, and general municipal management as well as having served as an elected official (including Board of Selectmen and Planning Board), giving her the ability to understand both the elected/appointed and staff perspective. References said Ms. Lindberg has experience negotiating contracts, working with unions, and developing municipal budgets. She is described as thoughtful, open, approachable, kind, caring but firm, a strong listener, honest, diligent, hard-working, intelligent with a great capacity to learn, considerate, engaging, and knowledgeable. References said she has strong leadership skills, is very action-oriented, and is an excellent team builder who becomes immersed in a community. Ms. Lindberg is said to have vision, sets achievable goals, and holds herself and team members accountable for achieving those goals. References said she is easy to work with and is responsive, respectful, personable, and approachable. Ms. Lindberg is reported to have experience with the financial oversight of large projects, including the construction of a new school in Middleton, as well as with general municipal finances. fmoninuAmrmity 1.1 it diigni Associates Town Manager Finalist References 64 Ms. Lindberg is reported to have handled virtually all aspects of municipal operations. She has been a key participant in the collaborative budgeting process with the administration, department heads, and Board of Selectmen in Middleton. References said she has tremendous understanding of zoning and development concepts, in part due to her time on the Planning Board in Middleton. References said she would be a great asset to any municipality. References said Ms. Lindberg has tremendous knowledge of municipal human resource laws and regulations, of municipal statutes, and of municipal best practices. She is considered highly knowledgeable and a "go-to" person by colleagues as a sounding board for ideas, processes, and practices. She is described as enthusiastic, energetic, articulate, highly capable, very collaborative, a self-starter, skilled researcher, team player, very good writer, adaptable, and a lifelong learner. fmoniniumrmity 1.1 it diigni Associates Town Manager Finalist References 65 Ronald San Angelo Ronald San Angelo currently serves as Town Manager of Southbridge, Mass., (population 16,700), which has a budget of$58 million and 130+ municipal employees. Since July 2015, he has been responsible for the activities, operations, programs, and services of the town government. Prior to that role, he served as the Town Administrator of Hanson, Mass., (population 10,300), with a budget of$22 million and 100+ municipal employees. Prior to that he was a Senior Technology Project Manager at CGI — Information Technology and Business Process in Andover, Mass., and as a Project Manager/Manager at the Connecticut Department of Information Technology. In an earlier role, he was the Mayor (with Town Manager powers) of Naugatuck, Conn., (population 32,000), with a budget of$85 million and 200+ employees, including 20 direct reports. He holds a bachelor's degree in business administration from Central Connecticut State University and is a certified Project Management Professional. Reference Comments The following reference comments were provided by three individuals who have served as elected officials (Board of Selectmen/Town Council/State Representative) in Hanson and Southbridge in Massachusetts, and in Naugatuck, Connecticut. References for Mr. San Angelo said he engages well with citizens, board and committee members, and staff, is a skilled listener, is attentive to others' needs and concerns, is a team builder, and a morale builder. He is said to listen to a community and works hard to provide the services and resources the community needs to grow and succeed. One reference said that Mr. San Angelo reaches across cultures and strives to serve underserved communities. The reference pointed to a park and playground in an underserved, lower income area in Southbridge that the reference said was given short shrift for at least 25 years, noting that Mr. San Angelo worked hard to secure $75,000 in funding to improve the park and playground for area residents. This reference also noted that Mr. San Angelo removed one-time revenues from the town's operating budget and successfully pushed the town to use free cash only for capital expenses, getting the finances "heading in the right direction." Mr. San Angelo is described as having strong listening skills, top-notch financial management skills, and an ability to build strong teams. He is said to be energetic, enthusiastic, caring, respectful, dedicated, fair, and flexible. References said Mr. San Angelo trusts his department heads and relies on them to provide expert opinions and information. He is said to work closely with elected and appointed boards and committees, including the Finance Committee, and is called "community oriented." One reference pointed out that Mr. San Angelo created and organized the Hanson Family Fun Day, during which police, fire, DPW, and vendors have vehicles on display and engage in games and activities with residents in a fair/festival atmosphere. fmoninuAmrmity 1.1 it diigni Associates Town Manager Finalist References 66 References said one of Mr. San Angelo's strong points is his ability to bring people together and to build strong working teams. He is said to be understanding, considerate, passionate, committed, professional, and focused. References said he puts his heart and mind into the job and is good at getting people to come to compromises. He is said to be experienced with economic development and enjoys exploring other communities to see what businesses and/or economic ideas might work in his community. References said Mr. San Angelo is good at working with people on both sides of an issue or political spectrum, is good at presenting information to boards/committees and community members, and is seen as a leader by community members and staff. fmoniniumrmity 1.1 it diigni Associates Town Manager Finalist References 67 Completion of the Town's contractual Certifications and Statements as provided and required within the RFP package Attached: • Tax Compliance Certification • Certificate of Corporate Authority • Certificate of Non-Collusion • Statement regarding Legal Proceedings • Certification of Insurance Coverage 68 4 TAX COMPLIANCE CERTIFICATION b Pursuant to M.G.L. c.62C, §49A, I certify under the penalties of perjury that, to the best of my knowledge and belief, the below named business is in compliance with all laws of the g p Commonwealth relating to taxes, reporting of employees and contractors, and withholding and remitting child support. 4 February 4 2019 � (Date) (Signature of ipAviclual submitting quote) Bernard Lynch, Principal/Manager (Printed name of person signing quote) Community Paradigm Associates, LLC (Name of Business) 1 Saddleback, Plymouth, MA 02360 (Business Address) 978-621-6733 (Business Phone Number) r i 5 MUST BE RETURNED SIGNED WITH THE QUOTE PACKAGE 8 69 i t L i CERTIFICATE OF CORPORATE AUTHORITY The principal, officer or person to sign below pledges under penalties of perjury, that he or she has been designated by the owner(s) or the Board of Directors of the below named firm as an authorized representative. ,,.....- ..... ,> February 4, 2019 (Date) (Signature of indi, ° al submitting quote) Bernard Lynch, Principal/Manager (Printed name of person signing quote) Community Paradigm Associates, LLC (Name of Business) l 1 Saddleback, Plymouth,MA 02360 (Business Address) i r 978-621-6733 (Business Phone Number) I. MUST BE RETURNED SIGNED WITH THE QUOTE PACKAGE 9 y 70 F s i NON-COLLUSION STATEMENT CONTRACTOR'S CERTIFICATION IN QUOTE TO BE ATTACHED TO CONTRACT 4 Any person submitting a Quote for the procurement or disposal of supplies and services to any governmental body shall certify in writing, on the Quote, as follows: l "The undersigned certifies under penalties of perjury that this Quote has been made and submitted in good faith and without collusion or fraud with any other person. As used in this p y p r;i , business, partnership, cort�o�ration, union, comrnittee, club)or otne-ro"r an z� r � entity or group of individuals." mow. ... February 4, 2019I �Illll 0 (Date) (Signature of i, 'dual submitting quote) R� Bernard Lynch, Principal/Manager (Printed name of person signing quote) x Community Paradigm Associates, LLC (Name of Business) 1 Saddleback, Plymouth, MA 02360 (Business Address) 978-621-6733 (Business Phone Number) MUST BE RETURNED SIGNED WITH THE QUOTE PACKAGE 10 71 1 SIGNATURE PAGE The applicant hereby certifies that: 1. The applicant has not given, offered, or agreed to give any gift, contribution, or offer of employment as an inducement for, or in connection with, the award of contract for these services; 2. No consultant to, or subcontractor for the applicant has given, offered, or agreed to give any gift, contribution or offer of employment to the applicant, or to any other person, corporation, or entity as an inducement for, or in connection with, the award to the consultant or subcontractor of a contract by the applicant; and 3. That no person, corporation, or, other entity other than a bona fide full-time employee of the applicant has been retained or hired to solicit for, or in any way assist the applicant in obtaining the contract for services upon an agreement or understanding that such person, corporation, or entity be paid a fee or other compensation contingent upon the award of y the contract to the applicant. I hereby attest with full knowledge of the penalties for perjury, as in accordance with Massachusetts G.L. C.7, S.38E that all information provided in this application for services is correct. 1 Community Paradigm Associates, LLS (Firm Submitting Quote) Bernard Lynch it ( person sigmng..ciuofe .., Printed name of erso (Signa� "~..m . Principal/Manager (Title) _February 4, 2019 (Date) It MUST BE RETURNED SIGNED WITH THE QUOTE PACKAGE 11 72 COMMUNITY PARADIGM ASSOCIATES, LL February 4, 2019 Town of North Andover 120 Main Street North Andover, MA 01845 To Whom It May Concern: oroYconcludeda adversely',Ass within t � LC, s had no legal or administrative proceedings, pending past five (5) years, which relate to the applicant's performance of this type ofwork"," I� .. ' Community Lynch, Principal/Manager ar � .. unity Paradigm Associates, LLC .............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. 0n Saddleback,Plymouth,MA 02360 www.communityparadigm.com 73 711/14/2018 E(MM/DD/YYYY) ACCORD® CERTIFICATE OF LIABILITY INSURANCE THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER,AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED,the policy(ies)must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER CONTACT Kobelenz NAME: Debora Fred C. Church Insurance PHONE FAx 41 Wellman Street A/c No Ext:978-322-7287 A/C,No):978-454-1865 Lowell MA 01851 ADDRESS: dkobelenz@fredcchurch.com INSURER(S)AFFORDING COVERAGE NAIC# INSURER A:Mount Vernon Fire Insurance Company 26522 INSURED COMMPAR-01 INSURER B Community Paradigm Associates, LLC 1 Saddleback INSURERC: Plymouth MA 02360 INSURER D: INSURER E: INSURER F: COVERAGES CERTIFICATE NUMBER:541570982 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES.LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR TYPE OF INSURANCE ADDL SUBR POLICY EFF POLICY EXP LIMITS LTR INSD WVD POLICYNUMBER MWDD/YYYY MWDD/YYYY A X COMMERCIAL GENERAL LIABILITY PPP2550692 10/5/2018 10/5/2019 EACH OCCURRENCE $1,000,000 CLAIMS-MADE OCCUR DAMAGE TO RENTED PREMISES Ea occurrence $300,000 MED EXP(Any one person) $10,000 PERSONAL&ADV INJURY $1,000,000 GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $2,000,000 POLICY❑ PRO ❑ JECT LOC PRODUCTS-COMP/OP AGG $2,000,000 X OTHER: $ AUTOMOBILE LIABILITY COMBINED SINGLE LIMIT $ Ea accident ANY AUTO BODILY INJURY(Per person) $ OWNED SCHEDULED BODILY INJURY(Per accident) $ AUTOS ONLY AUTOS HIRED NON-OWNED PROPERTY DAMAGE $ AUTOS ONLY AUTOS ONLY Per accident A X UMBRELLA LIAB X OCCUR XL2558186 10/5/2018 10/5/2019 EACH OCCURRENCE $2,000,000 EXCESS LAB CLAIMS-MADE AGGREGATE $2,000,000 DED RETENTION$ $ WORKERS COMPENSATION PER OTH- AND EMPLOYERS'LIABILITY Y/N STATUTE ER ANYPROPRIETOR/PARTNER/EXECUTIVE E.L.EACH ACCIDENT $ OFFICE R/M EMBER EXCLUDED? ❑ N/A (Mandatory in NH) E.L.DISEASE-EA EMPLOYEE $ If yes,describe under DESCRIPTION OF OPERATIONS below E.L.DISEASE-POLICY LIMIT $ A Professional Liability PPP2550692 10/5/2018 10/5/2019 $1,000,000 Each Claim Claims Made $2,000,000 Aggregate Full Prior Acts $2,500 Retention DESCRIPTION OF OPERATIONS/LOCATIONS/VEHICLES (ACORD 101,Additional Remarks Schedule,may be attached if more space is required) CERTIFICATE HOLDER CANCELLATION SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE @ 1988-2015 ACORD CORPORATION. All rights reserved. ACORD 25(2016/03) The ACORD name and logo are registered marks of ACORD 74 Price Proposal A price proposal has been prepared for the described scope of services and includes the cost of advertising, and optional add-on costs. 75 COMMUNITY PARADIGM ASSOCIATES, LLC Town of North Andover DETAILED PROJECT BUDGET Consulting Fee* $ 11,500 Advertising Costs $ 700 Consultant Travel $ 0 Estimated Miscellaneous (copies, printing, etc.) $ 150 Total $ 12,350. Coordinate and attend candidate site visit: $800 ................................................... MMM I jNHY PARADIGM ASSO ( 1A]ES One Saddleback,Plymouth,MA 02360 www.communityparadigm.com 76 \ \... \ \ \ \ \ \,. \ \\101 \. Community Parad -gm D --feren*-%e Extensive Municipal Experience Extensive and Current Network Detailed Position Description Preparation Community Engagement Advise Beyond Recruitment Customize to Meet Expectations and Needs Selling the Town and the Position Recent Experience with the market zmMorrissey Boulevard Boston,mwo212o31am3 ��7,rA EDWARD J, COLUNS, JR. CENTIER FOR PUBLIC MANAGEMENT p: o1728/A824 UMASS JoxmvxWuonMxcwGn^ouxrsaoxmo/OF: POLICY AND GLOBAL aTuo|ca F: 617.287s566 BOSTON umwcnS|Tvormxssxn*uscnS BosTnm m000rmanxumuomu/oonto,s/onm | oomos cencemwumu.edu February 6, 2O19 Board ofSelectmen Town of North Andover Town Hall 12O Main Street North Andover, MAO1845 Dear Board Members: The Edward J. Collins, ]r Center for Public Management (Center) was established in July 2008 at the McCormack Graduate School of Policy and Global Studies to further the public service mission of the University of Massachusetts Boston. The Center is a vehicle to provide assistance to municipalities and state agencies tohelp improve public management. As part of the Center's work it has established an executive recruitment practice in the belief that helping public organizations select the best leaders will result in increased organizational effectiveness. The Center recognizes that the manner in which this search is carried out as well as the outcome will serve as a signal to residents of the Tovvn'a open and transparent approach to governance. The Center is pleased to provide this response to the Tovvn'a Request for Quotes for an executive recruiting consultant for the Town Manager for the Town of North Andover. The Center has conducted over 70suooessfu| recruitments in Massachusetts for top-level municipal, regional and school district officials. A comprehensive list of Center recruitment engagements is attached. The Center team will include MaryAioardi and Robert Halpin. Mary has worked almost three decades in the public sector human resources and labor relations arena. She has extensive experience in recruitment and has assisted clients in the recruitment of candidates from underrepresented populations. Bob is the recently retired Town Manager ofFramingham, and has held many public sector roles, including serving as the North Andover Town Manager. Please be advised that transactions with the Commonwealth, including the University, are exempt from the provisions of Chapter 3013, the Uniform Municipal Procurement Act (Section 1 (b)(4)). However, in accordance with the Request for Quotes, we have provided the requested forms. We are available to begin this month. The Center looks forward to working with the Town on this important endeavor. Sincerely, Stephen McGoldrick Director REQUIREMENTS OF THE REQUEST FOR QUOTES 1. Contact Information Edward J. Collins, Jr. Center for Public Management University of Massachusetts Boston 100 Morrissey Blvd Boston, MA 02125 Director: Stephen McGoldrick Email: Stephen.McGoldrick@umb.edu Direct Phone: 617-306-3129 Recruitment Project Manager: Mary Flanders Aicardi Email: Mary.Aicardi@umb.edu Direct Phone: 508-215-8992 Recruitment Team Member: Robert Halpin Email: Robert.Halpin@umb.edu Direct Phone: 978-314-7484 2. Resumes of Project Team (Attached) 3. List of Projects (Attached) 4. References City of Brockton—Chief Financial Officer and Personnel Town of Barnstable—Town Manager Director Population:47,000 Population: 94,000 John Flores,Town Councilor,Chair of Screening Mayor William Carpenter Committee mayor@cobma.us JohnFlores305l@gmaii.com 508-580-2173 617-686-6916 City of Chelsea—City Manager Town of Dracut—Town Manager Population: 32,792 Population: 29,385 City Councilor Leo Robinson Tom Bomil Screening Committee Iroboinson@chelseama.gov Tombosh55@comcast.net 617-791-6758 Town of South Hadley—Town Administrator Town of East Longmeadow—Town Manager Jennifer Wolowicz,Asst.Town Administrator/HR Director Joe Ford Screening Committee Chair,Town Council Population: 17,034 Population: 15,000 jwolowicz@southhadleyma.gov joe.ford@eastlongmeadowma.gov 413-538-5017 ext. 129 413-478-5847 Town of Norwell—Town Administrator Town of Millbury—Town Manager Ellen Allen,Chair Board of Selectmen,Screening Committee Dr. David Roach,Chair,Screening Committee Population: 10,369 Population: 13,600 ellenallennorwell@comcast.net Droach40@gmaii.com 508-659-8000 508-865-0520 5. Outside Vendors The Center uses the services of a vendor to conduct CORI, Educational and Credit Checks: Accent Investigations, LLC, P.O. Box 35, North Attleboro, MA 02761. 888-889-5248 6. Statement of Scope of service (Attached) 7. Legal/Administrative proceedings. The Center has had no legal or administrative proceedings filed against the organization since being created in 2008. 8. Certifications of Insurance. The Center is an entity within the University of Massachusetts.The University of Massachusetts is an agency of the Commonwealth of Massachusetts. 9. Profile (Attached) 10. Costs $8,500 Professional fee; includes consultant travel and printing costs $600 ICMA and MMA advertisements (approximate, depending length of ad) May be paid directly by the Town if preferable. $350 Cost for criminal, education and credit checks for each finalist. Personal and professional reference checks are included in professional fee Miscellaneous Screening Committee expenses, including the cost of refreshments, are to be paid directly by the Town. 11. Brochure (Attached) 12: Required Forms with notes as indicated for a government entity. (Attached) ATTACHMENT FOR ITEM #2 — RESUMES Mary Flanders Aicardi, MPA 11 Whippoorwill Drive,Shrewsbury,MA 01545 508-215-8992—Mary.AicardiCa@umb.edu BACKGROUND Mary is an experienced human resources and labor relations professional who began her public sector career when she was a graduate student working as a Labor Relations Graduate Intern for the Massachusetts Highway Department. Since then, she has worked for a variety of organizations in management roles and as a consultant. She brings 25+ years of experience to her work. Since joining the Collins Center for Public Management in 2009, Mary has grown the human resources practice from recruitments and organizational studies to a full-service human resources practice including recruitment, classification and compensation studies, training and development, executive coaching, and human resources structural and policy reviews. WORK EXPERIENCE • Practice Leader for Human Resources, Collins Center for Public Management 2009—Present • Consultant/Interim Human Resources Director—Town of Braintree 2008-2009 • Independent Human Resources & Labor Relations Consultant 2004—2009 • Interim Human Resources Director, Lasell College, Newton, MA 2010(5 months) • Personnel Director,Town of Watertown, MA 1995 -2004 • Asst. Personnel Director,Town of Barnstable, MA 1992 - 1995 • Employee Relations Management Intern,Town of Wellesley, MA Summer 1992 • Organizing Apprentice, A.F.S.C.M.E., Dekalb, IL Fall 1991 • Labor Relations/Personnel Management Graduate Intern, MA Highway Dept. 1990- 1991 • Recruiter of Volunteers, Friends of the Elderly, Roxbury, MA 1987 - 1989 EDUCATION University of Massachusetts at Amherst Master's degree in Public Administration Bachelor of Arts, Political Science TRAIN I N G/C E RTI FI CATI O N MCAD Certified Trainer for Discrimination and Sexual Harassment Prevention 2002 Certified as a Train the Trainer in Continuous Quality Improvement(CQI) 1994 Trained as a Union Organizer at the Meany Center in Silver Springs, MD 1991 PROFESSIONAL AND COMMUNITY ASSOCIATIONS Management Member,Joint Labor Management Committee Elected Town Meeting Member,Town of Shrewsbury President, Shrewsbury Education Foundation Board Member and Past Chair, Massachusetts Municipal Personnel Association Treasurer, Shrewsbury Girl Scouts,Troop 30325 (past) Religious Education Instructor ROBERT HALPIN, MPA 192 Boston Post Road No. 17 Sudbury MA 01776 II::. . . ..1:: . .�..1 ....!"i...F..�i p:. .:.. . .. . 978-314-7484 Community Engagement I Strategic Management I Management Services EXPERIENCE 2018—Present Senior Associate, Edward J. Collins,Jr. Center for Public Management, University of Massachusetts at Boston 2012—2018 Town Manager,Town of Framingham, MA and Special Advisor to the Mayor, City of Framingham, MA. 2010—2012 Consultant, Economic Development and Clean Energy Industry Collaboration 2000—2010 President, Merrimack Valley Economic Development Council, Inc. 1996—2000 Town Manager,Town of North Andover, MA 1985—1996 Town Manager,Town of Westford, MA. 1978—1985 Executive Secretary,Town of Pepperell, MA. EDUCATION Master of Public Administration, Suffolk University, Sawyer School of Management, Boston, MA Bachelor of Art, Community Planning and Management, University of Massachusetts at Boston PROFESSIONAL ASSOCIATIONS Member, International City/County Management Association Member and Past President, Massachusetts Municipal Management Association Former Member, Board of Directors, Massachusetts Municipal Association Former Member, Massachusetts Local Government Advisory Committee Former Member, Massachusetts Joint Labor/Management Committee RECOGNITIONS AND AWARDS President's Award, United Way of Tri-County MA. (2013) Citizen of the Year, Framingham Rotary Club, (2014) 10 to Watch in Metro West' Massachusetts, Worcester Business Journal, (2015) ATTACHMENT FOR ITEM #3 — LIST OF PROJECTS Barnstable County County County Administrator Barnstable Municipality Town Manager Belmont Municipality Town Administrator Beverly Public Schools School District Superintendent Brewster Municipality Town Administrator Bridgewater Municipality Town Manager Brockton Municipality Chief Financial Officer Brockton Municipality Human Resources Director Burlington Municipality Town Administrator Cambridge Municipality Director of Traffic, Parking,and Transportation Carver Municipality Town Administrator Central Massachusetts Regional Regional Entity Executive Director Planning Council Chatham Municipality Town Manager Chelsea Municipality City Manager Chelsea Public Schools School District Executive Director of Administration and Finance Cohasset Municipality Town Manager Dover Municipality Town Administrator Dracut Municipality Town Manager East Longmeadow Municipality Town Manager EDCO Collaborative Regional Entity Executive Director Erving Municipality Town Administrator Essex Regional Retirement Board Retirement Board Executive Director Fairhaven Municipality Town Administrator Foxborough Municipality Town Manager Framingham Municipality Town Manager Franklin Regional Council of Regional Entity Finance Director Governments Great Barrington Municipality Town Manager Hanover Municipality Town Manager Holliston Municipality Town Administrator Longmeadow Municipality Town Manager Lynn Municipality Chief Financial Officer Lynn Municipality Human Resources Director Mansfield Municipality Town Manager Marblehead Municipality Town Administrator Martha's Vineyard Commission Regional Entity Executive Director Mashpee Municipality Town Manager Medford Housing Authority Housing Authority Executive Director(2012 and 2016) Medway Municipality Town Administrator Millbury Municipality Town Manager Millis Municipality Town Administrator New Bedford Municipality Chief Financial Officer North Reading Municipality Town Administrator Northfield Municipality Town Administrator Norwell Municipality Town Administrator Plymouth Municipality Town Manager Princeton Municipality Town Administrator(2009 and 2015) Reading Municipality Town Manager Rutland Municipality Town Administrator Salem Public Schools School District 3 Principals Salem Public Schools School District Executive Director for Pupil Personnel Services Sharon Municipality Town Administrator Sherborn Municipality Town Administrator Somerville Public Schools School District High School Headmaster Somerville Retirement Board Retirement Board Executive Director South Hadley Municipality Town Administrator Southampton Municipality Town Administrator Southbridge Municipality Town Manager Southfield Redevelopment Authority Regional Entity Executive Director Springfield Municipality Chief Administrative and Financial Officer Stoneham Municipality Town Administrator Sudbury Public Schools School District Superintendent Templeton Municipality Town Administrator Topsfield Municipality Town Administrator Walpole Municipality Town Administrator Westport Public Schools School District Superintendent Wilbraham Municipality Town Administrator Winthrop Municipality Town Manager Worcester Municipality City Auditor and City Treasurer(two ositions Worcester Regional Transit Authority Regional Entity Administrator Yarmouth Municipality Town Administrator ATTACHMENT FOR ITEM #6 STATEMENT OF SERVICES Task One: Understanding the Town and Preparing a Profile The recruitment team begins the search with a simple question. What criteria would the organization use to determine that the appointment was successful? The recruitment team needs to learn how the organization works from the inside out. It wants to see the organization from the viewpoint of major stakeholders and to understand and document the major challenges facing the organization. Individual meetings will be held with the members of the Board of Selectmen and major stakeholders will be asked their views on the characteristics required for a new Town Manager to be successful. A meeting with Town staff will be held and at least two community forums will be conducted. Outcome: A Profile will be prepared for the Selectmen's approval. Once approved, the recruitment will commence using the Profile as a marketing tool for the position. Task Two: Networking and Recruitment of Candidates Standard advertising will be prepared and placed in various venues including the ICMA and MMA. At the same time, the recruitment team engages in networking activities using various outreach methods and extensive personal contacts. Often the best person for a job is not looking for a job which is why the Center's direct networking is a critical part of the process. To attract candidates, the unique challenges of the employment opportunity will be stressed. Work is conducted to find candidates that have faced challenges that are of similar magnitude and importance to those faced by the North Andover. Outcome: At the conclusion of networking, the applications from a pool of prospective candidates who best meet the Profile will be presented to the Screening Committee (the Center's assumption is that the Board of Selectmen will appoint a Screening Committee). Task Three: Screening, and Presentation of Paper Candidates The Center will meet with the Screening Committee to plan the review process. The Center will provide guidance to the Screening Committee on issues of confidentiality and avoiding social media searches. The Center will help establish a set of standardized questions to be asked of all candidates in accordance with MCAD guidelines. The Center will work with the Screening Committee to evaluate applications and conduct preliminary interviews in accordance with the Massachusetts Open Meeting Law. Typically, the Screening Committee is given a charge from the Board of Selectmen and the Profile to guide its work. The recruitment team will review the resumes of candidates with the Screening Committee to help it reach a decision on which candidates to invite for a preliminary interview. Outcome: Candidates to be invited for a preliminary interview will be identified. Task Four: Preliminary Interviews After candidates are selected for a preliminary interview, the recruitment team will schedule and facilitate the preliminary interviews. At the conclusion of the interviews the recruitment team will facilitate the Screening Committee's deliberations to identify potential finalists. Outcome: Screening Committee identification of tentative finalists. Task Five: Reference and Background Checking Reference checks of tentative finalists are extremely thorough. The recruitment team will speak with employers, professional peers, and subordinates, systematically posing the same questions to references for each potential finalist. At the Town's request the Center will arrange for credit, criminal history, and verification of educational credentials for the finalists. Outcome: Presentation of qualified well vetted candidates to the Board of Selectmen. Task Six: Guidance on Final Interviews and Selection The recruitment team will help the Board of Selectmen to plan its final interview process by providing guidance. The recruitment team will help the Board of Selectmen decide what process to follow and will help structure the discussion, suggest questions, and format. If requested, the recruitment team will schedule interviews with the Board of Selectmen. While the recruitment team is available to work to clarify issues, establish a framework, and facilitate communication, negotiating the conditions of employment is the sole responsibility of the Town. Outcome: A well-organized Final Interview and Selection Process The Town will be responsible for candidate expenses including out of state travel and lodging, advertising and background checks requested by the Town. TAX COMPLIANCE CERTIFICATION Pursuant to M.G.L. c.62C, §49A, I certify under the penalties of perjury that, to the best of my knowledge and belief, the below named business is in compliance with all laws of the Commonwealth relating to taxes, reporting of employees and contractors, and withholding and remitting child support. AS GOVERNMENTAL ENTITY THIS DOES NOT APPLY 2/6/19 3L"- xP" (Date) (Signature of individual submitting quote) Stephen McGoldrick (Printed name of person signing quote) Edward J. Collins, Jr. Center for Public Management (Name of Business) 100 Morrissey Blvd, Boston, MA 02125 (Business Address) 617 -287-4824 (Business Phone Number) MUST BE RETURNED SIGNED WITH THE QUOTE PACKAGE CERTIFICATE OF CORPORATE AUTHORITY The principal, officer or person to sign below pledges under penalties of perjury, that he or she has been designated by the owner(s) or the Board of Directors of the below named firm as an authorized representative. AS GOVERNMENTAL ENTITY THIS DOES NOT APPLY 2/6/19 W. P (Date) (Signature of individual submitting quote) Stephen McGoldrick (Printed name of person signing quote) Edward J. Collins, Jr. Center for Public Management (Name of Business) 100 Morrissey Blvd, Boston, MA 02125 (Business Address) 617-287-4824 (Business Phone Number) MUST BE RETURNED SIGNED WITH THE QUOTE PACKAGE 9 NON-COLLUSION STATEMENT CONTRACTOR'S CERTIFICATION IN QUOTE TO BE ATTACHED TO CONTRACT Any person submitting a Quote for the procurement or disposal of supplies and services to any governmental body shall certify in writing, on the Quote, as follows: "The undersigned certifies under penalties of perjury that this Quote has been made and submitted in good faith and without collusion or fraud with any other person. As used in this certification, the word "person" shall mean any natural person, business, partnership, corporation, union, committee, club, or other organization, entity or group of individuals." 2/6/19 (Date) (Signature of individual submitting quote) Stephen McGoldrick (Printed name of person signing quote) Edward J. Collins, Jr. Center for Public Management (Name of Business) 100 Morrissey Blvd, Boston, MA 02125 (Business Address) 617-287-4824 (Business Phone Number) MUST BE RETURNED SIGNED WITH THE QUOTE PACKAGE 10 SIGNATURE PAGE The applicant hereby certifies that: I. The applicant has not given, offered, or agreed to give any gift, contribution, or offer of employment as an inducement for, or in connection with, the award of contract for these services; 2. No consultant to, or subcontractor for the applicant has given, offered, or agreed to give any gift, contribution or offer of employment to the applicant, or to any other person, corporation, or entity as an inducement for, or in connection with, the award to the consultant or subcontractor of a contract by the applicant;and 3. That no person, corporation, or, other entity other than a bona fide full-time employee of the applicant has been retained or hired to solicit for, or in any way assist the applicant in obtaining the contract for services upon an agreement or understanding that such person, corporation, or entity be paid a fee or other compensation contingent upon the award of the contract to the applicant. I hereby attest with full knowledge of the penalties for perjury, as in accordance with Massachusetts G.L. C.7, S.38E that all information provided in this application for services is correct. Edward J. Collins, Jr. Center for Public Management (Firm Submitting Quote) Stephen McGoldrick (Printed name of person signing quote) (Signature) Director (Title) 2/6/19 (Date) MUST BE RETURNED SIGNED WITH THE QUOTE PACKAGE ATTACHMENT FOR ITEM #9 - PROFILE ATTACHMENT FOR ITEM #11- BROCHURE , / ' r r fcli Town of Millbury, Massachusetts ................... Blackstone 'VAlley l 1 ,�jj a DOII...UN W. INAcCCIIRMACK 1l::RX UA"F[:::: SGII....i0C)I..... GI:::: IIIII Illlf�ll' IIII� �U ' illlllllf�ll IIIII „ Illllillll , " illlllullll lllliiiiigIInII aind The Town of Millbury has retained the services of the IIIIP iin Iin i,: °� Edward J. Collins Jr. Center for Public Management at the University of Massachusetts Boston to assist in The Town governance structure consists of a five the Town's recruitment of a new Town Manager. This member Board of Selectmen elected for three year Profile draws upon our discussions with Selectmen, staggered terms, a Town Manager and Town Meeting department heads and Search Committee members.It as the legislative body. The current Board includes describes our understanding of the organization, the four members with significant town government challenges that lie ahead for the successful candidate, experience and one member elected in September and the professional and personal attributes an 2016. The position of Town Manager has become ideal candidate will possess. The position is vacant well established and respected. Three people have due to a retirement. For more information about the held the position on a permanent basis since the Town of Millbury please consult Millbury's web site approval of the current charter. The Town Manager (www.millbury-ma.org). is responsible for managing the operations of the Town and supervising all department heads. The °° °° Town Charter provisions, including the relevant IIIII IIIIf�II �' IIII IIII IIIIIIIIIIIII� ullll�„ amendment, describing the powers, duties and Millbury is located just south of Worcester and qualifications of the Town Manager is posted on the approximately 40 miles west of Boston. It shares Collins Center website. borders with Auburn, Sutton, Oxford and Grafton in addition to Worcester. Millbury is fortunate to have IIIII IIII IIIII""'"illll IIIII IIIIf�II two exits on the Massachusetts Turnpike,Interstate go. The town has earned an AA rating from Standard Millbury is a 19th century New England mill town & Poor's credit rating agency. Millbury had total sited at the source of water-power on the Upper General Fund revenues for FY 2016 of approximately Blackstone River and its tributaries. Millbury was $38 million, approximately $23 million of this was home to a significant number of textile factories from property taxes. The Town has a single tax rate some of which are still in operation and later to of$16.46 per thousand. Extensive information on the metal working and related industrial firms. Beyond Town's finances is available on the Town's web site the compact downtown and the areas adjacent to where the Comprehensive Annual Financial Report interstate highway exits the town's landscape is is posted and on the of the Division of Local Services pastoral, characterized by wooded hills and streams. website. In addition a recent offering statement is Millbury has its own school system comprising posted on the Collins Center website. about eighteen hundred students served by three elementaryschools: two H gh Sch ol. M schools bury has many multi-generational ° �I "' ICI III IIIII IIII mn IIIIIIIII °�ii fair families and is an attractive bedroom community Leadership. The Town Manager must sustain and with a suburban feel. Many young families have enhance the respect for the position that has emerged moved in because of the availability of housing. In since the position was established. The status of the 2013, the median income for a family was $67,105' Town Manager derives not only from the charter, close to the statewide average of $67,758. Data on but from his/her professionalism, demeanor, and the Town's demographic trends can be obtained superior substantive knowledge and communication from the Central Massachusetts Regional Planning skill.The Town Manager must use the inherent power Commission (www.cmrpc.org) and status of the position to help the Town develop a positive vision of its future, realize that vision, and The Town has a long history of active civic engagement celebrate the Town's accomplishments. This is not a which in 2000 produced a strong Town Manager strictly administrative position. charter that centralized administration of the town while continuing the tradition of New England Town Professionalism, Staff Development and Meeting as the legislative body.The Town's population Morale. The Town has well-regarded,highly skilled is approximately 14,00o and its land area is 16 square and professional department heads and key staff. miles. The Town has benefited from having professional managers and staff who have served the community for many years.Fully utilizing the considerable talents of staff, inspiring and establishing high performance standards and maintaining staff morale will be critical to the success of the new Town Manager. The Town Manager will need to work with department heads to establish performance measures for staff and operations as well as providing top-level support Capital Improvement and Master Plan. The for departmental programs, initiatives and projects. development of a bona fide Capital Improvement Building Capacity. The Town has a well-staffed Plan that identifies priority needs and revenue finance function and a human resource position has sources early in the new Town Manager's tenure been established with the view that this position will will be essential. Public Safety, Roads and Schools be filled by the new Town Manager. In addition, the are the dominant needs under discussion. The town Town has commenced an effort to update its Master last completed a Master Plan in 1998. The Capital Plan which was last formulated almost twenty years Improvement Plan and Master Plan process, which ago.The revised Master Plan will provide the basis for has already commenced, need to be linked closely land use and economic development decisions over and be broadly supported by the community. the next decade. There is a sense that Millbury is not fully utilizing its advantageous location to secure ���h��l " ��� ��� ��� I l��� development that can support the town's financial Millbury seeks a Town Manager who is an experienced requirements. Utilizing the current staff, a revised manager in an environment of similar complexity Master Plan and external resources the new Town who possesses strong leadership,communication and Manager will need to help the Town shape a pro- organizational skills. active development agenda and build the capacity to execute it. Millbury seeks a Town Manager with the energy,skill, creativity and experience to serve the community as Communication. Well-developed communication a leader; direct and manage the delivery of municipal skills in Millbury are essential. The next Town services;provide leadership to the Board of Selectmen Manager is expected to play a leadership role within in strategic and policy planning; provide leadership the civic community. Open, accurate and timely to departments and serve as the public face of the communication by the Town Manager with all Town municipality. government entities, with the public, the many volunteers and employees needs to be integrated Millbury seeks a Town Manager willing to commit to into the normal operational practices of the Town. a tenure long enough to build a multi-year approach In addition, the Town Manager must be able to to strategic planning and ensuring the sustainability engage the members of the Board of Selectmen and of the Town's service levels. The new Town Manager regional officials in an on-going dialogue about the must support regional solutions when that is in the critical issues that face the Town. In Millbury the Town's interest. Millbury needs a Town Manager who Town Manager is expected to participate in the civic can help set the stage for community-wide approaches life of the community and gain familiarity with the to addressing the Town's needs, approaches that concerns of citizens through direct interaction. In the produce sound outcomes and avoid polarization suite of communication skills,the ability to listen and within the town, while recognizing, respecting and discern the interests of boards, commissions, staff involving citizens. and individual citizens will be key. The following attributes will be important for Budget Planning and Preparation. Like all Millbury's next Town Manager to possess: Massachusetts municipalities, Millbury is facing Personal Attributes revenue constraints and growing cost pressures. The Town Manager must build and direct a strategic The next Town Manager needs to be able to: planning process that strikes an appropriate balance . Demonstrate leadership internally and externally. between long-term goals and short-term budget e Demonstrateun uestionedinte ' ri in interactions requirements. A significant amount of the Town q g with officials and citizens. Manager's time will be required to help forge town- wide strategies to bring these into balance. This task • Communicate effectively in all aspects of the must be addressed in the context of multi-year plans position and with all constituencies in the that consider the effects of the region's economy, the community. The successful candidate must be demographic trends affecting the Town and school direct, facilitative, and clear. district and unmet capital requirements. . Direct operating and capital budget processes Maintaining a Positive Labor-Management that develop sound comprehensive budgets for Climate. Millbury has been fortunate in its ability consideration. to keep up with service demands and labor costs.The . Advance the goals defined by the Board of labor relations climate has been generally positive. Selectmen and Town Meeting. Maintaining a positive climate will require careful attention in the coming years as the Town navigates e Create and sustain a goal-oriented and performance through an environment characterized by uncertain based environment by establishing, maintaining demographic, economic and financial trends. and promoting effective policies and initiatives. • The Town Manager will be a genuinely inclusive • Capable ofkeeping elected officials comprehensively leader who is capable of exerting influence and informed,while staying detached from the political direction in a manner that shares successes with process and ensuring that staff maintains a similar elected officials,professionals and volunteers. detachment. • Work openly with community groups and • Comfortable working with and managing employees.A direct, collegial,facilitative style that an organization in a political context often fosters joint problem solving is needed. The Town characterized by vigorous debate among well- Manager cannot be a micromanager and can have informed citizens who are active in local decision- no agenda beyond being a professional. making. Professional Attributes • In possession of a Bachelor's Degree and significant The Town Manager must be: experience as a Town Manager/Administrator. • An experienced leader of a comparable organization A person who has served as an Assistant Town with extensive personal experience in finance, Manager or similar position in a complex budgeting, capital and operational planning, environment may be considered. The knowledge expenditure management, labor relations, public typically gained by obtaining a graduate degree facilitation, and staff development. Excellent in Public Administration, Public Policy, Business public and interpersonal communication skills are Administration, law is preferred. Five years essential. executive experience managing a complex organization similar in scale and complexity to the • A professionally stable person with a record of Town. Experience working for an elected board is tenure and consistent career growth. The Town preferred. seeks a committed management professional • possess a track record of professional behavior willing to stay for a significant period but who is also consistent with the ethical tenets of the willing to take risks to improve the organization. International City Management Association. • Able to fully utilize the powers of the Town Manager in the interests of the Town and its citizens. The Sallairy aind Sdheddle Town Manager is expected to serve as one of the key public faces of the Town and be able to shape Applications should be received by October 28, 2016. and articulate the Town's goals and the paths to Anticipated salary in the $125,000 to $150,000 achieve them. range, depending on qualifications. The Town is • Able to maximize resources through the acquisition Filling to negotiate a competitive compensation and of grants, intergovernmental transfers utilization an employment contract with the selected candidate. of municipal property and implementation of cost Confidential preliminary interviews will be conducted saving programs. by a nine-member search committee defined in the charter. • Able to demonstrate a background in guiding the development of a shared strategic vision for the III o III II III II community. The ideal candidate must be a coalition builder, equally at home with private sector and Applications are preferred electronically. Please community leaders. The ideal candidate must be send your resume with a cover letter addressing able to exercise leadership within the organization the job requirements to this email address: and the community. recruitment.umb@gmail.com. Please combine all • Both strategic and tactical. He/she must be of your documents in a single pdf file, if possible. experienced in working effectively in a political Millbury—TM and the applicants Last Name must environment providing impartial guidance to be included in the subject line. elected officials to identify and address the long- Should you have any questions regarding this term strategic needs of the community and the opportunity, or a recommendation of a colleague, short-term tactical steps necessary to deliver please contact: Richard Kobayashi, Senior Associate services. 617 489-8812 or Mary Flanders Aicardi, Senior • Comfortable managing in an environment where Associate 508-215-8992. many employees are members of collective bargaining units. Being able to navigate in such a complex environment will take diplomacy and technical skill. Collective bargaining experience is essential. To learn more about the Edward J. Collins Jr. Center for Public Management at UMASS Boston,please visit: www.colliizscenter.umb.edu �� � �� ��� s �^��' �� �� i" I �i^ `, � �,� f � �, � �' m � , � „� �,, �;,,, A�N/ `��f,�I y ���� �,� �/� IIIIII " p"�� �7h5d" �� �Y" J 1 d / �� li �� p, �� � r '" �„//i ��� �� �f�-�" i '� �u r �� �� � 3��� �� � uuuuuuuuuu i I � � `� �% �� �� ,r �� i �� �,,, �/ uuuuuuuu uV "��'" �"��� / �� p � rti� 1 � n � Y Y d a a � a as a � a a a o � a µ ��m f6 a IC a a `' � ����������;�� n � it; � � �� - .s Aiccl n III .1� lei The Edward J. Collins,Jr. Center for Public Management within the McCormack Graduate School of Policy and Global Studies at the University of Massachusetts Boston is dedicated to improving the efficiency, effectiveness, governance, and accountability of all levels of government,with a particular focus on local and state government. Since its establishment by the legislature in July 2008,the center has grown from conducting 20 engagements per year in its first few years to over 60 completed during fiscal year 2016.The center has built a strong reputation in performance management, organizational studies, charter development, executive recruitment, and many other services.The center is named in honor of Edward J. Collins,Jr., who epitomized integrity, professionalism, and innovation throughout his long and distinguished career in public service. He served as deputy commissioner for local services at the Department of Revenue,Sau- gus selectman and town manager, and chief financial officer for the City of Boston. He also was an important mentor to hundreds of past and present municipal and state officials. For more information, please visit our website: www.umb.edu/cpm �� `�U� ��������- me: Several key characteristics exemplify the approach taken by the Collins Center project team: ° The consulting team includes service-area specialists who have in-depth " [�h�[��[ D[�ftiD��SSiSt�DC� �DU (�0V�[DDl�Dt��UUy expertise in municipal finance, human resources, public works, planning Committee Facilitation and economic dovo|opmont, public safety, parks and roomation, and nearly every area of municipal service delivery, in addition to generalists. " Compensation and C|OSS|f|SOt|OD P|ODS ° Projects are approached with a firm grounding inanalytical methodology. Clients receive detailed analyses of their specific issues. " Executive Recruitment Issues and impacts are identified and analyzed inaa much detail aa possible to ensure that recommendations can bo implemented and " Human Resources Audits that clients can understand the reason for change. ° Projects are characterized by extensive interaction between consultants and diont�aff' mana8omontandpo|ioymakora " K8�D���Rl�Dt�DU {lp�[�ti0D�| R�Vi�YVS ' . " /\Da|VtiCSand Pe[f0[RlaDCe lk Management " Regionalization and Collaboration " Strategic Planning and Community Involvement INUM " Training and Education " Budget Development and Financial Management Assistance " Intergovernmental Collaboration mom 0W V J y� Bridgewater ewer • Town Manager recruitment Public Facilities siting and Z=Z:=3= financing study Brockton Town Administrator recruitment Abington Ashland School Department classification Financial Forecast Classification and compensation and compensation study Central Falls. Human Resources audit study Financial Policies Assessment Assistance with charter Development of a new charter Government Analytics Program revisions Adams Government Analytics Program Organizational review of Town visioning process Department of Public Works Chatham Barnstable Economic trends report Government Analytics Program Amesbury Government Analytics Program Town Manager recruitment Assistance with charter Town Manager recruitment Brookline revisions School Department classification Chelsea Assistance with civic Barre and compensation study City Manager recruitment engagement around Capital Improvement Program Assistance with financial School Department performance management management classification and Review of and recommendations Becket Government Analytics Program compensation studies for AmesStat Performance Government Analytics Program Organizational review of Review of school nursing Management Program Department of Planning and program Government Analytics Program Belmont Community Development Organizational review of Financial analysis Assistance with financial School Department Chelsea High School Chief Financial Officer management and budget organizational study recruitment development Chicopee Fire Chief recruitment Town Administrator recruitment Burlington • Human Resources audit Town Administrator recruitment Government Analytics Program Amherst evenly Government Analytics Program bridge b • Government Analytics Program Regional E911 Feasibility Study Director of Traffic, Parking, and Government Analytics Program with Pelham and Hadley Boston Transportation recruitment Town Manager recruitment • Government Analytics Program Government Analytics Program Andover Review of the Office of Human Organizational study of Inspec Danvers • Government Analytics Program Resources tional Services Department Information Technology study Training for the Metro Boston ArlingtonHomeland Security Region Dartmouth Government Analytics Program Town Administrator recruitment Government Analytics Program Braintree Classification and compensation Ashby • Government Analytics Program study Dedham Analysis of Town Administrator • Government Analytics Program position Brewster Carlisle organizational• Development of personnel • Town Administrator recruitment Town Government or Dracut handbook review • Personnel policy review and • Town Manager recruitment Assistance with policy development recommendations Assistance with charter revisions Dudley Falmouth Hamilton Hubbardston Regional E911 Feasibility Study Financial management and Organizational study of Inspec- Development of new charter with Charlton, Oxford, Southbridge, budget assistance tional Services Department School Finance Project and Webster Information technology study Organizational study of Organizational review of town permitting functions Hudson Duxbury departments • School Department Employee compensation Hanover classification and practices analysis Fitchburg Government Analytics Program compensation studies Information Technology review Economic Trends Report Town Manager recruitment Organizational review of Ipswich East Longmeadow multiple city departments Hanson Fire Chief selection process Development of new charter Organizational review of Municipal/school collaboration Foxborough multiple town departments review Easton Town Manager recruitment Classification and Hardwick Jamestown, compensation studies Framingham Classification and Parks and recreation study Development of new charter Government Analytics Program compensation study Space needs study Human Resources workshop Town Manager recruitment Human Resources audit Police Department education Town/School Collaboration Lanesborough incentive survey Harvard • Government Analytics Program Gardner Salary survey for non-union Ewing Development of new charter managerial employees Lawrence Administrative Coordinator Government Analytics Program Town/School Collaboration Assistance with the recruitment establishment of consolidated Georgetown chill department of municipal finance Everett Facilitation of public meeting Government Analytics Program Finance Director recruitment Development of new charter on budgetary issues Information technology study Government Analytics Program Visioning process Hinsdale Government Analytics Program Compensation study Budget document and process Transition plan Great Barrington assistance Capital Improvement Program Fairhaven Organizational review of Town Administrator recruitment multiple town departments Holliston Littleton Town Manager recruitment Government Analytics Program Fire Department strategic plan Falb River Town Administrator recruitment Highway Department study Capital Improvement Program Greenfield Development of new charter Government Analytics Program Holyoke Longmeadow Organizational study of facilities Development of new charter Human Resources audit maintenance Hadley Human Resources audit Government Analytics Program Government Analytics Program Town Manager recruitment Hopkinton Interim town management services Government Analytics Program Lowell Methuen Northampton Iy Municipal Management Training Professional development Development of new charter Emergency response planning Program sessions for supervisors Information Technology study Government Analytics Government Analytics Randolph Program Middleborough Program State of the Town facilitation Organizational review of Information Technology study Department of Public Works Northfield Reading Allis Town Administrator recruitment Town Manager recruitment Ludlow Human Resources audit Human Resources audit Town Administrator recruitment Norwell Revere Assistance with the establish- Capital Improvement Program Marshfield Nahant ment of a consolidated depart- Government Analytics Program Council of Aging needs Human Resources audit ment of municipal finance Human Resources audit assessment Information technology study Police strategic plan Organizational review of New Bedford Police and Fire overtime analysis Department of Public Works Chief Financial Officer Town Administrator recruitment Richmond recruitment • Government Analytics Program Mashpee Government Analytics Program Orange Town Administrator Government Analytics Program Rutland recruitment Newbury Town Administrator recruitment Town Administrator Capital Improvement Program recruitment Maynard Financial policies assessment Oxford Economic development study Information Technology review alp wrypr Organization Study of facilities Information Technology study Medfordand fleet maintenance Government Analytics Pro • Development of new charter yt ram g Government Analytics Government Analytics Program School Principals recruitment Program Pittsfield- Newport, R1 Budget Transparency Salem, NH Medford HousingAuthority School finance and Development of new charter Salary and benefits survey Executive Director recruitment Financial Forecast Review of administrative Saugus operations analysis practices Plymouth Newton Capital Improvement Program • Position descriptions for Town Manager recruitment Government Analytics Program Medway department heads Organizational review of Classification and Plympton Department of Public Works compensation study North Adams Five year financial forecast Salary survey for non-union Government Analytics Program Financial management policies managerial employees Town Administrator recruitment Capital Improvement Program • Town/School Collaboration North Reading Princeton Town Administrator recruitment Seekonk Classification and compensation Town Administrator recruitment Classification and study compensation study Sharon Southbridge Topsfleld West Boylston Town Administrator recruitment Town Manager recruitment Budget Document Assistance to become an Financial Forecast economic target area Sheffield hwi Town Administrator recruitment Human Resources audit Treasurer/Col lector's Office Classification and organizational review compensation study Townsend West Springfield Budget Document Building and Grounds Sherborn Spencer Financial Forecast consolidation study Capital Improvement Program Classification and Government Analytics Program Governance and organizational compensation study Wakefield review Government Analytics Program Classification study Westfield Town Administrator recruitment Assistance with financial Springfield Walpole management Shirley • Chief Administrative and Town Administrator Government Analytics Program Financial Policies Assessment Financial Officer recruitment recruitment Municipal/school collaboration Government Analytics Program feasibility study Sterling Watertown Somerville Recommendations for Organizational review of Westford Assistance with charter revisions drafting a Town Administrator Department of Public Works Personnel policy review and Classification and special act Organizational review of town recommendation compensation study administration School Department Sturbridge Westwood classification and Human Resources audit Wayland • Public Library salary survey compensation study Financial policies assessment Development of administrative Stonehambid code • Budget Document Wellesley • Personnel policy review and Government Analytics Program Financial management policies Department of Public Works recommendation Retirement Board Executive supervisory employee training Director recruitment Swampscott Wilbraham • Analysis of public services Welifleet • Police Chief recruitment HadleySouth delivery Capital Improvement Program Town Administrator recruitment Action plan to implement state financial management review Templeton b Wilmington report Information Technology stud • Assistance with drafting Town Administrator recruitment • Department of Public Works gY Y consolidation Government Analytics Program multiple special acts Fire Chief recruitment Tilbury Classification and Human Resources audit Classification and compensation study Winthrop Town Administrator recruitment compensation study • Chief Financial Officer Personnel policy review and West BarnstableFire recruitment Southborough recommendations District • Economic development study Assistance drafting Town Government Analytics Program Manager special act Woburn Government Analytics Program Z:NNNN= Capital Improvement Program Worcester City Auditor recruitment Board of City Treasurer recruitment _ Library Government Analytics Program CommissionersAdministration and Organizational study Finance Wrentham Design and implementation of Classification and compensation study Committeefor Public state performance management Government Analytics Program Counsel Servicessystem (MassResults) Classification study American Recovery and Yarmouth Reinvestment Act (ARRA) Job Government Analytics Program Department of Fire Creation Studies Town Administrator recruitment Services Implementation of Annual Chief Fire Officer Municipal Performance Training Program Management Program Massachusetts Fire Academy Executive Office of Public Director recruitment Safety and Security DepartmentSecondary • Performance Management Education • Implementation of District rise i on Capacity Project � � Municipal Handbook Department of State 911 Department Transportation • MBTA tiered fares pilot study • Review of state-funded local P regionalization efforts Performance Management Regional Transit Authorities Americans with Disabilities research Z=ZEE1= NZENNIM Barnstable y Massachusetts WaterFoundationMayors-Elect County Administrator Resources Authority Analysis of municipal health care Informational seminars for recruitment Advisory Board costs new mayors • Study of economic impacts White paper on municipal social Cape Cod Commission of infrastructure investment media tool for communication Old Colony Library Network Information Technology study between municipalities and Library management study Merrimack Valley local businesses Central Massachusetts Planning Commission Rose Fitzgerald Kennedy Regional Planning Development of regional Massachusetts Education Greenway Conservancy Commission inspectional services program •Executive Director recruitments Compensation and benefits District Capacity Project survey MetropolitanDukes Area Training in interest-based County Planning it bargaining Management study • Stud of collaborative y • Labor Management Collaborative Esser Regional it delivery of local health Board services between towns of Massachusetts Municipal Executive Director recruitment Ashland, Hopkinton, andMedway Personnel Association Supervisory Leadership Develop- Franklin Regional Council Quaboag Regional ment Program bi-annual training of Governments (Brookline, Lexington, Maribor- Human Resources audit ough, and Westwood) workshops Purchasing and Personnel Policy Study of feasibility of regional Development veterans' services district Personnel policy review and Worcester Regional recommendation Transit Authority Executive Director recruitment Martha'sVineyard Commission Study of regionalization opportunities Executive Director recruitment � � � � r r e e WW • �a ,n a w W as '�a a a r � • � � � � � �� a �ti w �a ® - a � .m RESPONSE TO RFC EXECUTIVE RECRUITING CONSULTANT NORTH ANDOVER, MA FEBRUARY 2019 Prepared by: Municipal Resources, Inc. 120 Daniel Webster Highway Mleredith, NH 032,53 603-279-01352 866-5011-0352 Toll Free 603-279-2548 Fax R escm rces . . ....... ......... X/ wAM" ............. ................... ......... ........... .......... TABLE OF CONTENTS PROPOSAL Letter o1 Interest....... ------ .......................----............... .................... — ....... ---_--1 Unique Services in Public Sector Recruitment—........ ..... ............._—_---__--_-2 Scopecf Work..... ....................---... ............................................................ ............... ........... _-4 Tenuine Guarantee.......... ................... ......_ ........ .._.-..----_—_—._ ......... .... —... .....7 Timeline.... ~--_ .......— ....................... _ ........' ...... _...... —. ........................ .............— ... 7 AboutMR1 .... .........._— ........ ' ........ ..._.......... ._._—__--_ ........... ....................................8 ProjectTeam ... _.................... ........... _---__----_----- ...................... ............. ...9 Corporate Structure.................._-----_--- ........ ............................... ...............................12 References .... .................. ._~.—_._....._..._._..._— ....... ......... .................................... ......13 SampkaPrmmmtimmol/Marketing Materials.... —_............................................. ............. ........... �l4 Certificate mfUmbi|fty Insurance..... _—__—_—_—__— ......................................... ................14 Required Certifications —_—_— .......... ......... __--................................ — ............... -- .....14 FEE PROPOSAL APPENDICES References -- ........ _ ........_._........... ..._-.—_.—_......--_ ......... .................................A SamplePronmotimnaVMarketing Materials— ...... — ...... _---.................................. ...................B Certificate cf Liability Insurance(gemeric) —_--_—_— ...................... -----_—_— ..............C Required Certifications .......... .............. ......... ..._...... ...... _—_ ...... ...................... ....... 0 ^mumi^ipmX ................ �y Ap, y, "MOI TOY A ............ ,g/ n"00 ... ..... WON-, �Oj, wo -00 lot; .......... S Xy, "" " V, -�i _, a , .­ now& 71 1" Po, . ........ .... ,I;,,��l'I'll"ll:,�71,�,,,�,,�"Il-11111��,1:,I z// IZ .......... -MAT toy my D/ PKI Ilona," oo/I IN ...................... two Ark W -//-/N/ ' y", I:20 Daniel Webster Highway teh 603,279.0352 f= 603.279 2 4 Meredith, NH 03253 roll!frm 866.501 0352 Unicip l Resources sources www,municipaIrCSOUr'CeS.00M February 5, 2019 Denise Y. Casey, Assistant Town, Manager Town of North Andlover 120 Main Street North Andover, MIA 01845 R : Response to North, Andover, MA: RFQ— Executive Recruiting Consultant Ms. Casey: Municipal Resources, Inc. ("MRI" ) is pleased to submit this Response to youir Request for Quotes for an Executive Recruiting Consulltant. Enclosed please find five (5) copies of our technical proposal and one (1) P'DF copy on U'SB. Municipal) Resources, Inc. has 28 yearn of experience with public sector executive recruitments and our record for hielpiing towns identify and select candidates with the right "fit" its impressive. By investing time and energy to learn about the specific chiallenges of the lob and understand the personallity of the community, we can identify candidates with the right blend of management skill, leadership style, values, philosophy, and approach to ensure a "fit" for success and long tenure. Because the scope of services offered by MRI across the region and our many contacts, particularly in Mlassachuisetts, M'Rl can leverage those contacts to dlirectly recruit quality candidates. MRII has specific experience assisting the Town of North Andover, having assisted the town with Assessment Centers for the positions of police chiiief and fire chief in 2015. In addition, during the (last few years MRI has assisted many Massachusetts' communities, similar to yours, with recruiting and selecting town administrators and managers, including the following: Concord, MA- Town (Manager (active) w Acton, MA -Town, Manager Bedford, MA -Town Manager Berfin, MA—Town Manager (active) Canton, MA -Town Administrator Danvers, MA - Town Manager Hanover, MA- Town, Manager Lexington, MA -Town Manager Sudbury, MA- Town Manager UNIQUE SERVICES IN PUBLIC SECTOR RECRUITMENT MR1 has been serving miunicipalitie,s and school districts for more than 25 years. During that time, we have provided services to more thian, 500 public sector organizations. In conducting recruitment and selection services, we endeavor to do more than merely match candidates to job openings: 0 We work closely with you to understand the leadership and management aspects of the position that may be unique to your community in order to establish and clarify job expectations. We work closely with each applicant to help them understand the position reqluirements and the, expectations you have for the successful candidate while keeping them abreast of their status at each step in the selection process. We recognize that the, client is not only hiring a senior executive but may very well be briinging an entire family into the community. Consequently, we work with the applicants to enable them to learn as much as possible about the region as well as the client comimuinlity, and we help the client prepare,to support the assimilation of the new manager. We are also careful to ensure that economic expectations and family needs or special circumistancesaire clearly understood early ini the, selection process. We stay actively involved through the final selection and' formal appointment. Our objective is to initiate and establish long-term, successful relationships biletween the individuals we help place and our clients. We understand that every community iis different; therefore, every search is different. MRI works hard to understand the intricacies and uniqueness of each client's organization, andl then tailors the process to meet their specific needs and expectations. Alain Gould, President, will act as the Principle-In-Chiarge and Project Manager for this project and will oversee ail'( aspects of the recruitment process. Response to N. Andover, MA: RFQ— Executive Recruiting Consuilltan!t Paige 2 Prepared by Municipal Resources, Inc. February 2019 (11) munidpal Resowces We look forward to the possibility of working with the Town of North Andover on this project. Please feel free to contact us if you have any questions or need additional information. Respectfully submitted, MUINIICIPAL RESOURCES, INC. - 63 By: (�91404- ..A Alan S. Gould, President Municipal Resources, Inc. 120 Daniel Webster Highway Meredith, NH 013253 (603) 2791-0352 (6013) 765-59,98 Cell gggg!d ,W, Response to N. Andover, MA: RFC — Executive Recruiting Consultant Page 3 Prepared by Municipal Resources, Inc. Februiary 2019 M u ci pa I SCOPE OF WORK MRI will work with the Board of Selectmen, Senior Staff/Division Directors aind Screening Committee anid' others as needed to recruit and select an exceptional candidate for the position of Town Manager for the Town of North Andover. MRI will unidlertaike the following activities in this comprehensive executive recruitment process, in accordance with all applicable Massachusetts State Laws: 1„ Work with the Board of Selectmen aind othie,rs as needed to review the recruiiitmienit process and work toward developing an "'Ideal Candidate Proffle and Challenge Statement". The ideal Candidate Profile and Challenge Statement helps to: a. Identify critical organizational issues and challenges; b. Clarify roles, responsibilities, and expectations for the position; C. Understand the qualities, strengths, and characteristics of candidates envisioned for the Town Manager; d. Characterize the most desirable management strengthis, behavioral styles, personal attributes, and motivating values needed in the ideal candidate to increase the probability of success in, the role; and e. Identify the likely issues and opportunities that the next manager must be prepared to address. f. Provide for potential candlidates a profile of the community that encompasses the uniqueness, of the community, demographics, economic stability and employment sectors, citizen involvement and form of government. In order to gain input from, the community and other stakeholders, MRI will iinterview other key officials, as identified by the, Board of Selectmen and Screening Commiiittee, will open an e-mail address for this specific recruitment that will provide for electronic community input, and can schedule/facilitate uip to two listening sessions, public forums as well interview's with department heads and other key stakeholders. Once approved by the cllient, the Ideal Candidate Profile and Challenge Statement willl be posted on MRI's recruitment website for potential candidates to review. Response to N. Andover, MA: RFC(— Executive Recruiting Consultant Page 4 Prepared by Municipal Resources, Inc. February 2019 Resources MRI will develop a commiunity profile for the Town that encompasses thie uniqiueness of the, community, demographics, economic stability, strong sense of volunteerism and form of government. 1 We will' work with the appointing authority to develop a flimeline for the recruitment process so that the Client ands all candidates can plain accordingly. I We wiild develop ad copy, recommend advertising venues, and coordinate placement of the, ads. Resumes are typically received for at least 30 days, 4. We will research, MRI's database and contact potential candidates from other similar recruitments we have conducted in the paist 12 months. It should be noted that IVIRI's advertising is targeted at venues that are most likely to engage candidates with the professional training, and experience desired by the client. Since some of these advertising venues will be viewed nationally aind even internationally, we expect to have approximately 17 states represented in the candidate pool. MRI's recruitment efforts go well beyond the team identified in this proposal as we leverage our entire consulting group for the benefit of the client. 5. We will cainvas, MRI's professional network to identify and reach out to promising, potential candidates to invite their application. 6. We will receive, acknowledge and hold' all resumes in confidence, forwarding to the Screening Committee as desired. We have,found that assured confidentiality will increase the number and quality of applicants rather significantly. We acknowledge receipt of all resumes and keep candidates apprised of their status at each selection point throughout the process. 7. We will provide you with ain overview of relevant information about the candidate pool, answer q:ulestions, and review selection criterion at each decision point throughout the process. 8. We will establish a team, of professional consultants who will screen and review all resumes for, minimum qlualificationis before ranking them against the Ideal Candidate Profile. 9. In, coordination with the Board of Selectmen and/or Screening Committee, we, will develop a: written essay qluest�ionina,ire to be distributed to the top qualified candidates (generally 12 to 15 candidates), focusing the questions on matters of special relevance to the client's needs or current situation. The questions will be prepared in consultation with the appointing authority and or Screening Committee. Candidates will Ihave a specified amount of timie to respond Response to N. Andover, MA: RFQ— Executive Recruiting Consultant Page 5 Prepared by Municipal Resources,, Inc. February 2019 (1 Muni6pfl Resco u rces, (typically 10 days), after which our team of consultants will review and rank the responses. 10, After essay responses have been returned, reviewed, andranked, we conduct a web search of the top remiai�ning candidates (generally 10 to 12) and canvas our consultants, to identify potential issues or controversies in other jurisdictions. When,two members of our team will conduct telephone interviews with these candidates, placing the focus on current position and reasons for leaving; career history of successes aind failures, future personal and professional goals; and their understanding of best practices and contemporary professional thinking in the field. In addition, to screening the candidates, this interview provides for follow-up to the essay responses and iinformation found in the web searches,. It also aissiists us in determining the verbal communication skills of the candidate and his/her ability to answer questions spontaneously. Typically, we reduce the pool to three to five (3 to 5) seim i-filna lists for local interviews at this juincture, 11. The MR1 team will assist the Board of Selectmen and/or Screening Committee through a review of the candidate pool, prepare the Committee for, and facilitate on site interviews with those candidates selected by the Screening Committee. 12. MRI will prepare the Board of Selectmen for interviews with the finalists and facilitate those interviews,. All meetings wiil'l be in, conformance with the Massachusetts Open Meeting Law., 13. The candidates presented will, or will agree to become members of ICMA, and)/or will agree to comply with the Code, of Ethics of ICMA or the Massachusetts Municipal Management Association. 14. Following interviews with the finalists, the appointiing authority, in consultation with our lead consultant, will determine what, if any, additionall steps are needed to arrive at a final selection, such as additional interviews or an onsite, "mieet-and-greet". 15. We will assist with the development of terms and conditions of e,miployment, preparation of a, conditional offer of employment, and creating a draft of an employment agreement. 16. If the final candidate will be relo,catiing to the community from a significant distance, we may recommend and can coordinate a family visit to the community prior to, making a conditional offer of employment. Response to INI. Andover, MIA: RFQ— Executive Recruiting Consultant Page 6 Prepared by Municipal Resources, Inc, February 2019 Resources 17. We wiill complete a comiprehensive background investigation on, the selected candidate which, shalll include, but not be limited to, previous employment, and ,crimiinal and motor vehicle recordls, checks,, finances, references, and interviews with previous employers. In order to protect the client, MRI will not complete a comprehensive background on a candidate before a conditional offer of employment is accepted, unless the Town provides a waiver. TENURE GUARANTEE To the extent that Municipal Resources is engaged to conduct a comprehensive recruitment as described above, we will guarantee to undertake a recruitmien,t and selection process, at ino expenise to the cornimunity should the employment relaitionshiip, after it is negotiated and documented by an executed employment agreement, be terminated by either party within 12 months. There shall be no cost for MRI's recruitment services; however, the Client shall cover the costs associated with, advertising and interviews. TIMELINE We have significant experience structuring and conducting all sorts of executive recruitment projects for municipalities, and we are very willing and able to customize our approach to accommodate any unique requirements of a community or to fit within budget constraints. MRI understands that the Town, wishes to complete the reciruiiitment process within, 16, weeks of the execution of an agreement for services. MR1 feels that this is possible if the schedule outlined below is followed. A recruitment as described above typicail:ly takes aippiroximately 90-120 days to complete. MRI is ready to begin work on, the recruitment as soon as a contract has been executed. The following schedule represents the typical timeline MR1 would like to meet in, the recruitment and selection process. As you will see, the approximate 30 day run time for resume submission, is the longest period of time over which we have no control. During this period, resumes are being received, acknowledged, and scored, while we are gathering information that will help us to narrow the, field and develop essay questions. Once the resumes have been scored, things will move along pretty quickly. The Town desires that the consultant make every effort to bring this process to completion within 4 months from the signed contract for services, but recognizes that scheduling of various meetings may extend this timeline. Response to N, Andover, MA. IRIFQ— Executive Recruiting Consultant Page Prepared by Municipal Resources, Inc. �February 2019 AA u n ic i pa I Resources TDB Award of Contract First 30 days Advertisements are written and posted. MRI team gathers iinformation from the client (interviews, community engagement...) in order to develop the Ideal Candidate Profile & Challenge Statement. Resumes are accepted and reviewed by the MRI team, Week 5 Resume deadline, fiinal scaring. First cut made and essay questions distributed by MRI to top 12 to 16 candidates. Week 7 Candidate essays are due and reviewed by the MRI team. Week 8 Preliminary backgrounid work and MRI telephone interviews with remaining candidates, Week 11 Onsite panel interviews.. Hiring authority interviews of the,finalists could follow immediately. Since there is little room for "comp,ressiion" of this schedule, any delays will need to be added to the end of the process. The baclkgroundl investigation on the selected candidate will likely take about two weeks. During that two-week Iperiod, we will be, assisting the Client with contract negotiations. We normally expect a two- or four-week delay between the signiing of a final contract with, the start date of the chosen, candidate, since he or she likely has a contractual obligation to a current employer. In our experience, if a process runs significantly longer than the 3, months outlined in this i schedule, desirable candidates may withdraw for other employment opportunities. ABOUT MUNICIPAL RESOURCES Fouinded in 1989, the MRI team includes two principals, a staff of eleven full-time professionals, four administrative support staff, ten part-time professionals, and a large group of professional affiliates who are available for consultiing services as, necessary. MRI is committed to providing innovative and creative solutions to the problems and issues facing local governments, school districts, anid' commul,niity-basied organizations throughout New England. Response to N. Andover, MA: RFC - Executive Recruiting Consultant Page 8 Prepared by Municipal Resources, Inc. February 2019 (1 Municipa� Re sot I r(es THE PROJECT TEAM All Principal Consultants affiliated with, the firm have, substantial experience in government service, a background which proves beneficial to our clients, as we are able, to fully understand and address the issues and concerns of the officials and decision makers with whom we do business. We believe that Municipal Resources has the best collection of talent that any consultant can produce at any price. Generally, our affiliates are current or recently retired practitioners in their field!. They have held or hold positions at or near the top in their respective fields. All consultants, assigned, to this team, are veterans of similar projects and have specialized in, Massachusetts recruitments. In keeping with our hallmark multi-disciplinary aipproach to problem-solving, we plan to use the following team: PRINCIPAL-IN-CHARGEIPROJECT MANAGER Alan S. Gould, President and Chief Operating Officer, is a graduate of Saint Anselm College with a BS degree in Criminal Justice. He, is certified as a Public Manager by the American Academy of Certified Public Managers and has completed numerous management and leadership programs including the Babson Command Training Institute and thie FBI's LEEDS program. He is recognized for his creativity in community policing and his leadership in promoting ethics in the law enforcement community. Mr. Gould began his public-sector career with the Salem, NH, Police Department where, during 21 years, he served at all ranks of the Department. He served as Chief of Police in Rye, NH, where, upon retirement from law enforcement, he wais, appointed aind served as Town Administrator until joining MR1 iin 2008. Mr. Gould served as the Ethics Instructor at the New Hampshire Police Academy for 15 years and has been an instructor of colllege courses in Criminal Cocle, Criminal Investigation, Report Writing, Constitutional Law,, aind Juvenile Delinquency. Among his many community iinvolvements, Alan served as an initial iincorporator of two non-profiit organizations; one addressing family violence and visitaition issues, and the other established to help seniors remain in their homes as they age. He continues to serve as Deputy Emergency Management Director in the coastal communiiity of Rye, NH, located within the Seabrook Nuclear Power Plant's Emergency Planning Zone, In addition to his responsibilities ais MRI's Chief Operating Officer, Mr. Gould manages most of the compainy's public safety projects including operational studies and "`internal" investigations. Mr. Gould also specializes in; recruitment/sellection processes for executive level municipal positions and has completed dozens of processes for top management positions throughout New England, including those listed previously in this letter. Response to N. Andover, MA: RFQ— Executive Recruiting Consultant Page 9 Prepared by Municipal Resources, Inc. February 2019 Municipa� Resources TEAM MEMBERS Robert Mercier is a senior level executive manager with over 35 years in both the private and public sectors. He has direct experience managing public budgets in excess of$1010 million, and in developing policy andl implementing programs that promote positive, smart business growth. Most recently he served' as the Town Admiiniiistrator for Blurlington, Massachusetts from 1999 to 2012, returning to the commiunity after serving as the Town's first Town Administrator from 1980 to 1986., He also served as Town Mlaniager in Billerica, MA, from 1986 to 1991, and as President and Chief Executive of the Regional North Suburbain Chamber of Commerce, serving, 13 communities along Route 128. Bob was Town Manager in Billerica, MA, from 1991 through 19,98. He served as Interim Administrator in Boxborough in 1999 and Interim Town, Administrator in Wayland in 2013. He received his BA in Education aind History from the University of Lowell and earned his Masters' Degree in American Government from Salem State University. Mr. Mercier has also received a Post Graduate Certificate in Leadership and Organ izationail: Management from Notre Dame University. Mr. Mercier is a former member of the MBTA Advisory Boardl and has served on the Route 3 Advisory Committee that contributed to the successfuil, on time and on budget expansion of the Route 3 corridor. He joined MM in 2014 aind serves as a municipal management consultant specializing in Massachusetts recruitments. Reginaild (Buizz) S. Stapczyniski, ICMA-CM, has 40 years of public sector management experience at the local, county, and state levels of government. He served as Town Manager of Andover, MA, for 25 years. As, Chief Executive Officer, he was, responsible for the administration and! mianaigement of a full-service muinicipality. He was responsible for$170 million operating budget for municipal/school departments; maintenance and construction of municipal/school infrastructures, managing millions iin capital projects; economic development/pllanning of the Town's industrial/commercial base. During his tenure, the rating agencies recognized his administraition for outstanding fiscal management by awarding Andover with the AAA bond rating. He also served as Town Manager in Wilmington, MA, for many years. Buzz worked for thie Commonwealth, of Massachusetts in the Department of Mental Health as a Budget Manager. Prior to coming to Massachusetts, Stapczynski worked for Fairfax County, VA, as a Budget Analyst in the Office of Management and Budget. Buzz is the former President of the Massachusetts Municipal Association (MMA) and the Massachusetts Municipal Management Association (MMMA). He served on the Massachusetts Interlocal Insurance Association, Inc. (MIIA) Board of Directors. He, was on the Governor's Advisory Council during the Dukakis and Weld Administrations. More recently, he participated on Lieutenant Governor Pollito's Special Municipal Focus Group. He is the former Chair of the MMMA"s Future Managers Committee. Buzz received his B.A. in Politics from The Catholic University of Amierical in Washington D.C., and Master's in, Public Administration from the University of Kansas. He attended the Harvard University, J.F.K. School of Government Program, for Senior Executives in Local Government, Buzz brings a wealth of knowledge to MRI in all areas of government administration, as well as experience with publ:ic/private pairtneirships. Response to N. Andover, MA: RFQ— Executive Recruiting Consultant Page 10 Prepared by Municipal Resources, Inc. February 2019 Munic Resources Stephien Rollins has more than 35 years experience in municipal management, having most recently served ais the Town Administrator and Town Manager for Hanover, Massachusetts, from 1987 to 2012. Prior to his,work in Hanover, Mr. Rollins served as the Town Treasurer and Collector in Weston, MA, from 1981 to 1987; and as Administrative Assistant to the Board of Selectmen in, Weston, MA, from 1978 to 1981. Since his formal retirement Mr. Rollins served as the interim HR Director for the Town of Framingham MIA. Mr., Rollins earned his Masters Degree in Public Admiini!straltion from the University of fllinois in 1977, and his BA in Political Science from the, University of Vermont in 1974. Mr, Rollins has a particularly strong background iin municipal fiinanc!e andl human resources. Hle Ihas served as ai Guest Lecturer with Professor Michael S. Dukakis on, State and Local Government ait Northeastern University, Department of Political Science; as Guest Lecturer on "The Arbitraitor Rules," at Northeastern University Graduate School's Public Administration Program; as Guest Lecturer on, "Dutiies and Responsibilities of the Executive Body: at South Shore Regional High School, and as Guest Lecturer on "Hainover Mail Police" at Northeastern University Graduate School's Public Administration Program. Mr. Rollins joined MR1 upon his retirement in 2012 and serves as a municipal management consultant. Carol M. Granifield, ICMA-CM, has a master's in administration from Central Michigan University and' is one of 1266 ICMA Criedenitialed Managers in the country. Ms. Granfield is also a gradluate of the Senior Executive Institute at the University of Virginia, Harvard JF Kennedy School of Government summer program, Leadership New Hampshire and Fairfax, and one year of law school at Massachusetts School of Law. She is ain adjunct professor at Granite State College where, she teaches Humain Resources and Public Administration. She possesses over 38 years, of public sector management experience and 9 years of private sector experience. Ms. Grainfield, a native of Pittsfield, Massachuis,etts, has broad public service experience at the town, city aind county ()evens of government. Ms. Granfield has served in Town Administrator/Town Manager positions in lairge aind small commiunities in New Hampshire (Derry, Meredith, Hooksett, Moulton boirough), and as County Manager in Cumberland County, Maine; Town Manager in Dlixfield and Kittery, Maine; Director of Administration in, Herndon, Virginia; and Personnel Director in Fairfax, Virginia. Ms. Granfiielld's expertise in Human Resources and Labor Relations includes the establishment of personnel policies; organizational studies; wage, classification, and beniefit studies along with union, negotiations to include the interest-based model. Ms. Grainfield is co-author of the ICMA e-book, Performance Appraisal Fundamentals: A Quick Guide to Fair, Consistent, and Useful Performance Appraisals. Ms., Gr'anifielld has participated in many successful public sector executive recruitment projects and hias also conducted strategic (planning, goal setting, and team, building programs in NH, ME and VA communities. She has also developed and imiplemented positive career development and training programis, for employees of a number of miunicipal organizations, Ms. Granfield has given presentations at national conferences of the ICMA, the International Public Management Association for Human Resources, anid at state conferences in VA, MA, ME, and NH. She was, previously adjunct faculty at George Mason University. Ms. Granfield has served on many professional and civic boards to include the P,ubliic Employee Labor Relations Committee; ICMA Response to N. Andover, MA. RFQ— Executive Recruiting Consultant Page 11 Prepared by Miuinicipal Resources, Inc. February 2019 (11111) m1pnicipfl R esou rcn Credentialing Board; NH Local Government Board, Maine Municipal Association Advisory Board, Belknap County Economic Development Commission, Derry P'lainning Board, and is Past President of thie NH Management Association, IPMA-Virginia, Dixfield Economic Development Organization, and the Derry Village Rotary, Ms. Granfield is also appointed by the Governor to the NH Public Employee Labor Relations Board. Elizabeth, Mensinger, Recruitment Coordinator, graduated from Providence College with a Bachelor of Arts degree in, Social Work aind attained her Master of Social Work degree at the University of Central Florida. Shie has experience in business management as well as program, development and imipl'lementatioin and has served iin leadership positions in public, private and non-profit settings. Elizabeth has proven success in bringing together teams and creating effective and efficient processes to achieve goals. As, IMRI's Recruitment Coordinator Elizabeth is responsible for establiishing and mainitaininig professional relationships with cancliclates, and for identifying candidates with the attributes sought for the various recruitment positions. Elizabeth also provides Job Task Analysis services and data collection and analysis for MRI's Public Safety studies. CORPORATE STRUCTURE MRI is an S Corporation registered in New Hampshire, with, the following officers: Alan S. Gould, President and Chief Operating Officer Chiristia:n Pearsall, Treasurer Patrick HI. Wood, Esquire, Secretary Justin Vain Etteni, Chairman, Board of Directors, Co-Owner Donald R. Jutton, Sr., Founder and Member, Board of Directors, Co-Owner There are no officials or employees from the Town, of North Andover who are related to any of the partners, officers or dliirectors of Municipal Resolurces, Inc., or,who have an ownership interest in, the company. III .. .......................... IGhI INh IBM 11110 Response to N. Andover, MIA: RFC — Executive Recruiting Consultant Page 12 Prepared by Municipal Resources, Inc. February 2019, Resources REFERENCES Acton, MA Town Manager Recruitment 2018 Land 'Use & Econ. Dev. Director Recruitment 2015 Janet K. Adachii, Chairman Board of Selectmen 472 Main Street, Acton, MA 01720 Bedford, MA Town Manager Recruitment 20,18 William S. Noonan, Chair 10 Mudge Way Bedford, MA 01730 (781) 275-1111 Hanover', MA Brian Barthelmes, Selectman Town Manager Recruitment 2018 550 Hlanover Street, Hanover, MA 02339 (781), 826-5000 or Brian.bartheimes@hanover-ma.gov Lexington, MA Town Manager Recruitment 2018 Suizi:e Barry, Chair, Board of Selectmen 2nd Floor, Town, Office Building 1625, Massachusetts Ave Lexington, MA 02420 (781) 698-45�81 or suz�i e b f��17�I ,rn_�ul q r n Sudbury, MA Director of Public Works Recruitment 2016 Town Manager Recruitment 2015 Melissa Murphy-Rodrigues, Town Manager Board of Selectmen's Office 278 Old Sudbury Road, Sudbury, MA 01776 (978) 639-3382 or town ryn!la er ,s db ry,!na,US Municipal Resources, lnc. has completed 48 successful recruitments for the position of Town Manager/Town Administrator and City Manager iin New England within, the past 3-5 years. See Appendix A for add itiiona I references. Response to N. Andover, MA: RFC —Executive Recruiting Consultant Paige 13 Prepared by Municipal Resources, Inc. February 2019 Municipal r�,eSoj'jrrCe� SAM' PLE PRO�MO�TIONIALIMARKETING MATERIA!,SZFIRIVI BROCHURE See Appendix B for samples. CERTIFICATE OF INSURANCE Municipal Resources, Inc. maintains insurance in the coverages and limits as shown on the attached generic Certificate of Insurance. (See Appendix C) LEGAL OR ADMINISTRATIVE PROCEEDINGS MRI has been not been inivo,lved in any legal or administrative proceedings within the past five (5) years which relate to the type of work outlined in the Scope,of Services. REQUIRED CERTIFICATIONS See Appendix D for forms provided by the Town of North, Andover which are required as part of this submission., Respectfully submitted, MUNICIPAL RESOURCES, INC. By: Alan S. Gould, President Municipal Resources, Inc. 120 Daniel Webster Highway Meredith, NH 03253 (1603) 279-0352 (603) 765-5998 Cell Response to N. Andover, MA: RFQ—Executive Recruiting Consultant Page 14 Prepared by Municipal Resources, Inc, February 2019 Municyfl Resources I I I .............. ---.1...........-.-............................................................... 120 Daniel Webster Highway tek 603,279,0352 , fax: 603.279.2548 Meredith, NH 03253 (1) toll fr= 866.501.0352 Municipal Resources www.m-riuiiicii)alresoLirc,es.c.'om PRICE, PROPOSAL FOR NORTH ANDOVER, MA EXECUTIVE RECRUITING CONSULTANT The price proposal set forth in this proposal shall constitute full and complete compensation, for the services to, be provided by the Consuiltant's Firm. There shall' be no reimbursement for out of pocket or other expenses incurred by the Consultant in connection with the performance of the services without the approval' of the Board of Selectmen, The recruitment process as outlined in our proposal iis offered at a cost of$14,8,00.010 and includes up to five onsite meetings with the Search Committee, All: meetiings and facilitation of interviews, with the Board of Selectmen are included in this price. MRI is,willing to refine the scope of this project in order to accommodate the Town's budget, This fee does not include the cost of advertising. In addition, the Client iis responsible for providing food and interview rooms for the interview panel(s). We suggest ain advertising budget of$1,500.00. Advertising venues will be selected upon consultation with, and approval by the client. Advertising fees are typically paid by MRI and then invoiced to the client. Respectfully submitted, MUNICIPAL IRESOUIRCES, INC. By: Date: February 5, 2019 Alan, S. Gould, President Municipal Resources, Inc. 120 Daniel Webster Highway Meredith, NIH 03253 (6O3) 279-0352a yr,,pgldti)!n.rigo.v.-c.o..�-i.i ... ....... ..... - ......... "u-.......... ............ .......... ............ .... ...... '4v .......... ............... ell ................. CONNECTICUT MAINE MASSACHUSETTS Cromwell,CT Berwick,ME Acton,MA Town Manager 2013&2015 Town Manager& Town Manager 2018 Public Works Director 2014 Interim Town Manager 2015 Land Use&Econ.Dev.Director 2015 Enzo Faienca,Mayor Bryan O'Connor,Chairman Steven Ledoux,Town Manager Town of Cromwell Berwick Selectmen 472 Main Street 41 West Street 11 Sullivan Street Acton,M A 01720 Town Hall,V INoor Berwick,ME 03901 (978)'929-61611 Cromwell,CT 06416 g207)698-1101 (860)632-3410 Andover,MA Brunswick,ME Finance Director 2011 Killingiv,CT Town Manager 2009 Police Chief Recruitment 2013 Town Manager 2013 Fran Smith,Town Clerk Steven Bucuzzo,Asst,Town Mainag,er 172 Main Street 28 Federal Street 36 Bartlet Street PO Box 6000 Brunswick,ME 04011 Andover,MA 018110 Danielson,CT 06239 (207)725-6659 (978)632-8220 (860)779-5334 Kittery,ME Ashland,MA Simsbury,Cr Town Manager Recruitment 2013 Town Manager 2012 Town(Manager 2017 George V.Dow,Chairperson Steven Mitchell,Chairman Lisa Heavner,First Selectwoman Kittery Town Council Board of Selectmen 933 Hopmeadow Street 200 Rogers Road Extension 101 Main Street Simsbury,CT 06070 Kittery,ME 03904 Ashland,MA 101721 (860)658-3230 (207)475-1329 (508)881-01010 Windsor,CT Portland,ME Assumption College Public Works Ops Mgr 2016 City Manager Recruitment 2015 Public Safety Director 2013 Peter Souza,Town Manager Gina Tapp,HR Director Christian McCarthy 275 Broad Street City of Portland Executive Vice President&Treasurer Windsor,CT 06095 389 Congress Street Assumption College,Finance Office (860)285-1800 Portland,ME 04101 500 Salisbury Street (207)874-8300 Worcester,101609 (508)767-7424 Sabattus,ME Interim Town Manager& Bedfordl,MA Community Development 2011 Town Manager 2018 Town Manager 2009 Richard T.Reed Board of Selectmen 10 Mudge Way Town of Sabattus Bedford,MA 01730 190 Middle Road (781)275-1111 Sabatt,us,ME 04280 (207)375-4331 Boylston,MA Town Administrator 2008, Somerset County,ME Kenneth Sydow,Selectman County Administrator 2013 221 Main Street Earla J.Haggerty Boylston,MA 01505 Interim County Administrator (617)654-3697 Somerset County 41 Court Street Canton,MIA Skowhegan,MIE 04976 Town Administrator 2016 (207)474-9861,X-232 Jody Middleton Human Resources Director 801 Washington Street Canton,MA 02021 (781)821-2936 MUYO(i Pa Rt,souvces MASSACHUSETTS-„CONTINUED Leicester,I Monson,MA Town Administrator 2013 Town Administrator 2013 Concord,MA Doug Belanger,Chairman Edward A.Mara,Chairman Town Manager 2018 Leicester Board of Selectmen Monson Board of Seiectmen Parks&Rec Director 2016 3 Washburn Square 29 Thompson Street Christopher Whelan,Town Manager Leicester,MA 01524 Monson,MA IPO Box 535 (508)892-7000 (413)267-4100 22 Monument Square Concord,MA 01742 Lenox,MIA Nahant,MA (978)318-3000, Town Manager Recruitment 2013 Town Administrator 2015 David Roche,Chairman Mary Ellen Schumann Danvers,MA Lenox Board of Selectmen Administrative Assistant Town Manager 2014 Town Hall Nahant Town Hall Steve Bartha IS Walker Street 334 Nahant iRoad Town Manager Lenox,MA 01240 Nahant,MA 01908 One Sylvan Street (413,)637-5500,x.7 (781)581-0098 Danvers,MA 01923 (978)777-0001 Lexington,MIA Newton,MIA Town Manager 2018 HIR Director 2016 Dartmouth,I Susie Barry,Chair Mary O'Neill Town Administrator 2017 Board of Selectmen Human Resources Recruiting Manager Executive Administrator 2009 21d Floor,Town Office Building City of Newton Police Chief 2009 1625 Massachusetts Ave 1000 Commonwealth Ave. David Cressman,Town Adm. Lexington,MA 02420 Newton Center,MA 02459 400 Slocum Road (781)698-4581 (617)796-1265 Dartmouth,MA 02747 (508)910-1820 Manchester-by-the-Sea,MA Plainville,MA Police Chief Recruitment& Town Administrator 2015 Dighton,MA Assessment Center 2016 Plainville Board of Selectmen Town Administrator 2017 Fire Chief Recruitment& PO Box 1717 John P,Taylor',Chairman Assessment Center 2016 142 South Street Dighton Board of:Selectmen Police/Fire/EMS Studies 2015 Plainville,MA 02762 979 Somerset Avenue DPW Director Recruitment 2014 (508)695-3142 Dighton,MA 02715 Dispatch Study 2014 (508)669-6431 Town Admin Recruitment 2012 Seekonk,MA Police Chief Recruitment 2007 Town Administrator 2013 Everett,MA interim Police Chief 2007 Nelson Almeida,Chairperson Chief Financial Officer 2015 Gregory Federspiel,Town Administrator Seekonk Board of Selectmen Kevin O'Donnell 10 Central Street 100 Peck Street Human Resource Director Manchester.by-the-Sea,MA 01944 Seekonk,MA 02771 City of Everett (978)526-2000 (508)336-2910 484 Broadway,Everett MA 02149 (617)394-2282 MarbIlehead,MA Southbridge,MA Town Administrator Recruitment 2011 Town Manager 2015 Hanover,MA Anthony M.Sasso,Town Administrator Town Manager's Office Director of Comm Dev&Planning 2018 Abbot Halll 41 Elm Street Town Manager Recruitment 2017 188 Washington Street Southbridge,MA 01550 Brian Barthelmes,Selectman Marblehead,MA 01945 1508)764-5405 550 Hanover Street (781)631-0000 Hanover,MA 02339 Sudbury,MA 781-826-50010, Menclon,MA Director of Public Works 2016 Town Administrator 2013 Town Manager 2015 Kingston,MA Fire Chief 2018 Patty Golden,Senior Administrative Town Administrator 2013 Diane Willoughby Assistant to the Town Manager Nancy M.Howlett Administrative Assistant Board of Selectmen's Office Acting Town Administrator/ 20 Main Street 278 Old Sudbury Road Chief Procurement officer Mendon,MA 01756 Sudbury,MA 01776 26 Evergreen Street (508)473-2312 (978)639-3382 Kingston,MA 02364 (781)585_0500 Middleton,MA Town Administrator 2015 Christine Lindberg,Chairperson Board of Selectmen 48 South Main Street Middleton,MA 01949 (978)774-3589 mu Ir i� pa Resc)urces MASSA,CHUSE I i S-CONTINUED Barrington,NH Finance/HR Director 2016 Farmington,NH Upton,MA John Scruton,Town Administrator Town Administrator 2012 Town Manager 2017 PO Box 660 Board of Selectmen James Brochu,Chairman 333 Calef Highway(Route 125) 356 Main Street Upton Board of Selectmen Barrington,NH 03825 Farmington,NH 03835 One Main Street (603)664-7395 (603)755-2208 Upton,MA 01568 (508)529-6901 Bedford,NIH Gilmanton,NIH Finance Director 21015 Town Administrator 2018 Uxbridge,MA Town Manager 2013 Board of Selectmen Police Chief Recruitment 2018 Town Manager 2012 PO Box 550 Angie Ellison,Town Manager Police Chief 2011 Gilmanton,INH 03237 21 South Main Street Town Manager (603)267-6700 x 12 Uxbridge,MA 01569 24 North Amherst Road (508)278,8600 Bedford,NH 03110 Gorham,,NH (603)472-5242,x 300 Fire Chief Recruitment 2016 Wayland!,MA Police Lieutenant Recruitment 2018 Town Administrator 2013 Campton,NH Robin Frost,Town Manager Board of Selectmen Town Administrator 2015 20 Park Street 41 Cochituate Road Sharon Davis,Chairman Gorham,NH 03581 Wayland,MA 01778 Campton Board of Selectmen (603)466-3322 (508)358-7710 10 Gearty Way Campton,NH 03223 Greenland,NH Wenham,M!A (603)726-3223 Town Administrator Recruitment 2018 Police Captain 2017 Vaughan Morgan,Chairperson Finance Director/Town Accountant 2016, Claremont,INH Town of Greenland Town Administrator 20,15 City Manager Recruitment 2016 100 Town Square,PO Box 100 Jack Wilhelm,Chairman Charlene Lovett,Mayor Greenland,NH 03840 Wenham Board of Selectmen City of Claremont 138 Main Street 58 Opera House Square Hollis,NH Wenham,MA 01984 Claremont,NH 03743 Building Inspector/Code Officer 2017 (978)468-5520 (603)542-7002 DPW Director 2018 Town Administrator 2018 NEW HAMIPSHIRE Deering,NH Interim Town Administrator 2018 Fire Chief Recruitment 2016 Board of Selectmen Allenstowin,NIH Russell McAllister 7 Monument Square Town Administrator 2018 Town Administrator Hollis,NH 03049 Town Administrator 20110 762 Deering Center Road (603)465-3701 Board of Selectmen Deering,NH 03244 16 School Street (603)464-3248 Hooksett,NHI Allenstown,NH 03275 Town Administrator 2009,2019 (603)485-4276 Derry,NH Police,Chief Recruitment 1999 Town Administrator 2016 Hooksett Town Councjtl Amherst,NH Town Administrator 2010 35 Main Street Town Administrator 2018 Larry Budireau,Human Resources Dir. Hooksett,NH 03106 Finance Director 20116 14 Manning Street (603)485-8472 James O'Mara,Town Administrator Derry,NH 03038 2 Main Street (603)845-5403 Hudson,NIH PO Box 960 Land Use Director 2017,2018 Amherst,NH 03031-0960 East Kingston,NH Stephen Malizia,Town Adm. (603)673-6041 Clerk 2011 12 School Street Matthew Dworman,Chairman Hudson,NH 03051 Atkinson,NH Board of Selectmen (603)886-6,024 Town Administrator 2019 24 Depot Road Board of Selectmen East Kingston,NH 03827 Jaffrey,NH Town of Atkinson (603)642-8406 Town Manager 2016 21 Academy Avenue Donald Macisaac,Chairman Atkinson,NH 03811 Enfield,NH Jaffrey Select Board Town Manager 2017 10 Goodnow Street Auburn,NH Town Administrator 2005 Jaffrey,INH 103452 Library Director 2012 Police Chief Recruitment 2018 (603)532-7880 Library Board of Trustees Enfield Board of Selectman Griffin Free Public Library PO Box 373 22 Hooksett Road Enfield,NH 03748 Auburn,NH 03032 (603)632-7389 AA u n ici paJ Resources NEW HAMPSHIRE CONTINUED Pittsfield,NH Thornton,NH Town Administrator 2007 Town Administrator 20,17 Laconia,NHI Board of Selectmen John Paul Hilliard,Chairman City Manager 2011 PO Box 98 Board of Selectmen City Council Pfttsfielcl,NH 03263 16 Merrill Access Road 45 Beacon Street East (6,03)435-6291 Thornton,NH 03285 Laconia,NH 03246 (603)726-8168 (603)527-1270 Plaistow,N'H Town Manager 2006 Wakefield School District,SAU 101 Lakes Region,Planning Commission Board of Selectmen Superintendent Search 2016 Meredith,NH 145 Main Street Norma Joy,Chairperson Executive Director 2013 Plaistow,NH 03,865 Wakefield School Board Warren Hutchins (603)382-8469 18 Commerce Way 103 Main Street,#3 Milton,NH 03,851 Meredith,NIH 03253 Raymond,NIH (603)534-1864 (603)279-8171 Town Manager 2007 Board of Selectmen Warner,NH Lebanon,NH 4 Epping Street Town Administrator 2013 City Manager 2017 Raymond,NH 03077 David Karrick,Chairman DPW Director 2018 (603)895 4735 Board of Selectmen Shaun Mulholland,City Manager PO Box 265 City of Lebanon Richmond,NH 5 East Main St. 51 North Park Street Police Chief Recruitment 2018 Warner,NH 03278 Lebanon,NIH 03766 Board of Selectmen (603)456-2298 (603)448--1071 105 Old Homestead Highway Richmond,NH 03470 Wilton,NH McGregor Memorial EMS (603)239-4232 Town Administrator 2018 Executive Director 2018 Board of Selectmen Matthew Willett,Chair Rochester,NH PO Box 83 47 College Avenue Commission of Public Works 2015 42 Main Street Durham,NH 03824 Daniel Rtzpatrick Wilton,NH 03086 (603)312-2052 City Manager (603)654-9451 31 Wakefield Street Meredith,NH Rochester,NH 03867 Windham,NH Town Manager 2003 (603)332-1167 David Sullivan,Town Administrator Assessor 2005 Salem,NH 3 North Lowell Road Frank Michel,Esquire Town Manager 2010 Windham,NH 03087 66 NH Route 25 Michael J.Lyons,Chairman (603)432-7732 Meredith,NH 03253 Board of Selectmen (603)279-6100 33 Geremonty Drive Wolfeboro,NH Salem,NH 103079 Town Manager 2017 Moultonborough,NH (603)890.-2128 Fire Chief 2016 Town Administrator 21015 David Owen,Town Manager Carol Granfield,Interim TA Somersworth,NH 84 South Main Street PO Box 139 Police Chief Assessment Center 2016 Wolfeboro,NH 038,94 Moulton borough,NH 03254 Director Dept.of Public Works 2013 (603)569-8161 (603)476-2347 Economic Development Mgr.2012 Fire Chief 2011 NH Community Development Robert M.Belmore,City Manager Finance Authority City of Somersworth Executive Director 2004 One Government Way Michael Long Somersworth,New Hampshire 03878 Former Chairman of the Board (603)692-9503 Community Guaranty Saving Bank Plymouth,NH Stratham,IN H, (603)536-0001 Town Administrator 2018 Board of Selectmen Northfield,NH 10 Bunker Hill Avenue Town Admimstrator Recruitment 2019 Stratham,NH 0388,5 Board of Selectmen (6,03)772-7391 x187 Town of Northfield 21 Summer Street Northfield,NH 03276 mkmifipal Resources PENNSYLVANIA Shelburne,VT Town Manager 2018 Gettysburg,PA Jerry Storey,Chair of the Select1board Borough Manager 2010 Town of Shelburne Borough Offices PO,Box 88 59 East High Street 5420 Shelburne Road Gettysburg,PA 17325 Shelburne,VT 05482 (717)334-1160 Od City,PA City Manager 2009 21 Seneca Street Oil City,PA 16301 (814)678-3009 RHODE ISLAND East Greenwich,RI Fire Chief Recruitment 2018 Ms Gayle Corrigan,Town Manager Town of East Greenwich 125 Main Street East Greenwich,Rl 02818 Portsmouth,R11 Town Administrator 2011&2015 Police Chief 2013 Fire Chief 2012 Richard A.Ramer,Jr. Town Administrator 2200 East Main Road Portsmouth,R1 02871 (401 y 683-3255 Westerly,Ril Town Manager 2018,2015 45 Broad Street Town Hall 'Westerly,RI 02891 (401)348-2500 VERMONT Essex&Junction of Essex Municipal Manager 2017 Town of Essex and Village of Essex Jct 81 Main Street Essex Junction,VT 05452 Hartford,Vermont Town Manager 2018 171 Bridge Street White River Junction,VT 05001 (802)295-9353 Mu Rewur(es ........ ..........z'; ........... ...... ..... "l," "'V .......... . .......... .......... A L Invitation to Qualified Candidates „ ,, 1I N INTRODUCTION elfk The Concord Town Manager position (provides a seasoned ����,,,, manager with an ideail career opportunity in a ""classic"" New England town. Over 240 years ago the residents of Concord p��� played a pivotal rope in the American (Revolution and' today its residents still honor that historic tradition with grass roots democracy and a revolutionary spirit.The,'ideal candidate will be met with a progressive commiunity steeped in both citizen leadership and professional management and with values that transcend the test of time.The Town is admiini'stered by an Open Town Meeting., Select Board and Town Manager form of government and over 250 citizens serving on over 40 boards, committees or commissions. Public participation is a core value , in Concord. This profile is a resource for interested candidates, however all are encouraged to do their own research. Valuable information is provided here along with links to important websites so that r"potential candidates can consider their "fit" in the Concord community. Submission information can be found by visitingMLLioNcp l Gar?spurces webs te. ABOUT CONCORD The Town of Concord" MA is located in Middlesex County, 17 miles northwest from Boston, just west of the intersection of Route 1.28 and Route 2,. Concord) has a population of 1.7,0700 residents with 6,500 households and a land area of 26 square miles. This is a predominately residential community with three vibrant business districts: Concord Center at Main and 'dallailden Streets" on Thoreau Street near the train station and in West Concord at the second rail station, There are several business parks as well. The principal employers are: Emerson, Hospitals, Welch's Foods, KAYAK Technology Center" 'Newbury Court'Senior (Living Facillity, Care One of Concord, a nursing and assisted living facility, Middlesex School and Concord Academy. The Concord Public Schools with 3,400 students are amongst the best in the Commonwealth. Four private schools call Concord their home: two elementary and' middlle schools and two preparatory high schools, Concord)Academy and Middlesex. School.. The Town boasts recreational faciililities second to none with Walden, Pond, Minuteman National Historic Park, Great Meadows National Wildlife Refuge, Seede Swim&Fitness Center, Bruce Freeman Rail Traiil,and a beloved network of public and private conservation (lands and open space. Of special note is the Concord Free Public Library and the many outstanding programs they offer to enrich the community with lifelong learning opportuinities,and the archives where researchers can access valuable historical documents. CONCORD'S PLACE IN THE HISTORY OF OUR COUNTRY Concord,originally called Musketaqiuid by the Native Americans,was settled as a farming community in 1635 at the conflluence of the Sudbury and Assabet Rivers which merge at Egg Rock to form the Concord River. These rivers provided the farmers with rich low lands for fruitful farms and an abundant source of power for the mills. if fact agriculture is still a valued way of life in this community. For nearly 140 years Concord was a quiet farming community and noteworthy as a stop on the Boston Pike, All that changed on the morniing of April 19, 1775 when the British Army marched to Concord in search of the Minutemen's weapons depot, The Red Coats were met with determined resistance by the Min,utemen and the Battle of Concord took place at the now historic Old North Bridge. The Minutemen were successful in pushing the Red Coats all the way back to Boston. This armed resistance by citizen soldiers sparked the beginning of our American Revolution, Today, more than 240 years later, Concordians, remember theiir significant place in American history by pausing on Patriots Day, the third Monday in Aprill, to solemnly recall and commemorate the opening battle of the American Revolution, On that day, people come from,far and wide to participate in the Dawn Salute at the Old North Bridge. 2 11 In Throughout the history of our country Concord has played a role whether it be a time of war or a time of peace. In particular, Concordians' place in the literary aind philosophical history of the United States is significant. Recently the Town celebrated 2001h anniversary of birth of Henry David Thoreau, Concord was also home to Railph Waldo Emerson, Louisa May Alcott, Bronson,Alcott and Nathaniel Hawthorne.Today several well-known authors reside here including Doris Kearns Goodwin,who has been a keynote speaker at both the Massachusetts Municipal Association's Annual Meeting and the International City Managers Association's Annual Conference. IL Ralph Waldo Emerson House Old iManse Credit:Midnightdreary CONCORD FINANCES The Town Manager summed up the Towni's approach to its finances iin his FY 19 budget by stating that they use conservative budgeting practices in estimating both revenues aind expenditures and that the FY 19 budget was fiscally sound while providing fuinds for important programs and activities. Moody's Investor Services recognizes these practices by awarding Concord with, a Aaa bond rating and a stable outlook. The, FY 19 General Fund budget totals $107,2M. The, Enterprise Fund budget is $40M and covers six funds: Light Department, Water and Sewer Departments, Solid Waste, Beede Center and Recreation Department, The Town has an extensive Capital Improvement. Plan that is, routinely funded,, There are four capital improvement projects on the immediate horizon: a new water treatment plant at Nagog Pond, new middle school, a major road reconstruction project ($9M) and a Town facilities master plan study to address over-crowding in municlipal offices space.Their Certified Free Cash is over$10M, levy capacity is over$2.5MI,Community Preservation Fund' averages $1,5M annually, and new growth is over $1 M, These four key financial indicators show the strength and stability of Concord's finances, More information about the Town's finances can be found on online: w%�w,conicf,)rdm v 44/ 3 IDEAL CANDIDATE PROFILE The Ideal Candidate for the position of Concord, MA Town Manager will have: rau orate of reein pcI IIVc adircuinlstration on siurriiatl! V t ,field=is r u fired. i asi year tdeirinnstratedl'e l n ri ice ui� ;pia wli i uanagu iyaierit r° Veir'ruty te4hsf r le e�¢laeri� n�+c � A'caree r c rd cr t'JhoUgN tfuui)cr ativ l aV atad t r aims r uut rr �0I aisit t i p ut U l r iin . sl Vilfs°r utlir a; dven abilitlyto lit tm t- rrpu from U it acid u u ed"ofticw rrt+dl *a; a it+ of 60ed iir�tlai uori> mtirNtrilNedrrulatferadai�ilr iia aid; A allabor i �r' de lfbetaINO,style of rrTap 'or char rr�tare�a �`i call rug rx�;k r►: a fi ,eri a ed;k iov' l dl ea V° , rid dli r i s citi + r r. bout tag Vie;iuw ellec t aill chalp mged i r bV rri; V+iru t nr u a end ter id r t ;ii ru ra five so a-tu rns n l ildl du�usai suis n i fife all urii 'tcrrclin r itir f, irui rus firorri all aff t d,,, rtfos; Strong,. rtt VN sp liiru and far rnt ti sl 11Is, a i V n + rV a arr d e ri nd it;rn ieti r� itl s` u cti V i rg w virranru� f Whi �41s ri air' ainirw ;,th °ablllt� ,td, st4AIsha r p of I d harnao, w r l in hi0 Wary a jon',a, d�non i-n l der hlfn vith' 'the car 4ri�a'tli m wNrllity b ,`Hst h'! a6d imIpq�i r�alrlb s 6fist"itla nt ire l u3 Ic aV i er arra r +o r pra i th pri est N' l of ciu;stu urr+airs rvl a arid;per f+a slqn 8 resiults» i n i t dl to dre�i�iruUotis f �tqv rr nt�l6 ce en+ce`in tl deii r ;c F ui Viil s rvic s wutl ttr it ; erne h i iri th uatrlii atio o e 11 ift T'iheca n tc lrtr r ve r nm lii iti m ecl:,b ild d d efficn ite6 Vri'the u li ery systeu�ins°cit tiii a rriu nuunity+tl r uu :t a thau tf at os ;iaf aV iihi*fiat t,beat urranagen udint"" r cti lfcrr i aV rau rnrri rift c VN ru . E era rru e�rIkrna 16,d a of q*er eels ; rn fecet C " 4 h ltfrti, �t90 h ,� e � 0 s � g o en n aria dr, ru veri;reu drd! tnu�rt-uarirr ark rrrbr cin guru a teV li hedV`ia i iti ulttire rV il'd ra atirw cm iii'it r4 rsir�aiddcaririaiiabllitdairse. i mtanstrated billtY to prcivi&uurkbiarsdd' 4jdanc to altelected 4rid a pi iM16111, fliMiais as Wei UAt air en g6d/a rio 0iver'se citiienry: Willingries tia'maruage'`ouvn affairs in an:open,diplomatic and,transliarerwt m4nn r, Ability and manage an established gmuap of highly ei'` cient'and effiective De nartrneht nyarnag es, A proven skill4se t that alldws the may a er to multi-task a rruyriiad' f com leX issues while remaining focused on Select Board'pciorit e1$, Skills un workirig collaboratively,cooperatively'andl buulldlrn con" ens�rs With,a str6hg emphasis on maintaining'a positive, productive relationship betWe n the School and'Municipal,a niclpal Admire" strati erns, Demonstrated, long,foundation ofimpecclable professional'and personal lethicatstandlard , integrity, respect, honesty and accountability., 4 �aYrn�ra�,�tii Mrr: :,rl,,�,wm. THE CHALLENGE The new Town Manager will need to earn the respect andl confidence of the community as he/she will be following a long term, highly regarded Town Manager. He/shie must demonstrate a proven track record of establishing positive internal as well as external relationships whi]e holdling himself or herself to the h,igh:est professional standards of integrity and accountability. A key component for the success of the new Manager will Ibe the r ability to adapt to the process and thrive in the unique environment CONCORP'S SELECT BOARD of an Open iNew England Town Meeting form,of government,while AGENDA'ANP-00ALS,,", understanding the importance of disserninating information and communicating with the Select Board who are the policy makers of The' f t" ojrdll has-ten`short;on the Town and the residents who are the legislative body in Concord, 1 0&-teiarm o f and,abieciWe's that, drive,their'4`ge'nd a': The Town of Concord is a proud community where its residents are active and highily engaged in their local government.There are over GoVerhance- 250, volunteers who are appointed and serve on more than 40 Finoh�i ter Aity boards or committees. The next Manager will need to be a skilled collaborator/ facilitator and persuasive negotiator to help guide V66ral A'6$c�u,rc,'e' s'" these groups to meet the collective needs of the community and the annual goals of the Select Board. r torj�dj-'O,nd,,C rIt�r cry Concord is also well served by a respected and professional senior He, management team. It is important for the new Manager to value these key employees and maintain,the positive working relationship Idn,Ce-a'nd,Equity that has been developed. Given, this high, functioning team, the Reglo6ol ohd$tote,Int&ists, Manager's role will often times be that of coach and mentor. A recent Town (3"overnmenL S r've had a response rate of 17% (1,254 responses out of 7,066 surveys sent) and ................ 2-_Ln.-Y 94% of the respondents think the Town services are good or excellent. Furthermore, when asked about their satisfaction with Town services i:n relation to the real estate taxes they pay,90%felt somewhat satisfied or very satisfiedl. The current Select Board and Manager have worked hard) to win the confidence of the residents, the challenge for the next Manager is to continue to meet these expectations. 5 FINANCIAL SUSTAIINABILITY Budget and real estate tax sustainability will be a challenge in the years ahead. A significant issue will be balancing the cost of Town and School services at an affordable and sustainable level)for the average tax payer. Concord's budget has risen about 4% on average over the past few years. The average tax payer its feeling this straiin, iRevenues t are limited to Prop 2 Y2, new growth and state aid, About 90% of the tax base is residential property with limited ability to generate taxes from f additional commercial or industrial property. The School Department appointed a new School Superintendent last year. The new Manager will need) to develop a good working relationship with the Superintendent and her administration as the Town addresses its building needs. The proposed new middle school on the Sanborn site wiill present financial challenges because the application for Massachusetts School Buiilding Authority funding has been denied,This wiilll add additional school debt service to real estate taxes that are already amongst the highest in the regions, The Town Manager plays a significant role in negotiating and administering the Town's collective bargaining agreements with the five unions. He/she will need to be an experienced and effective negotiator with demonstrated skill and success in managing fair and reasonable agreements for both sides while balancing the needs of the union and non-union employees with the Town's ability to pay. ENVIRONMENTAL SUS'TAINABILITY Environmental and ecological sustaiinab'ility and resiliency are important values to the Town of Concord.At the Annual Town Meeting in 2012 the voters approved a warrant article ( 51) "to set a bold goal to reduce town-wide greenhouse gas (GHC) emissions to align with the Mass. 2008 Global Warming Solutions Act; to reduce GHG emissions of CMLP's electricity supply," and to fund a Director of Energy aind consultants to advise the Town Manager and Director of Energy on the development and implementation plan to achieve these goals. The new Manager must be a leader in ecological resilience and actively committed to the Town's ambitious climate and sustainability goalis, including reducing HG emissions 80 by 2050 in alignment with the Paris Climate Accord), 6 �ran,anru,ku ENEEMMEMMIMMEMEM ENVISION CONCORD. BRIDGE TO 2030 The Comprehensive tong flange Plan Committee recently issued the m rc� results of their study entitled, Envision Concord'.-Bridge to 2030.This is a significant town-wide master plan that is comprehensive in nature. It defines the current challenges and opportunities and presents a vision for the Town for years to came. The report lays out Three Big Ideas for integrated planning. They are: "Strengthen the, sustainability of local businesses and commercial districts and the cultural„ historic, and' civic assets in Concord...",; "Create strategies that provide more housing choices consistent with town character and sustainability principles..."; ME "Develop innovative ways to address transportation needs and challenges..." The new Manager will need to be very familiar with thiis mnr, D ixf r J '/�� �, �� �1w°a document„ its goals and recommendations/actions as this will be the imp ; JU guiding Tight for his/her administration. LNw��wrw m�-ororrord�ii,a._g,gyl (,' u,�s�" _.. .. _,.....,�. , HOUSING AFFORDABILITY Housing affordability is a significant problem for Concord. Being located in desirable Metro West with limited land for new homes, much less affordable homes, Concordians are feeling the pressure of rapidly increasing home values. They see few affordable options for first time home buyers, for those who work: in Town and for those who work for the Town. Senior citizens lookingto idownsize amd conitinu'e to live in.Concord have a difficult time finding affordable options as well. The next Manager will need to be keenly aware of this problem and be prepared to work with several Town boards charged with developing options for the commuinity. TOUiRISM, BUSINESS AND NOT'-FOR-PROFIT SECTORS The Town's place in the history of our Country presents a business opportunity and tourism challenge to the community and the Town Manager. He/she will need to be aware of and sensitive to the tourism economy and Ihow it benefits not only Concord Center but the entire Town. Many of the businesses in Concord enjoy the financial advantages that the Town's history provides. a �� / h The challenge going forward will be to build on this base. Along with an active tourism economy, the business and not-for-profit economy is also thriving in Concord. The r next Town Manager and his/her administration needs to work with these organizations and Chamber of w Commerce to insure that the voices of the business, tourism and not-for profit sectors are heard so that they can continue to grow and prosper in the community. � � ��, 1f 7 M rx�idp The new Town Manager will need to be skilled in, conflict resolution. Currently, the Manager, Select Board and Town Counsel are working on several law suits in Land Court. The Magog Pond waiter rights suit involves three Towns, Concord, Acton and Littleton in protracted litigation over a number of legal/perrinitting issues including the ability andauthority to withdraw water from (agog Pond. The Estabrook'Woods suit involves determining the property rights of the, Town and neigh bors/a buitters along a "discontinued" public way which provided access to Town: land. Concord is a charming, community with a, rich history which makes it a desirable place to live, raise a family, recreate and work.The next Town Manager,an approachable leader,must bring passion,energy,a commitment to excellence and a 'can-do" attitude to guide Concord into the next decade. ADDITIONAL INFORMATION M'uich information is provided herein but candidates are encouraged to learn more about the position by visiting Mng_ni c i �ire sources' website or the Town's webs e. Candidates can also contact Alan Gould at or by phone at 603-279-0352 ext. 320. To aippily submit a resuime and cover letter in P'DF format to reCi'Ulle.Mnt2� ory 2�ri ov,ici. ............... Applications must be submitted by Sacra EST,on Monday, March 4,2019. Al a Credit Flickr/Massachusetts office of Travel and Tourism 8 ltewmmo,,fiw. BEDFORD, MA TOWN MANAGER IDEAL CANDIDATE PROFILE & CHALLENGE STATEMENT The Ideal Candiciate, for the position of the Bedford, MA Town Manager will have the following characteristics and skill sets: ........... ............ A career commitment to the highest personal and professional ethical standards and integrity. The ability to listen and be resp,ectf ull of diverse viewpoints in order to determine appropriate courses of action, in the Town,"s best interests,after engaging in thoughtful analysis,of all relevant information, Strong and visionary leadership, with a proven track record of thoughtful': and creative "best practice" municipal management and success in strategic planning fore both short-and long term goals. An open-minded, sincere, creative approach to solving complex municipal issues, with a willingness to try new approaches and be innovative. Demonstrated skills in working,collaboratively with elected and appointed boards and cornmittees:the ability to facilitate; di5Cu'ssioins and build consensus; the ability to provide unbiased guidance to elected officials while maintaiining a professional manner, T r he ability to lead, organize and inspire staff as a generalist who understands operational department functions while both allowing professional department heads to operate their agencies effectively and holding them accountable for their responsibilities. Excellent written, and oral! Presentation skills, including effective public speaking in front of large or disparate audiences such as members of the business community, federal, state and local officials, and maijor,media outlets, A willingness to manage Town affairs in an open and transpairent manner including through the, use of technology such as collaboration software and social media platforms to keep the citizenry informed of pending issues and to promote efficient communication with staff and residents. A proven record of nurturing and b0cling upon existing positive cultural and organizaitionail strengths of the community while encouraging a diversity of opinions and engaging a wide spectrum of residents in public discourse. A graduate degree in public administration or related field (strongly pire,ferred), with at least seven, years of relevant senior-level management experience preferably in a municipal environment or a comb,ination of municipal, privaite, military and/or non-profit sectors. The Challenge Bedford's new Manager will need to earn the respect and' confidence of the community as he/she will be replacing a long-term, highly regarded Town Manager, The new Manager must demonstrate a proven record of establishing positive internal as well as external relationships while holding him/herself to the highest standards, of professional accountability,, A key component for, the success of the new Manager will be the ability to adapt to the process and thrive in the unique environment of a New England Open, Town Meeting form of government while creatively disseminating information and communicating with the residents who act as the legisiative body of the Town,. The Town of Bedford is a community where citizens actively engage in the local governing process, and where a substantial amount of the business of the Town is conducted by volunteer committees. The new Manager will need to recognize early on that Bedford's residents care deeply about issues in the community and expect to be informedl regarding their local government's activities. The next 'Manager should: understand the benefits of information technology (IT) and' be prepared to propose, expand, and develop new sophisticated means of communicating with residents by using the tools of social media to promote an open and transparent management style. The next Manager will be expected' to continue the Town's commitment to excellence by projecting a realistic operating budget that accommodates the needs and expectations for the Town and the Bedford Public Schools while understanding both the impact of an increasing tax burden on residents and the changing demographics of Bedford's, population, A significant challenge for the next Manager will be working within the context of the existing Long Range (6-year) Capital Plan and developing funding mechanisms to pay for capital needs. The Manager will need to evaluate the various capital requests from:Town departments and the Bedford Public Schools to determine when and how they will fit into the projected debt schedule by utilizing creative "outside the box" thinking to provide a sustainable financial plan for existing debt and new obligations going forward. Due to its geographical location and economic vitality, Bedford has experienced significant challenges, relating to cut-through commuter traffic and congestion on primary and secondary roadways. Together with a lack of adequate pedestrian/bicycle accommodations and limited mass transit alternatives, this has resulted in a general leveli of frustration among residents, regarding traffic and transportation issues, The Town has advanced numerous concepts to address these issues and the new Manager will be expected to play a leadership role in completing initiatives such as the Great Road Master Plan, the anticipated state funding and construction of the Minuteman Bikeway Extension (expected in 2022), enhanced in-town and out-of-town local transit programs to provide transportation options for residents and commuters,, as well as regional solutions to congestion along the 1-95 and Route 3 corridor, a highly developed economic sub-region of Boston. The Town of Bedford has long been recoignized as a leader in regional aipproaches to complex issues,, The new Manager will be expected to continue to be the facie of Bedford Resources in the region: by participating in initiatives such as the Middlesex 3 Coalitlon, an organization consisting of nine contiguous communities that deals with transportation, workforce development,, housing and many other, issues important to the region's vibrancy through plublic-private partnerships, Another issue of local, regional and state importance is energy use and greenhouse gas (GHG) emissions reductions. Bedford achieved Green Community status in 2011 and"continues to embrace energy efficiency as a priority for both the r-nunicipality as well ais for residential, institutional and commercial property owners. In: 2017, Town Meeting authorized funding for a "Net Zero" consultant to create a long-range plan to achieve substantial energy use reductions and increase in renewable energy sources in alignment with the goals of the Massachusetts Global Warming,Solutions Act. The Town is also in the process of undertakling a municipal energy aggregation, and the next Manager will be responsible for ongoing management of the Community Choice Aggregation program. Bedford is the home of significant institutional facilities such as Middlesex Community College, the Edith Nours,e Rogers Memorial Veterans Hospital, IMITRE Corporation, one of the largest not-for-proifit Federally Funded Research and Development Centers in the, northeast, and Hanscom Air Force Base, which hoists a portion of the Air Force's Life Cycle Management Center under the Air Force Materiel Command. Hanscom employs approximately 10,000 federal employees, private contractors and active miliitary personnel. An ongoing issue for the Town is securing funding to support the,education of high-school aged children of military personnel at Hanscom, who attend Bedford High School. Additionally, the Manager interacts frequently with Massport which operates Hanscom Field, New England's largest general aviation airport.The new Manager will be the lead: agent for the Town in dealing with these agencies and be responsible for maintaining positive and productive rela0ionships, to ensure that the overall quality of life for Bedford residents remains the main foculs of these interactions, Finally, one of the unintended consequences of the success of the community is the impact on housing. Bedford is, a very desirable place to, live in the region, aind the housing stock has been impacted dramatically with significant price increases for existing homes and a trend towards replacement of modest homes on smaller lots,with dramatically larger, more expensive homes. As a result, there is a general lack of starter homes for the middle-class demographic as well as of housing appropriate for retiring "baby boomers" who want to remain iin the community, Bedford has been very proactive and progressive in planning for housing issues and the new Manager will be expected to embrace a leadership role in dealing with this sensitive topic. Bedford, is a changing community enriched Iby socio-economic amid cultural diversity, The next Manager, an approachable leader, must bring passion, energy, commitment to excellence, ingenuity, integrity and the confidence to be the leader who, will guiide the community into the next decade. Muni"cipal Resources, Inc. a Lent Iona es Today's market for trap talent is extremely competitive. Historically low unemployment rates, combined with the"greying" of senijor municipal managers and a generation last to the private sector make it more challenging than ever to fill essential municipal management positions. 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NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES.LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. rNSR ........_.. ........ ...... ADDLrSUBR .......... _......., ....._... ..pOL ICY EFF POLICYEXP - LTR TYPE OF INSURANCE POLICY NUMBER MMdDDY'M"YYY MMIDUh'YYY LIMITS ..... . GENERAL LIABILITY EACH OCCURRENCE $ 1,000,000 AL DAMAGE ....TO RENTED .... ... .., ,... ....... A � X COMCLFkIMIa�MADE �„DC �OCCUR � 300 000 PREMISES(Ea�accunTence $ ODV8197631 1/26/201B 1/26/2019 MED EXP(Any one person) $ 5,000 PERSONAL S 1,000,000 ..... _................ _.... ....... ..` --- .- ...... ......... ---.._.. --- -.... GEN'L AGGREGATE LIMIT APPLIES PER GENERAL AGGREGATE $ 2 000 000 DC I POILICM r PRO- LOG I,...,. ...�JECT 1 PRODUCTS-COMPIOPAGG $ 2,000,000 ---- .......,.. _ ..... ,,...,. OTHER' AUTOMOBILE LIABILITY '.... COI ININED SINGLE LIMIT $ 1,0p0,pp0 ( a acco Yarntl.. ..,..,.. .0 ... B ANY AUTO BODILY INJURY(Per person) $ .. . ALL OWNED --.:SCHEDULED ...,,. � _ .. .. ...... .... . .... m....,,..,. AUTOS AUTOS AHV8041501 1/2�6/2018 11/26/2019 BODNLYINJURY(Paracdidenl) $ NON-OWNED ! � Pikt?IPER7Y17AMkAGIr ... .. ... HIRED AUTOS I AUTOS ,,.(Par aacidanl,l. ... ,,,,, IS Meducal payments S 5,000 X UMBRELLA LIAa X OCCUR EACHOCCURRENCE S 2,000 000 A _..-EXC.... B CLAIMS-MADE AGGREGATE $ 2,000,000 I D ODV81,97631 1/26/20�18 11/26/2019 $ 'WORKERS COMPENSATION I i WHV8198601 � x PER � OTH AND EMPLOYERS'LIABILNTY Y)N) _... STATUTE ._.E (3aA MA Ms NH ANY PRrJPEMBERS EXCLUDED? Zessasde excluded E.L.EACH ACCIDENT..... $ 1,QpO,Opp OFFICER/MEMPER EXCLUIpED? �',y°'.,� N Y A ....... .. .. .... B (Mandatory in NH) Donald Jutton Joseph 1,/26/2018 1/26/2019 E.L DISEASE EA EMPLOYE $ 1,000,000 If yes,describe Under -.. . ....E ......... ........ . _ ... .. DESCRIPTION OF OPERATIONS bellow E,L DISEASE-POLICY LIMIT $ 1,ppp,,ppp C Professional Liability H718111054 1,/26/2018 1/26/2019 !, Each CIaim 2,000,000 jTotal-AII claims 2,000,000 DESCRIPTION OF OPERATION'S I LOCATIONS 1 VEHICLES (ACORD 101,Additional Remarks Schedule,may he attached It more space is required) CERTIFICATE HOLDER CANCELLATION( SHOULD,ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE For Informational Purpo es Only THE; EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE Brian Parsons/JSC Q 1988-21014 ACORD CORPORATION. All rights reserved. ACORD 25(2014101) The ACORD name and Naga are registered marks of ACORD INS025onwi) MM, A- Z a� ..... ....... . ......... ip, ­ ;Q,, On, 0 ni oa­-� mv� 1 Ass,W�f "T"w "'a" . .. ...... Aso u//: .......... A­ 17 04-00 ........... !"K, a— L-"Mmn 0 a, "a' ,an, Wl Tow 'A"M U-7, -,PV Mh/ Nl, ...... 0, Too I A/TQJ A am G 0; Wn al/ m, /'a Ky ;�n a-, .......... An, 'aa��,,aa' n laz "Wag a a/ al WIN" S moor/ .......... ..... ....................... Lela 603,27%0352 - fax, 603-279-2548 ..................... .................... 120 Daniel Webster H ighway Meredich, NH 03253 toll free. 866,501,0352 Municipal Resources www,muiiicipaii-esout-ces.coni CERTIFICATE, OF VOTE (Corlporatton Only) At a duly auithorized meeting of the Board of Directors of MUNICIPAL RESOURCES, I C. Ihelldl on October 201, 2015,, it was VOTED THAT Alan S. Gould, President of the Company, be and hereby is authorized to execute contracts and proposalls in the name of and on behalf of said company, and affix its corporate seal hereto,; and such execution of any contract or proposal) in this company's name on its behalf by such President under seal of the company, shall be valid and binding upon this company. I hereby certiify that I am the: Chairman, of the Board of the above named corporation, and that Alan S. Gould is the duly elected officer as above of said company, and that the, above vote has not been amended or rescinded and remains in full force and effect as of this date. Date JutinjilM. Van, Etten:, Chairman of the Board C(DRPORATE SEAL TAX COMPLIANCE CERTIFICATION lip Pursuant to M.G,L. c.62C, §49,A, I certify under the penalties of perjury that, to the best of my knowledge and belief, the bellow named busilness is in compliance with all laws of the Commonwealth, relating to taxes, reporting of employees and contractors, and withholding and remitting child support. (Date) (Signature, of individual submiitting quote) ........... (Printed name of person signing quote) M 0 1�e 5 0 0 ru tv c V\k C ............................. (Name of Business) o M4W'4J1A (Business Address) 0 3;z 53 6 2 *;H ............. (Business Phone Number) tl PF MUST BE RETURNED SIGNED WITH THE QUOTE PACKAGE CERTIFICATE �OF CORPORATE AUTHORITY The principal,officer or person to sign below pledges under penalties of perjury,that he or she has been designated by the owneir(s) or the Board of Directors of the below named firm as, an auithiorized representative, N119 ............... (Date) (Signature of individual submitting quote) A A) C4 (Printed name of person signing quote) NC ............ (Name of Business) 120 Web ," M-P,/ed,Pi r\Jq e (Business Address) f 57 6-35- Z, ..................................................................... .......... (Business Phone Number), RK MUST BE RETURNED,SIGNED WITH THE QUOTE PACKAGE 9 NON-COLLUSION STATEMENT CONTRACTOR'S CE RTI F ICATI ON I N QUOTE TO BE ATTACHED TO CONTRACT Any plerson submitting a Quote for the procurement or disposal of supplies and services to, any governmental body shall certify in writinig, on the Quote, as follows: "The undlersigned certifies under penalties of perjury that this Quote has been made and submitted in good faith and without collusion or fraud with any other person. As used in thins certification, the word "person" shall mean any natural person, business, partnership, corporation, uniioni, committee, club, or other organization, entity or group of individuals." (Date) (Signature of individual submitting qu4&4 10 A < C—I (Printed name of person signing quote), VI1\ (Name of Buisi'ness) In ( ---------- (Business Address) &3 (Business Phone Number) IF it MUST BE RETURNED SIGNED WITH THE QUOTE PACKAGE 10 SIGNATURE PAGE The applicant hereby certifies that: I. The applicant has not given, offered, or agreed to give any gift, conitributiion, or offer of employment as an inducement for, or in connection with,the award of contract for these services; 2, No consultant to, or subcontractor for the applicant has given, offered, or agreed to give any gift, contribution or offer of employment to the applicant, or to any Other person, corporation, or entity as an inducement for, or in connection with,the award to the consultant or subcontractor of a contract by the apiplicant; and! 1 That no person, corporation, or, other entity other than a bona fide full-time employee of the applicant has been retained or hired to solicit for, or iin any way assirst the applicant in obtaining the contract for services upon an agreement or understanding that such person, corporation, or entity be paid a, fee or other compensation contingent upon the award of the contract to the applicant. I hereby attest with full knowledge of the penalties for perjury, as in accordance with Massachusetts G.L. C,7, S.38'E that all information provided in thiis application for services is correct. ,e .5od rce 5 MQV-\� C � 07 (Firm Submitting Quote) ......................................................... (printed) name of person signing quote) (Signature ........................................ ................................. C)te Ve\A (Title) ---------------------------- (Date) MUST BE RETURNED SIGNED WITH THE QUOTE PACKAGE TOWN OF NOR TH AND 0 VER, MASSACHUSETTS Fire Department `4 795 ChickeizngRoad, North Andover;MA 01845 ' Telephone 978-688-9590 Fax 978-688-9594 To:Regina Kean,Chairperson Board of Selectmen From:Chief William A. McCarthy Date:February 6,2019 Re:Columbia Gas detection equipment donation The Fire Department is requesting the Board to accept the donation of 5 pieces of gas detection equipment from Columbia Gas. We received 4 Sensit Gold G2 multi-gas detectors and 1 Bascorn-Turner methane specific gas detector. The approximate value of this equipment is$10,000. The meters are deployed amongst our fire apparatus and have greatly enhanced our gas detection capabilities thus increasing our safety and the safety of the citizens of North Andover. Sincerely, Q� z4j,,vt.c•�Qom' " `"04 William A. McCarthy Fie Chief Proudly Serving Since 1921 TOWN OF NORTH ANDOVER TOWN COUNSEL 120MAIN STREET NORTH ANDc VER, MASSA(°H11Sz:,.1..rc'S 01845 Suzanne P. Egan � �r ,� C"fl''L, (978)794 1709 r� FAX€,97 6889556 Twvn Counsel � � �;'", segarr(,(A.riot-t.haiidoverrri;i.gov Memorandum To: North Andover Board of Selectmen From: Suzanne P. Egan, Town Counsel Date: February 4, 2019 Re: Appointment to Emergency Response Volunteers- Background Checks Volunteer Release Agreement The Police Chief has recommended that due to the particular responsibilities and trust placed in Emergency Response Volunteers, prior to appointment an applicant should undergo a background check. This is consistent with the best practices outlined in the Massachusetts Emergency Management Agency guide. I also recommend that the applicant's agree to and sign a Volunteer and Release Agreement which authorizes the Town to conduct the background investigation and sets out the expectations of a volunteer and a release of liability agreement. I have attached a Volunteer and Release Agreement for your review and approval. Town of North Andover Emergency Management Agency Application to Volunteer and Background Investigation Release Agreement I, , reside at apply to volunteer as a member of the North Andover Emergency Management Agency. I give the Town of North Andover Police Department permission to conduct a thorough background investigation into my qualifications to be a member of the Emergency Management Agency, including a review of the sex offender registries, criminal history records, law enforcement records. I also give the Town of North Andover Police Department permission to inquire into my background, references, licenses and employment and volunteer history. I give permission to the holder of any such information to release it to the Town of North Andover Police Department to be used in consideration of my application for a volunteer member of the North Andover Emergency Management Agency. I understand that this volunteer positon is conditioned on a favorable background investigation as determined by the Town of North Andover. I hold the Town of North Andover harmless of any liability, criminal or civil that may arise as a result of release of this information about me. I hold harmless any individual or organization that provides information to the Town of North Andover and I understand that the Town of North Andover will use this information only as part of its investigation of my volunteer application. It is understood that some activities involved in this volunteer position involve an element of risk or danger of accidents and knowing those risks, I hereby assume those risks. I further understand and agree that this waiver, release and assumption of risk is binding on my heirs and assigns. Volunteer Roles and Responsibilities 1. I understand that I will be a member of the North Andover Emergency Management Agency only at the request of the Town of North Andover and receiving a specific assignment from the Town of North Andover Emergency Management Agency. 2. I will strictly observe all safety rules and use care in the performance of my assigned tasks. 3. I will maintain the same confidentiality as required by State Ethics Law and the North Andover Personnel Policy, although I am not an employee and will not be paid for my services. I agree to refrain from divulging to any unauthorized employees or outside source any confidential information obtained while I am acting as a volunteer. I realize it is privileged information and may not be shared with anyone. 4. I understand that as a volunteer member of the North Andover Emergency Management Agency, I do not have the authority to act as a Police Officer, Firefighter, Emergency Medical Technician or Emergency Services Personnel. 5. 1 understand that the Town North Andover has no tolerance for harassment or discrimination, violence, threat or intimidation, implied or actual in the workplace and/or in performing volunteer services; 6. 1 understand that the Town of North Andover has a no tolerance policy against any use of, or being under the influence of illegal drugs or alcohol in the workplace and/or while performing my volunteer duties; 7. I understand that the Town of North Andover has a no tolerance policy against carrying , or use of any type of weapon or firearm by individuals other than active members of the Town of North Andover Police Department and its Police reserve while executing my volunteer duties; 8. 1 verify by my signature below that I will comply with the policies of the Town of North Andover and that I grant the Town of North Andover permission to conduct a background check into my volunteer application and that I have read each of the above items and agree to be bound by them. Applicant Signature Date The Town of North Andover Volunteer/Participant Release of Liability and Assumption of Risk Agreement Volunteer/Participant Information Volunteer/Participant Name: Address: Telephone Contact: Voluntary Participation I, the undersigned , do hereby consent to my participation or volunteer activities with the Town of North Andover, Massachusetts. I understand and agree that the risk of injury from the activities involved is potentially significant. I knowingly assume all such risks, even if arising from the negligence of others and assume full responsibility for my participation. Release (initial) I also agree to forever release the Town of North Andover, and all their employees, volunteers and any and all individuals and organizations assisting or participating in any program of the Town of North Andover(the "Releasees") from any and all claims,rights or action and causes of action that may have arisen in the past, or may arise in the future, directly or indirectly, from personal injuries to myself or property damage resulting from my participation or volunteer activities with or in the Town of North Andover programs or activities. (initial) I also promise to indemnify, defend, and hold harmless the Releasees against any and all legal claims and proceedings of any description that may have been asserted in the past, or may be asserted in the future, directly or indirectly, arising from personal injuries to myself or property damage resulting from my participation in the activities of the Town of North Andover. Page 1 of 2 Understand, Consent, and Release (initial) I further affirm that I have read this Consent and Release Form and that I understand the contents of this Form. I understand that my participation is voluntary and that I am free to choose not to participate in said program. I affirm that I have decided to participate in the Town of North Andover's programs with full knowledge that the Releasees will not be liable to anyone for personal injuries and property damage that I may suffer. Participant Signature Volunteer/Participant Signature: Date: Print Name: For Minors Signature of Legal Representative: Date: Print Name: Relationship to Participant: Page 2 of 2 �4 tVt The Commonwealth of Massachusetts William Francis Galvin, Secretary of the Commonwealth Archives.Division Mr. Joseph LeBlanc District Director North Andover Veterans' Services 120 Main Street North Andover, MA 01845 Dear Mr. LeBlanc: January 28, 2019 I want to offer you and the Town of North Andover my congratulations on behalf of Secretary of State William F. Galvin,the Massachusetts State Historical Records Advisory Board and the Massachusetts General Court. The Board recently voted $11,090 to fund your application to the Veterans' Heritage Grant Program. The Board requests a Project Status Report by the end of the calendar year. Thank you for your interest in the Veterans' Heritage Grant Program and for your efforts in preserving the history of our Commonwealth's veterans. Respectfully, w �iro rr P rc John Warner, r. Archivt of the Commonwealth of Massachusett r' 220 Morrissey Boulevard, Boston, Massachusetts 02125 • (617) 727-2816 www.sec.state.ma.us/arc NORTH ANDOVER YOUTH & RECREATION SERVICES 33 JOHNSON STREET NORTH ANDOVER MASS. 01845 (978) 682-9000 TO: Laurie Burzlaff FROM: Rick Gorman, NAYRS Dire t r DATE: 1/31/19 0 RE: 2018 DONATIONS TO NEW /FACILITY ACCOUNT Laurie please find enclosed donation checks from the NA Youth Sports group as part of the annual contributions towards the New Fields/Facility account. These checks after being deposited will need to be accepted at the next Selectman meeting NORTH ANDOVER LITTLE LEAGUE INC. $6,510.00 NORTH ANDOVER YOUTH LACROSSE ASSN. $2,950.00 NORTH ANDOVER BOOSTERS CLUB $10,050.00 NORTH ANDOVER YOUTH SOCCER ASSN. $21,180.00 TOTAL 2018 Contribution - $ 40,690.00 Past Contributions 2010 $50,040.00 2011 $50,970.00 2012 $50,850.00 2013 $49,250.00 2014 $48,160.00 2015 $41,520.00 2016 $43,340.00 2017 $41,880.00 2018 $40,690.00 total $416,700.00 An Agreement Between The Town of North Andover And Lyne M. Savage for Appointment of Acting Town Manager This AGREEMENT is by and between the Board of Selectmen, (the"Board"), of the Town of North Andover, Massachusetts, (the "Town") and Lyne M. Savage; WHEREAS, the Town Manager, Andrew Maylor, has tendered his resignation and the Board accepted his resignation effective February 17, 2019; WHEREAS, the Board anticipates that a new Town Manager will not be retained prior to the effective date of Mr. Maylor's resignation; WHEREAS, the Board, at its January 22, 2019, by a unanimous vote, appointed Ms. Lyne M. Savage, the current Town Finance Director/Town Accountant, Acting Town Manager effective February 18, 2019; WHEREAS, at the Board of Selectmen meeting of February 4, 2019, Ms. Savage accepted the appointment of Acting Town Manager; Now in consideration of the promises contained, the parties hereto mutually agree as follows: 1. Scope of Services: Ms. Savage shall exercise the rights and perform the duties of Town Manger. The rights and duties of the Town Manager position are outlined in the Town Charter generally and specifically in Chapter 3 and 4 and the Town of North Andover General Bylaws and the Law of the Commonwealth of Massachusetts. 2. Term: Ms. Savage is appointed Acting Town Manager for a term of ninety (90) days, with the possibility of an additional ninety (90) day appointment if a Town Manager is not appointed and able to begin employment before that date. This appointment will end either at the expiration of the term or when a permanent Town Manager is able to assume the duties, whichever occurs earlier. 3. Payment: As compensation for performing the duties of Acting Town Manager, Ms. Savage will be paid an additional five hundred and sixty two dollars and fifty cents ($562.50)a week. Ms. Savage will continue to be compensated for performing the duties of the Town Finance Director and Town Accountant. 4. Performance Obligations: Ms. Savage agrees to continue to competently perform her duties as Finance Director and Town Accountant. She will resume her position of Town Finance Director and Town Accountant at the expiration of her appointment as Acting Town Manager. As an employee of the Town of North Andover, Ms. Savage duties, obligations, benefits and rights are subject to the policies and procedures as outlined in the Town of North Andover Personnel Policy. 5. Entire Agreement: This agreement embodies the whole agreement between the parties and there are no inducements,promises, terms, conditions, or obligations made or entered into by either party other than those contained herein. The Agreement may not be changed except by a writing signed by the parties. 6. Invalidity: If any paragraph or part of this agreement is judged to be invalid, it shall not affect the remainder of said agreement, but said remainder shall be binding and effective against all parties. 7. Choice of Law and Forum: This Agreement shall be governed by the laws of the Commonwealth of Massachusetts and the terms of the Town Charter of the Town of North Andover. Any actions arising out of this contract shall be brought in a state or federal court in the County of Essex, Commonwealth of Massachusetts, which shall have exclusive jurisdiction thereof. Agreed to on this day of February, 2019 by: North Andover Board of Selectmen Lyne M. Savage An Agreement Between The Town of North Andover And Andrew W. Maylor For Post Resignation Consulting Services This AGREEMENT is by and between the Board of Selectmen, (the "Board"), of the Town of North Andover, Massachusetts, (the "Town") and Andrew W. Maylor, (the "Consultant"); WHEREAS, Andrew Maylor has accepted a position as Comptroller of the Commonwealth of Massachusetts and tendered his resignation to the Board effective February 17, 2019; WHEREAS, on January 22, 2019, the Board unanimously voted to accept Andrew Maylor's resignation from his position of Town Manager; WHEREAS, the Board anticipates that a new Town Manager will not be retained prior to the effective date of Mr. Maylor's resignation; WHEREAS, the Board desires to retain Mr. Maylor's services as a consultant for a limited term to provide advice and consult on matters of the Town; WHEREAS, Mr. Maylor has consulted with the State Ethics Commission's legal counsel regarding any disclosure or restrictions on his ability to enter into this contract for consulting services; Now in consideration of the promises contained, the parties hereto mutually agree as follows: A. Scope of Services: The Consultant agrees to be available in the evening and on weekends to meet with, or answer questions posed by, the acting town manager, selectman, and/or members of the senior staff. In addition, the Consultant will continue to be involved with the negotiations related to Gas Disaster. Specifically, the ongoing negotiations with Columbia Gas for the curb- to-curb replacement of the impacted streets and the ongoing negotiations with Columbia Gas related to municipal claims. The Consultant agrees to attend the October 2019 ICMA Conference in Nashville, Tennessee and present the Town of North Andover's experience and response to the Columbia Gas Disaster, for the purpose of highlighting the Town of North Andover and heightening its national presence. B. Term: This agreement shall be from February 18, 2019 through June 30, 2019 or the start date of the new town manager whichever is sooner. The Town has the right to terminate this agreement at any time prior to either of those dates. C. Compensation: The Town agrees: 1)to pay the Consultant a flat rate of Three Hundred Dollars ($300.00) a week; 2) To allow the Consultant to retain his town Chromebook and his mobile telephone; and, 3) To pay a portion of the cost, not to exceed Two Thousand Dollars ($2,000.00), of the Consultant attending the ICMA Conference in Nashville, Tennessee. D. Representations: The Consultant represents and affirms that he has disclosed this consulting arrangement with his successor employer, the Commonwealth of Massachusetts. The Consultant further represents that he has consulted with the State Ethics Commission's legal counsel regarding any disclosure or restrictions on the Consultant's ability to enter into this contract for consulting services and has been advised and counseled that entering into this agreement is compliant with the State Ethics Law, G.L. c. 268A, provided the Consultant 1) does not act as an agent for or on behalf of the Town of North Andover before any state administrative agency or tribunal in connection with any matter in which the Commonwealth or a state agency is a party or has a direct and substantial interest, and 2) does not provide consulting services during his state working hours while he is receiving compensation from the Commonwealth and/or via devices owned or paid for by the Commonwealth. E. Assignment: The Consultant shall not assign, transfer, delegate or subcontract any interest in this Agreement without the prior written consent of the Town. F. Relationship with the Town: All services to be performed under the terms of this contract will be rendered by the Consultant as an independent Contractor. None of the terms of this contract shall create a principle-agent, master-servant or employer-employee relationship between the Town and the Consultant. The Consultant shall have no capacity to bind the Town in any contract nor to incur liability on the part of the Town and if the Consultant employs or proposes to employ any person during the term of this contract, the employment or proposal shall not obligate the Town in any manner to any such employee. G. Liability of Public Officials: To the full extent permitted by law, no official, employee, agent or representative of the Town of North Andover shall be individually or personally liable on any obligation of the Town under this Contract. H. Indemnification: The Consultant shall indemnify, defend and save harmless the Town, the Town's officers, agents and employees, from and against any and all damages, liabilities, actions, suits,proceedings, claims, demands, losses, costs, expenses, recoveries and judgments of every nature and description (including reasonable attorneys' fees) that may arise in whole or in part out of or in connection with the work being performed or to be performed, or out of any act or omission by the Consultant, its employees, agents, subcontractors, material men, and anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable, regardless of whether or not it is caused in part by any party indemnified hereunder. The Consultant further agrees to reimburse the Town for damage to its property caused by the Consultant, its employees, agents, subcontractors or material men, and anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable, including damages caused by his, its or their use of faulty, defective, or unsuitable material or equipment, unless the damage is caused by the Town's gross negligence or willful misconduct. The existence of insurance shall in no way limit the scope of the Consultant's indemnification under this contract. G. Compliance with Laws and Consultants Responsibilities: The Consultant certifies that he has complied with all applicable laws and is eligible to work in the Commonwealth of Massachusetts and that he is in compliance with Federal and State Tax laws. The Consultant shall not discriminate against any employee, or applicant for employment because of race, age, color, religious creed sexual orientation or identification, handicap, ancestry, sex or national origin. The Consultant agrees to pay all debts for labor and/or services and materials contracted by him, if any, and for the rental of any office space, equipment or machinery hired by him, if any, for and on account for the services to be performed hereunder. The Consultant shall not take any action that causes any public official to be in violation of the State Ethics Law, M.G.L. c. 268A. H. Entire Agreement: This agreement embodies the whole agreement between the parties and there are no inducements,promises, terms, conditions, or obligations made or entered into by either party other than those contained herein. The Agreement may not be changed except by a writing signed by the parties. L Termination of Agreement: The Town may terminate this Agreement upon written notice without cause at any time, effective immediately on the date stated in a written notice of termination. In no event shall the Consultant be entitled payment for any services performed after the effective date of termination, and under no circumstances shall the price exceed the weekly payment fee. J. Invalidity: If any paragraph or part of this agreement is judged to be invalid, it shall not affect the remainder of said agreement, but said remainder shall be binding and effective against all parties. K. Choice of Law and Forum: This Agreement shall be governed by the laws of the Commonwealth of Massachusetts and the terms of the Town Charter of the Town of North Andover. Any actions arising out of this contract shall be brought in a state or federal court in the County of Essex, Commonwealth of Massachusetts, which shall have exclusive jurisdiction thereof. Agreed to by: North Andover Board of Selectmen Andrew W. Maylor I, Andrew W. Maylor, hereby certify under pain and penalties of perjury pursuant to M.G.L. Chapter 62C, Section 49A that I have complied with all laws of the Commonwealth relating to taxes, reporting of employees and contractors, and withholding and remitting child support. Andrew W. Maylor TOWN OF NORTH ANDOVER, MASSACHUSETTS FISCAL YEAR 2020 FINANCIAL PLAN AND OPERATING BUDGET General, Capital Projects and Enterprise Funds July 1, 2019—June 30, 2020 BOARD OF SELECTMEN Regina Kean, Chairman Phil DeCologero, Clerk Chris Nobile Rosemary Connelly Smedile Richard M. Vaillancourt TOWN MANAGER Andrew W. Maylor GOVERNMENT FINANCE OFFICERS ASSOCIATION D is tin gunshed Budget Presentation Award PRESENTED TO Town of North Andover Massachusetts For the Fiscal Year Beginning July 1, 2018 O,A4C-? � P- � -C Executive: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. L.. TABLE OF CONTENTS INTRODUCTION AND OVERVIEW ExecutiveSummary .................................................................................................................... 1 TownOrganization ..................................................................................................................... 9 OrganizationalChart ................................................................................................................... 12 PrincipalOfficials ....................................................................................................................... 13 Budget Policy Objectives and Strategic Goals ........................................................................... 14 Challenges Addressed in the Fiscal Year 2020 Budget .............................................................. 16 Development of the Fiscal Year 2020 Budget ............................................................................ 17 FINANCIAL STRUCTURE BudgetOverview ........................................................................................................................ 19 BudgetCalendar .......................................................................................................................... 21 Financial Reserve Policies .......................................................................................................... 24 Overall Summary of the Budget ................................................................................................. 28 FINANCIAL SUMMARY Financial Plan General Fund ....................................................................................................... 33 Financial Plan Enterprise Funds ................................................................................................. 45 General Fund and Enterprise Fund Revenues by Year ............................................................... 51 General Fund and Enterprise Fund Expenditures by Year. ......................................................... 53 Description of Funds Subject to Appropriation .......................................................................... 55 Governmental Fund Balance Classification ................................................................................ 56 Non-major Governmental Funds ................................................................................................. 58 StabilizationFunds ..................................................................................................................... 60 Summary of Revenues and Expenditures ................................................................................... 62 Detail Expenditures General Fund and Enterprise Funds ........................................................... 63 Five Year Financial Forecast ...................................................................................................... 72 CAPITAL AND DEBT Report of the Capital Improvement Plan .................................................................................... 75 Executive Summary—Capital Improvement Program ............................................................... 78 Debt Service/Net Revenue Ratio Summary ................................................................................ 83 Summary of Capital Improvement Recommendations .............................................................. 84 Capital Project Criteria Rating Sheet .......................................................................................... 87 Capital Project Criteria Point Schedule ...................................................................................... 87 CapitalProject Details ................................................................................................................ 91 DebtService ................................................................................................................................ 117 DEPARTMENT INFORMATION Town Personnel Analysis ........................................................................................................... 125 PersonnelListing ........................................................................................................................ 126 General Government TownManager ................................................................................................................ 127 HumanResources ........................................................................................................... 131 Accounting ..................................................................................................................... 134 Assessors ......................................................................................................................... 136 Treasurer/Collector ......................................................................................................... 139 TownClerk ..................................................................................................................... 142 Conservation ................................................................................................................... 146 CommunityDevelopment ............................................................................................... 150 Planning .......................................................................................................................... 153 Boardof Appeals ............................................................................................................ 158 Public Safety Police .............................................................................................................................. 160 Fire .................................................................................................................................. 164 PublicSafety Reserve ..................................................................................................... 167 BuildingInspection ......................................................................................................... 168 EmergencyManagement ................................................................................................ 171 Public Works Administration ................................................................................................................ 177 Refuseand Recycling ..................................................................................................... 177 Streetsand Sidewalks ..................................................................................................... 178 Structures and Grounds ................................................................................................... 178 VehicleMaintenance ...................................................................................................... 179 SnowRemoval ................................................................................................................ 179 Health and Human Services Health .............................................................................................................................. 182 ElderServices ................................................................................................................. 186 Youth and Recreation Services ....................................................................................... 190 VeteransServices ............................................................................................................ 194 Culture and Recreation Library ............................................................................................................................ 197 Support Services AdminSupport ................................................................................................................ 201 Auditing .......................................................................................................................... 203 Information Technology ................................................................................................. 204 Facilities .......................................................................................................................... 207 Education North Andover School Budget ........................................................................................ 212 North Andover Personnel Listing ................................................................................... 212 Non-Departmental Insurance ......................................................................................................................... 213 Health and Property Insurance ............................................................................ 213 Health Insurance Rate Chart ............................................................................... 214 Retirement ....................................................................................................................... 218 CherrySheet Assessments .............................................................................................. 219 FinanceCommittee ......................................................................................................... 225 Legal ............................................................................................................................... 225 Unclassified— Shared Cost ............................................................................................. 226 Capitaland Reserves ....................................................................................................... 226 Enterprise Funds WaterDepartment ........................................................................................................... 229 SewerDepartment ........................................................................................................... 231 StevensEstate ................................................................................................................. 234 DOCUMENT- WIDE CRITERIA Statistics ...................................................................................................................................... 237 North Andover at a Glance ......................................................................................................... 238 Labor Force, Employment and Unemployment in North Andover ........................................... 239 LargestTaxpayers ....................................................................................................................... 240 DepartmentalStatistics ............................................................................................................... 241 Capital Asset Statistics ................................................................................................................ 244 Glossaryof Terms ....................................................................................................................... 245 Acronyms .................................................................................................................................... 253 90 Z O 70 < O my �o c < n m � � O Z a '/Dri own of North Andover • 4:. ffte o f tine • Towle Manager North Andover Town Hall r 120 Main Street I ortlm Andover, MA 01845 e,,,.muail: ainaylor( ),towriof orthand over.coin Andrew W. Maylor 7 ,Iephone (978)688-9 10 Town Manager Fax (978)688-955 February 4, 2019 Executive Summary Town Manager Recommended Budget Fiscal 2020 I am pleased to submit for your review and consideration the Fiscal 2020 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 FY20 and to provide under separate cover recommendations for service enhancements. The notable exceptions to this approach were the School Department which needed to add staff to continue implementation of their long-term strategic plan and the Town Manager's commitment to adding a staff person to address community concerns regarding the impact of horizontal capital projects. 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 3.75% or less. 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 - 1- budget requests are often unnecessary. The Town Manager Recommended Budget for FY20 assumes a 4.3%increase in total spending from FYI 9. Typically eliminating the use of"one-time" funding for reserves and excluded debt changes this percentage significantly, but that is not the case for FY20 as reserve transfers are largely unchanged from FY19 as is the debt service. As mentioned previously, departments are asked to request service enhancement beyond "level service" 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, expanding library programming to include the Farmers Market, and adding a training officer in the Fire Department. These new initiatives are in addition to the increased staffing in the School Department and the addition of a project manager in the Department of Public Works. It should be noted that on January 31, 2019 the North Andover School Committee voted unanimously to adopt the recommendation of the Superintendent of Schools for a 3.75% 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 • Opened the new Anne Bradstreet Early Childhood Complex • Installed LED Streetlights • Completed the Master Planning Process • Continued the upgrade of our financial software • Completed the process to recodify the Town's bylaws • Continued our successful implementation of online permitting -2- • Left water and sewer rates unchanged for an amazing 7fh consecutive year • Established an OPEB Committee to address the OPEB liability • Completed the design and obtained the funding for a new $9 million Recreation Complex • Creatively partnered with a private developer to obtain a site for a new Senior Center • Continued funding the Town's reserves consistent with the approved Financial Reserve Policies. ......And this is only a partial 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 2020 General Fund Budget Highlights Revenue The revenues for the Fiscal 2020 Town Manager Recommended General Fund Budget total $101,420,806 or a 4.3% increase compared to the Fiscal 2019 approved budget. The revenues are estimated to increase by $4.2 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 3.7% or$3.5 million based on the provisions of Proposition 21/z and added New Growth. Local Receipts,which include revenue streams such as the local meals tax,motor vehicle excise tax, and building fees, are expected to increase by 5.9% or$682k. Specifically, the assumption for the largest category within local receipts, motor vehicle excise, is an increase of$200k,following increases of two straight years of$300k,to$4.8 million in FY20 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. -3- Expenses Total recommended General Fund Spending for FY20 is $103,415,513 or a 4.3% increase compared to the Fiscal 2019 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 3.75% in FY20. In addition, I have recommended a one-time appropriation of $120,000 for the School Department to implement special education programs that are intended to pay for themselves in future years. I am also recommending total Municipal spending increase by 2.9% over FY19. 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, the addition of a project manager in the DPW and the addition of a training officer in the Fire Department, which was funded but not filled in FY18 and not funded in FY19, resulted in increases above 5% in each department. By contrast, more than ten departments, including the Police Department, have year to year increases below the FY20 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 FY20 we have continued the trend of increasing the Snow and Ice appropriation with the long-term goal to significantly reduce the likelihood that an end of year transfer will be needed. 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 FY20 this category is recommended to increase by $41k or 2.2%. This increase is largely attributable to an increase in contracted services within the Information Technology budget. These services support existing infrastructure software. Non-Departmental/Fixed Costs -4- This category represents approximately 28% of all General Fund spending which is up 1% year over year. The budget recommendation incorporates the Revenue and Fixed Cost Review Committee estimates, as well as adding recommendations made under Capital and Reserves, for a total of$29.3 million or an increase of 6.1%. Increases in the Retirement Assessment (explanation below) of$498k and an increase in Group Health Insurance of$800k(explanation below) comprise approximately $1.3 million of this $1.6 million year over year increase with an increase of $140k in Debt Service comprising a majority of the balance. Other insurance categories are either minimally increased or decreased in FY20. Additionally, we are projecting an increase of 3.0% in overall vocational school spending in FY20. 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 $1.4 million. Specifically, in FY20 the Town Manager Recommended Budget includes an appropriation to the Capital Stabilization Fund of $350k for the fourth straight year and an appropriation of $238k 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 from operations of$194k with approximately $120k of that amount resulting from a new strategy to "prepay" the liability of new municipal employees (two in FY20). The final item within this category is the Overlay Reserve Fund which is used to pay for approved property tax abatements and the recommended amount of $550k this year is consistent with past years. The Overlay Reserve Fund is funded by Operating Revenues. 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 9.6% 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 by 7.0%year over year, although the exact amount will not be known until March and is likely to be lower. 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 -5- General Fund— School Department The approved School Department Budget for FY20 recommends an increase of 5.7 Full Time Equivalent (FTE) employees. Four and one half(4.5) are teachers and other professionals, one (1)is a School Nurse and the remaining 0.2 FTE is an increase to an Administrator/Principal position at the Anne Bradstreet Early Childhood Center. General Fund - Municipal Government/Support Services Municipal General Fund staffing for FY20 includes a 1.8 FTE increase from FY19. One FTE is the addition of a training officer in the Fire Department. As mentioned previously this position was originally in the FY18 Budget and was removed in FY19 while the position was being bargained with the fire union. Another 1.0 FTE is the addition of a project manager within the DPW department. This position will address the need to have more direct onsite oversight of vertical construction projects such as roadway, utility, and ballfield improvements. Both of these positions are benefit eligible positions. A .1 FTE increase in the Shared Services departments is offset by a .3 FTE decrease in the Town Manager's department both of which are the result of aligning positions with the right cost center. Fiscal 2020 Enterprise Fund Budget Highlights Water The recommended Water Enterprise Fund budget for FY20 will see an increase of less than 2.0% compared to FY19 ($4.70 million vs. $4.61 million) when excluding the "Transfer to CIP". Total Personnel Costs are recommended to increase by 3.5% year over year while Expenses will increase 3.0% and Indirect Costs increase by 2.5% from FY19. 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 three years. Therefore, in FY20 $775k is being recommended as a"Transfer to CIP" from Retained Earnings. This is a decrease of$100k from FY19. Please note that this type of transfer can create the impression in some years (not FY20) 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 81h consecutive fiscal year. -6- Sewer The recommended Sewer Enterprise Fund budget for FY20 will see a 1.80% increase from FY19 ($4.72 million vs. $4.64 million) when excluding the "Transfer to CIP". The majority of this $81k increase is attributable to an increase of$72k, or 3.0%, in the assessment from the Greater Lawrence Sanitary District. Modest increases in Salaries and Expenses, which total less than $70k, will be offset by a decrease in Debt Service which has declined for the sixth straight year. Pay-as-you-go capital funding from retained earnings is recommended to increase from $100k to$375k year over years which will cover 100% of the cost of FY20 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 81h consecutive fiscal year, although continued increases by the GLSD could cause the need to increase rates in future years. Stevens Estate The performance of the Stevens Estate in FY19 continues to be positive and I fully expect that the Fund will generate its seventh consecutive profitable year. However, there has been little or no revenue growth during the past two years while expenses have continued to increase. As a result, we have had to reduce the investment of Retained Earnings use to complete capital improvements and maintenance in the facility. This year the expense increase is 4.5% when excluding "Transfers to Capital". For the fourth consecutive year there are sufficient Enterprise Fund retained earnings to reinvest a portion of those earnings ($50k) in much needed capital improvements; however, as mentioned previously, this amount was reduced by $70k year over year as a result of shrinking profits. 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 in the previous two years, 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 will 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 paid off, the Town has issued a Request for Proposals to find a suitable private or non-profit party to purchase or enter a long term lease for the site (excluding the more than 120 acres of Osgood Hill). -7- 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 FY20 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 continued partnership we have developed with the North Andover School Department. The smooth transition of new Superintendent Gregg Gilligan is a tribute to not only his skills but also the professionalism of his extraordinary staff. I would also be remiss if I did not single out Finance and Budget Director Lyric Savage for her invaluable assistance in helping me prepare this budget. The professional comradery that exists between all those involved in the budget process has made North Andover a model community that others surely would like to emulate. I am confident that you will find that the material contained within this document is consistent with the purposes and policies prioritized by the Board in the Budget Policy Statement and I look forward to working with you and the Finance Committee between now and Town Meeting. Regards, Andrew W. Maylor Town Manager P.S. This Executive Summary comes just two weeks prior to my last day as Town Manager and therefore, the FY20 Town Manager's Budget will be the last I produce for this truly wonderful community. I appreciate the support, trust, tolerance, and cooperation you have shown me during the past seven years. Together we have propelled North Andover to excel in a way that most communities just aspire to. I will never forget the residents, businesses owners, employees, volunteers, and elected officials of this community. This has been the best professional experience of my career and I owe it all to you. Andrew -s- 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." -9- Board of Selectmen 8 Regina Kean Chairman ' Phil DeCologero, 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 2018-2019 School Committee are: Holly Vietzke-L nch Chair Amy Mabley, Vice-Chair go Helen Pickard, Clerk Andrew McDevitt, Member David Torrisi, Member j Gregg Gilligan, 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 I" 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 shall identify and describe all revenue and financing sources and anticipated fixed costs and shall provide a written rationale supporting estimates contained therein. - lo- 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. - 11- Citizens of North Andover i Town Meeting a Finance Committee Board of Selectmen School Committee Town Counsel Town Manager School Superintendent Deputy Town Manager Assistant Town Community Finance Public Works Administration fare Police Emergency Management Manager Development Finance Director DPW Director No Division Head Fire Chief Police Chief EM Director Community Services Director ................................................................. Director i$ Fui.Y Town Managers ......... ... ....... Acct)Budget Streets/Sidewalks --- - Elder Services Plann�ng , € Clerk/Licensing Communications_ t ' Treas/Coll Fleet Maintenance Stevens Library Conservation Assessing $ Solid Veterans Services Health Waste/Recycling . .. _ _ - _ Inspectional Water/Sewer _ Human Resources Services € Stevens Estate EngineerinE/Gis Youth/Recreation PRINCIPAL Department Official(s) Additional Areas of Authority Accounting Lyric Savage,Town Accountant Finance Director,Budget Director Administration Andrew Maylor,Town Manager Meghan,Jop,Deputy Town Manager/ Director of Economic Development Denise Casey,Assistant Town Manager Laurie Burzloff,Purchasing Agent Assessing David Hynes,Assessor 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 Paul Hutchins,Inspector of Buildings Plumbing,Electrical Legal Suzanne Eagan,Town Council 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 - 13- 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 FYI 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 - 14- 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 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 connectpedestrians 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. - 15- Challenges Addressed in the Fiscal Year 2020 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 Fisca12020. 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 FY20 Budget addresses major challenges relating to those Fundamentals, including: Defining and Managing Budget Issues for FY20 and Beyond — For the past four fiscal years and including FY20, 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. Our incremental approach to address 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. "Just because our current looks better than our past doesn't mean that our future is still not dependent on the decisions we make today." (Andrew Maylor, Town Manager). Promote Economic Development, Asset Improvement, and Neighborhood Enhancement— Expanding the commercial tax base in North Andover has been a long term goal and in FY20 Town Manager's Budget includes continued support for working with the current property owners and prospective developers of key sites such as Osgood Landing and Royal Crest Estates. A street tree planting program will be introduced in FY20 to ensure that the Town's extraordinary tree canopy remains intact for generations to come. Our practice that started several years ago to invest in pay-as- you-go capital projects and fund a diverse set of reserves continues as well in FY20, the eighth straight year. Delivering High Quality Services that are Sustainable in the Long Term— The FY20 Budget is in balance without the use of one-time revenues for the eighth 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. - 16- Development of the Fiscal Year 2020 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 2018 as a barometer, the economic scan for FY20 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 six 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 9% annually during the next decade and currently represents nearly - 17- 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. - ls- FINANCIAL STRUCTURE Budget Overview Citizen's guide to the Fiscal Year 2020 Budget The budget is a blueprint of Town services and facilities for Fiscal Year 2020. 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 (LIMAS)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 FY20 was initiated in October 2018. In November the Revenue Fixed Cost Committee met and approved recommendations for the FY20 revenue projections which were presented to the Town Manager to assist with his for the FY20 budget. In December the Town Manager presented the Five Year - 19- Financial Forecast. Specific guidelines dictating the preparation of individual department budgets were distributed in November 2018. Each department then prepared FY20 operating budgets and a program summary outlining the projected goals for the future. These operating budgets, which include expenditure and revenue estimates were submitted to the Town Manager by January 15, 2019. In February, each division director made a presentation, based on their adjusted budget submittal to the 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 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- FY20 BUDGET CALENDAR Capital Improvement Plan instructions distributed September 24, 2018 Budget Policy Statement adopted October 15, 2018 Charter 9-2-3 Capital Improvement Plan requests submitted by departments October 26, 2018 Revenue/Fixed Costs Review Committee initial meeting by November 8, 2018 Bylaws Article IV, Section 5-11 Operating Budget instructions distributed November 13, 2018 Town Manager presents Five-Year Financial Forecast December 3, 2018 Recommended Capital Improvement Plan issued to Selectmen December 17, 2018 Charter 9-5-2 N Recommended CIP forwarded to Finance Committee December 18, 2018 Revenue/Fixed Costs Review Committee issues final report no later than December 21, 2018 Bylaws Article IV Section 5-11 Superintendent submits budget to School Committee January 3, 2019 Departmental Operating Budget requests submitted January 15, 2019 Charter 9-2-4 Board of Selectmen vote to adopt Capital Improvement Plan January 14, 2019 Charter 9-5-2 School Committee holds public hearing January 24, 2019 School Committee votes on School Department budget January 31, 2019 Deadline for Submission of CPA Requests February 8, 2019 FY20 BUDGET CALENDAR (CONTINUED) Recommended Operating Budget issued to Selectmen February 11, 2019 Charter 9-2-5 Recommended Operating Budget forwarded to Finance Committee February 12, 2019 Finance Committee vote on Capital Improvement Plan February 13, 2019 Board of Selectmen vote to adopt Operating Budget February 25, 2019 Charter 9-3-1 Community Preservation Committee Public Hearing March 7, 2019 Bylaws Article II Section 5-4 Deadline to submit citizen petition articles March 11, 2019 at 4:30 pm N Board of Selectmen vote to close Warrant for Annual Town Meeting March 11, 2019 Charter 2-2-2 Community Preservation Committee Report March 14, 2019 Board of Selectmen vote on Warrant Article Recommendations March 25, 2019 Finance Committee public hearing April 3, 2019 Charter 9-6-1 Finance Committee vote on Budgets April 3, 2019 Finance Committee Recommendations and Report due no later than April 5, 2019 Distribution of Annual Town Meeting Warrant including Finance Committee report no later than April 22, 2019 Charter 9-6-1 Annual Town Meeting May 14, 2019 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 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 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: • Operatin2 Reserves—The maintenance of adequate operating reserves is essential to the financial strength and flexibility of the Town as a whole. Adequate operating reserves are integral parts of the financial structure of the Town and help make it possible for the Town to issue debt, among many other functions. 1. Undesignated Fund Balance- Operating fund balance shall be maintained at sufficient levels to absorb unpredictable revenue shortfalls and to insure desired cash flow levels. With regard to the General fund, cash balances available at year end shall, in combination with the new revenues,be sufficient to preclude any requirement for short- term debt to 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 -24- 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. 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 -25- 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 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, -26- 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 FY20 Budget for all general Town services and facilities totals $103.4 million. The total includes $52 million in the General Fund budget to support traditional municipal services such as General Government,Police, Fire,Public Works,Library, Share non Departmental Cost and Non- appropriated expenses (i.e. Cherry Sheet Assessments and Assessors Overlay Provisions); $51.4 million to support the School Department and regional Vocational Schools. GENERAL FUND REVENUE 2020 REVENUE Interg—rnmental """" """""" A 1 Other 11.23% Miscellanemus 2,170,E 0.92% Licenses 0.2'8%and permits .... .... Chargesf—Service 3.70% V'���VU�VVVVVIiI �� 4� 4 Other Taxes IVI 5.69% Prmperty Taxes 74.57% 2016 Actual 2017 Actual 2018 Actual 2019 Budget 2020 Recm'd Prope rty Taxes $ 66,673,798 $ 69,207,590 $ 71,940,432 $ 73,619,628 $ 77,119,757 Tax Title $ 739,443 $ 438,937 $ 451,362 $ - $ - OtherTaxes $ 5,965,663 $ 5,804,085 $ 6,323,665 $ 5,639,000 $ 5,886,600 Charges for Service $ 4,619,936 $ 4,414,053 $ 4,384,394 $ 3,727,935 $ 3,827,905 Licenses and Permits $ 293,251 $ 291,183 $ 265,889 $ 251,100 $ 288,625 Intergovernmental-State Aid $ 10,274,315 $ 10,579,576 $ 10,907,264 $ 11,614,817 $ 11,614,817 Miscellaneous Revenue $ 1,074,765 $ 718,192 $ 845,861 $ 654,255 $ 950,910 All Other Sources $ 3,137,151 $ 2,313,182 $ 6,739,005 $ 3,671,864 $ 3,726,899 $ 92,778,321 $ 93,766,798 $ 101,857,873 $ 99,178,600 $ 103,415,513 -28- GENERAL FUND EXPENDITURES State Assessments 2020 EXPENSES Cap kal& Overlay mS4S Reserves V ¢5.54£ Public Safety General Government 10 9% 2.m% 2.6% Unclassi 1.&% ..osk.IVI 'fled Shared C JPuhlic vunrks Realtko&Rumen Services 9.996 1.34£ Employee Be J IVI 17.4% IVI l I I J ry .., / / f Suppul.s%rvices.,.11 o ht e Educakinn 99.7°.£ IVI 2016 Actual 2017 Actual 2018 Actual 2019 Adopted 2020 Recm'd General Government $ 2,321,682 $ 2,322,696 $ 2,636,528 $ 2,639,209 $ 2,692,675 Public Safety $10,215,755 $10,315,147 $ 10,646,868 $ 11,085,892 $ 11,323,301 Public Works $ 4,384,481 $ 5,785,585 $ 5,665,673 $ 4,775,727 $ 5,024,852 Health & Human Services $ 1,136,109 $ 1,138,148 $ 1,143,241 $ 1,301,596 $ 1,327,995 Culture & Recreation $ 940,176 $ 991,073 $ 1,049,180 $ 1,084,521 $ 1,119,285 Support Services $ 1,546,166 $ 1,781,784 $ 1,723,591 $ 1,863,580 $ 1,904,247 Education $44,241,710 $45,528,357 $47,035,187 $ 48,751,971 $ 51,415,312 Debt $ 5,817,313 $ 6,052,614 $ 6,560,777 $ 5,358,407 $ 5,499,087 Employee Benefits $13,056,286 $13,407,627 $ 14,280,428 $ 16,689,280 $ 17,987,695 Unclassified Shared Cost $ 1,536,811 $ 2,178,472 $ 2,260,755 $ 2,548,187 $ 1,900,000 Capital & Reserves $ 1,027,412 $ 574,817 $ 4,874,831 $ 1,986,161 $ 2,119,386 Overlay $ 557,130 $ 542,531 $ 566,310 $ 542,391 $ 550,000 State Assessments $ 397,195 $ 452,360 $ 520,922 $ 551,679 $ 551,679 $87,178,226 $91,071,212 $98,964,290 $ 99,178,602 $ 103,415,513 -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 $100,194,448 which is the Town appropriation of$103,415,513 less Overlay Provisions ($550,000), Cherry Sheet Assessments ($551,679), Transfer to Stabilization ($237,525), Transfer to Capital Stabilization ($350,000), Transfer to Capital ($750,000), Transfer to OPEB ($193,605), and Transfer to SPED Stabilization ($588,256). General Fund Budget The general fund operating budget in FY20 totals $100 million (exclusive of Free Cash for Reserves), which represents a 4.24%increase over FY20. Revenue: The Town receives 74.57% of its revenue from Property taxation; this is its largest source of funds. This category has an increase of$4.2 million or 3.82%. The Town also receives revenue in State Aid of$11.6 million or 11.23%. The Town also receives $10.9 million or 10.6% of its revenue in local receipts (fees,permits, etc.). Expenditures: The School department operating budget at $50,580,170 reflects an increase of $1.8 million or 3.75% and represents 68.18% of the total Town appropriation. This year there is also included within the FYO budget an additional onetime funding of$120,000 to fund Special Education programs put in place last year. 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 pick up 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 FY20 Budget includes $2.8 million in debt service funding as required under the ongoing Town-wide Capital Improvement Program (CIP) (for further details, see discussion in the CIP section of this budget document). The Town will continue to make an investment in this area to avoid having to incur higher costs in the future and therefore reduce the number of annual capital projects to be undertaken. The current and projected economic climate may cause the Town to seek to control the cost of debt services as a 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 FY20 is $11,070,152 ENTERPRISE FUND REVENUE 2020 REVENUE OtFner CFnarges L'rJ V YCIIY a�JrC 9.� Transfer to Capetal Q VVVV VVVVVVVVVVVV I6IVVVVVVVVVVVVVVvuvvurrrrrr ��9 s 1©.1"r a Water Fee Stevens Est.Fees ..3.8 Sewer Fees ....--.. ......_._..... IVI 37.7% IVI ......_._._....... 2016 Actual 2017 Actual 2018 Actual 2019 Adopted 2020 Recm'd Sewer User Fees S 4,467,762 S 4,618,777 S 4,490,070 S 4,250,484 S 4,326,129 Sewer Other S 702,859 S 394,602 S 397,012 S 391,000 S 397,000 Transfer from Retained Earnings to Capital $ 80,000 S 150,000 S 100,000 S 100,000 S 375,000 Water User Fees $ 4,872,920 S 5,150,149 S 4,639,510 S 3,914,123 S 4,884,906 Water other $ 1,004,836 S 820,867 S 769,934 S 696,000 S 672,000 Transfer from Retained Earnings to Capital $ 635,000 S 475,000 S 1,212,500 S 875,000 S 775,000 Stevens Estate Fees $ 526,753 S 433,891 S 460,254 S 425,272 S 448,149 Stevens Estate Other $ 1,941 S 2,480 S 3,908 S 1,500 S 1,500 Transfer from Retained Earnings to Capital $ - S 125,000 S 110,000 S 120,000 S 50,000 $ 12,292,072 $ 12,170,765 $ 12,183,188 $ 10,773,379 $ 11,929,685 -31- ENTERPRISE FUND EXPENDITURES ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 1010 E E 0,1T $,tE 14aries Transfers to Capital.. Projects 10.8% Expenditures Indirect Cast 21.290 14.3% (Debt 16 7%a !!:2:2:.:3% esslnlen't 2016 Actual 2017 Actual 2018 Actual 2019 Adopted 2020 Recm'd Salaries $ 1,351,567 $ 1,420,810 $ 1,347,878 $ 1,568,209 $ 1,618,575 Expenditures $ 1,534,899 $ 1,698,385 $ 1,520,755 $ 2,091,441 $ 2,351,792 GLSD Assessment $ 1,490,042 $ 1,837,329 $ 1,664,895 $ 2,398,522 $ 2,470,500 Debt $ 3,023,386 $ 2,342,384 $ 2,303,602 $ 2,078,823 $ 1,849,368 Indirect Cost $ 1,406,499 $ 1,441,661 $ 1,503,789 $ 1,541,384 $ 1,579,918 Transfers to Capital Projects $ 715,000 $ 750,000 $ 1,422,500 $ 1,095,000 $ 1,200,000 $ 9,521,393 $ 9,490,569 $ 9,763,420 $ 10,773,379 $ 11,070,152 _32_ FARMERS MARKET w... The 2018 North Andover Farmers Market will open each Sunday beginning on June 25th, and running through October 8th. The hours of operation will be from 10:00am— 2:00pm at the intersection of First Street & Main Street. This market was organized through the cooperative efforts of local residents, business owners, and town officials. These volunteers, working within the North Andover Merchants , ' 9 Association, are committed to executing an event that provides a positive experience for both vendors and consumers. This is why we have located the market in the heart of North Andover's downtown; located � �� `" (n „ amongst recognizable local businesses; and "i' t � + C z scheduled for a time when there are no other " Z markets operating in Greater Lawrence. M 5; SLOW r„ Farmers Market „ r i EA U! �� j1t���ilirr �I�Nx d�M�M 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 I", 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 2020 Budget cycle the committee will hold its initial meeting the week of November 9, 2018 and will issue its report to the Town Manager by December 21, 2018. 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 2'/2. Prop. 2'/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 FY20. 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. A five year revaluation for the Town is currently taking place. The Town's Board of Assessors is also responsible for determining the value of personal property through an annual review process. Major Changes: There are three major factors that influence the amount of revenue generated by the real and personal property tax: 1. Automatic 2.5% increase — Each year, a community's levy limit automatically increases by 2.5% over the previous year's levy limit. -33- 3. New Growth — A community is able to increase its tax levy limit each year to reflect new growth in the tax base.New Growth is the result of property improvements,such an addition to an existing home, or new construction. 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 FY20, based on current trends, new growth is estimated to be $650,000. TAX LEVY BREAKDOWN Actual Budget Projected Projected Projected Projected Projected FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 TaxLimit 68,769,490 71,355,993 74,267,520 76,774,208 79,343,564 81,977,153 84,676,581 Add2.s% 1,719,237 1,783,900 1,856,688 1,919,355 1,983,589 2,049,429 2,116,915 Add New Growth 867,266 1,127,627 650,000 650,000 650,000 650,000 650,000 Add Override - - - - - - - Levy Limit 71,355,993 74,267,520 76,774,208 79,343,564 81,977,153 84,676,581 87,443,496 +Debt Exclusion(s) 1,911,606 659,559 414,475 403,825 378,400 358,350 343,525 -SBA Reimb.-EXCLUDED DEBT - - - - - - - -Debt Exclusion Adjustment - - - - - - - SBA interest reimb-High School (68,926) (68,926) (68,926) (68,926) (68,926) (68,926) (68,926) -Bond Premium sub total Excluded Debt 1,842,680.11 590,633.23 345,548.85 334,898.85 309,473.85 289,423.85 274,598.85 Max Levy 73,198,674 74,858,154 77,119,757 79,678,462 82,286,626 84,%6,005 87,718,095 Actual Levy 72,805,771 73,619,628 Excess Levy 392,902 1,238,526 Levy Increase$ 2,575,594 1,659,480 2,261,604 2,558,705 2,608,164 2,679,379 2,752,090 Levy Increase/ 3.65% 2.27% 3.02% 3.32% 3.27% 3.26% 3.24% Levy Limit Increase$ 2,586,503 2,911,527 2,506,688 2,569,355 2,633,589 2,699,429 2,766,915 Levy Limit Increase/ 3.76% 4.08% 3.38% 3.35% 3.32% 3.29% 3.27% Net Debt Exclusion 1,842,680 590,633 345,549 334,899 309,474 289,424 274,599 -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 FY20 the debt service from exclusions is estimated to be $414,475. This is down $245,084 from FY19 due to expiring debt from the construction of the Thomson School. The levy ceiling of a Town is 2.5% of the total valuation of the community. The ceiling for the Town in FY19 was $131,086,894. As the following chart shows, the Town is substantially under its levy ceiling. %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY20 FY19-FY20 Tax Levy(per RECAP) $64,618,660 $67,413,241 $69,646,527 $72,391,794 $73,619,628 $77,119,757 * 4.8% *Esti mated 10 ................................................................................................................................................................................................................................................................................................................................................................................................................................................ C g ................................................................................................................................................................................................................................................................................................................................................................................................................................................ $60 40 ........................ .......................................... .......................................... .......................................... .......................................... .......................................... ..................... 20 ........................ u u u u u u FY15 FY16 FY17 FY18 FY19 FY20 Motor Vehicle Excise Tax Receipts — State law (Proposition 2 t/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. FY16 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. Having said that, FY18 collections where $800k above budget which brings the five year average in line with what we budgeted for FY19. After further review of the updated five year average we are recommending a budgetary increase of$200k in FY20. 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$200k in FY20. -35- %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY20 FY19-FY20 Motor Vehicle Excise $ 4,107,364 $ 4,845,757 $ 4,753,698 $ 5,110,945 $ 4,600,000 $ 4,800,000 * 4.3% *Esti mated 6.D ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ O _ 4.D 2.D .......................... 0.0 .......................... u u u u u u FY15 FY16 FY17 FY18 FY19 FY213 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 contracted deputy tax collector ($9 and $14). The deputy collector's earnings come solely from delinquent penalty charges.. Demands are($30) and warrants are not issued for delinquent water/sewer service accounts, which are subject to a lien on the real estate tax bill. Once a delinquent real estate account goes into a process of tax title, there are other fees added to the property tax bills. These charges include the cost of recording the redemption ($75/$30) and demand notices. Host Community Fees — Through negotiated agreements the Town receives annual payments from 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 2018 the Town negotiated a new PILOT with Osgood Solar for and annual payment of$116,280. -36- 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 license 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 in the Town must be issued a building permit based on the cost of construction. The Board of Selectmen last adopted a revised building inspection permit fee schedule in Fiscal 2007. The most common licenses and permits are briefly described on the following pages. A complex fee schedule is available from the Board of Selectmen or the Building Department. Liquor Licenses —Under Chapter 138 of the General Laws of Massachusetts, the Town is empowered to grant licenses regulating the sale of alcoholic beverages. License fees vary depending upon the type of establishment, closing hours,number of days open, and whether the license is for all alcohol or beer and wine. All licenses issued by the Board of Selectmen, with the exception of special and seasonal liquor licenses, have a maximum fee set by the State statute. The Town may issue liquor licenses within the limits of the State quota system, which is based on population. Special licenses carry a fee and do not fall under the State cap. Total revenue for special licenses depends on the number and length of events that receive licenses. Common Victualler — The Common Victualler 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. -37- Town Clerk Licenses & Permits — The Town Clerk issues licenses and permits primarily relating to marriages, births, deaths, business certificates, raffles,passports and dog registrations. %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY20 FY19-FY20 Fees(Bldg,Plumb,Elec.,etc.) $ 1,270,462 $ 1,848,740 $ 1,636,251 $ 1,370,817 $ 1,168,200 $ 1,248,500 * 6.87% *Esti mated tin C ns tin 10 50 ...................... v 900 ...................... 750 ...................... � uMM= u MM= u NISMu uNISMu FY15 FY16 FY17 FY18 FY19 FY20 %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY20 FY19-FY20 Licenses and Permits $ 269,881 $ 293,251 $ 291,183 $ 265,889 $ 281,100 $ 288,625 * 2.7% *Esti mated awn 300 0 240 .................. FY15 FY16 FY17 FY18 FY19 FY20 _38_ 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 FY20 budget estimate reflects that. %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY20 FY19-FY20 Parking Fines/Moving $ 90,414 $ 57,038 $ 54,463 $ 56,071 $ 83,200 $ 70,000 * 15.9% Violations *Esti mated cn 100 'C7 5 C ...................... O w— FY15 FY16 FY17 FY18 FY19 FY20 _39_ INTERGOVERNMENTAL REVENUE Cherry Sheet-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, 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. 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. Several years ago the Town adopted the financially conservative practice of budgeting Cherry Sheet Revenue at the amount from the previous fiscal year adopted State Budget. Therefore, for FY20 budgeting purposes we assume the adopted FY19 State Budget Cherry Sheet Revenue. The largest dollar increase in Cherry Sheet revenue in previous years was from Chapter 70 aid which increased 13.8%between FY16 and FY19 (based on actual receipts). 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 FY15 FY16 FY17 FY18 FY19 FY20 FY19-FY20 Chapter 70 $ 7,262,286 $ 7,921,497 $ 8,181,977 $ 8,326,307 $ 8,326,307 $ 9,016,217 * 8.3% *Esti mated 10.5 ............................................................................................................................................................................................................................................................................................................................................................................... c v 8.5 $6.5 .................... $4.5 .................... FY15 FY16 FY17 FY18 FY19 FY20 -40- 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 FY10 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 12.1%between FY16 and FY19 (based on actual receipts). %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY20 FY19-FY20 Unrestricted General Gvt Ai d $ 1,823,582 $ 1,889,233 $ 1,970,470 $ 2,047,318 $ 2,047,318 $ 2,118,974 * 3.5% *Esti mated 2 $1.8 ..................... 51.7 $1.6 ..................... 1.5 ..................... FY15 FY16 FY17 FY18 FY19 FY20 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 buildings and land. Exemptions:Veterans,Blind Person, Surviving Spouse-To reimburse the municipality for property tax exemptions granted to qualifying veterans, blind people, surviving spouses and elderly people. State Owned Land— To reimburse the municipality for foregone tax revenue due to certain types of tax exempt state-owned land. -41- 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 decisions 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 began to trend upward in FY17 and FY18. This combined with the increase in interest rates during the past eighteen months have led us to recommend a substantial year-over-year increase ($270k)in Investment Income for FY20 %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY20 FY19-FY20 Investment Income $ 110,398 $ 93,173 $ 153,921 $ 269,534 $ 130,000 $ 400,000 * 207.7% *Estimated tin $380 .. �s $280 v $180 $80 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,0�0001.................ii.................��.................ii................. ................i................. ��.................ii................. FY15 FY16 FY17 FY18 FY19 FY20 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. -42- Major Changes: In early FY 2017 the Boards of Selectmen increased the rates associated with this service for the first time in five years. With FY18 collections coming in only modestly above budget we are recommending to keep the FY20 budgeted amount level with FY19. %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY20 FY19-FY20 AmbuIanceReceipts $ 942,044 $ 959,662 $ 977,739 $ 1,038,719 $ 960,000 $ 960,000 * 0.0% *Esti mated C C7 $1.0 0.9 ........................... $0.9 ........................... u u u u u u FY15 FY16 FY17 FY18 FY19 FY20 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. In addition, the Greater Lawrence Sanitary District (GLSD) annually makes a PILOT payment which is transferred to the General Fund to offset public safety costs. %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY20 FY19-FY20 InterfundTranfers $ 1,576,648 $ 1,551,391 $ 1,588,365 $ 1,652,326 $ 1,691,777 $ 1,732,192 * 2.4% *Esti mated -43- � $1.6 $1.5 $1.3 1.2 ..................... 1.0 ..................... FY15 FY16 FY17 FY18 FY19 FY20 A22re2ate Impact The preliminary total revenues estimated for FY20 are expected to increase by $3,788,780, or 3.9%, from FYI with the exclusion of one-time revenues. As mentioned frequently in the preceding narrative, these estimates assume a prudence intended to ensure our fiscal stability. The challenge has always been striking a balance between using reasonable assumptions and being so conservative that the town foregoes service enhancements that improve the quality of life of our residents. Through proper planning we have been able to strike that balance during the past several years and we should remain focused on doing so into the future. I believe the information contained herein remains true to that philosophy. Expenditure Guidelines Based upon these preliminary estimates the Town will have approximately $101 million of available General Fund resources to fund the Fiscal Year 2020 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, the Recreation Complex, 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 the Other Post-Employment Benefits (OPEB) liability could have on future town budgets.. The Town will continue to explore additional initiatives to improve the short and long term prospects of delivering high quality, sustainable level of services to residents and local businesses while remaining cognizant of our commitment to stewardship. Conclusion The $101 million in total budget spending for FY20 results in an increase in available departmental dollars of$3.7 million or 3.90% 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 respective 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. -44- 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 53F 1/2 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 FY20, the sources and uses of the funds in the Water and Sewer Enterprise Fund budgets total $10.2 million. Water Enterprise Fund revenues derived strictly from user fees total $5.5 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 FY20 %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY20 FY19-FY20 Sewer User Fees $4,606,198 $4,453,499 $4,618,777 $4,490,070 $ 4,250,484 $4,326,129 * 1.8% *Estimated 5.tD ..................................................................................................................................................................................................................................................................................................................................................................................................................................................................... a _ 4.5 4.0 ....................... FY15 FY16 FY17 FY18 FY19 FY20 %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY19 FY19-FY20 Sewer Other Revenue $ 499,748 $ 702,428 $ 394,602 $ 397,012 $ 391,000 $ 397,000 * 1.5% *Estimated �rs 900 ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... c $75p ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... ns � $600 0 $450 150 .......................... p .......................... FY15 FY16 FY17 FY18 FY19 FY19 -45- %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY19 FY19-FY20 Water User Fees $4,697,959 $4,875,237 $5,150,149 $4,639,510 $ 4,789,124 $4,884,906 * 2.0% *Estimated 5.5 .............................................................................................................................................................................................................................................................................................................................................................................................................................................................. c $5.0 4.5 4.D ........................ 3.5 FY15 FY16 FY17 FY18 FY19 FY19 %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY19 FY19-FY20 Water Other Revenue $ 775,635 $ 993,319 $ 820,867 $ 769,933 $ 696,000 $ 672,000 * -3.4% *Estimated 1 050 ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... s � $900 ns $4 50 300 .......................... 150 .......................... $ u u u u u u FY15 FY16 FY17 FY18 FY19 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 FY20, the main use of funds in the Enterprise Fund Budgets continues to be the Sewer Assessment and the Debt Service, which combined make up $4,319,867 or 40.8% of the total Enterprise Fund Budgets expense level. The chart below details the uses of the funds in the FY20 budget. -46- ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Water and Sewer Enterprise Fund Expenses 4.0 ............................................................................................................................................................................................................................................................................................................................................................................................................................ _ 3.5 3.0 .................................... .............................................................................................................................................................................................................................................................................................................................................................................. ullr Selerres $2.5 ....................... ................................................. ..................................................................................................................................................................................................................................................... .............................IIIII E. ens es IIIII..Sewer Assessment IIIII IDeht.Service.. IIIIII Tra n sfers to Ca pita 1 Iuu In d ire ct Cost o.o ......... L..... L..... L..... L..... L..... FY15 FY16 FY17 FY18 FY19 FY20 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 2020 Enterprise Fund Budgets reflects and overall increase of 2.75 % or $296,773 when compared to the Fiscal 2019 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 20, the sources and uses of funds in the Stevens Estate Enterprise Fund Budget total $499,649 of which $50,000 is derived from retained earnings to fund capital improvements and the balance is exclusively from event revenue. -47- %Change Year to Year Comparison FY15 FY16 FY17 FY18 FY19 FY19 FY19-FY20 Stevens Estate Fees $ 483,795 $ 526,859 $ 436,372 $ 464,162 $ 426,772 $ 449,649 * 5.4% *Estimated .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 600 .................................................................................................................................................................................................................................................................................................................................................................................................................................. C ns $450 = $300 150 ....................... 0 .......................MMML...................ONE= L................... L................... L................... L................... FY15 FY16 FY17 FY18 FY19 FY19 Stevens Estate Enterprise Fund Expenses 2 50 ........................................................................................................................................................................................................................................................................................................................................................................................................................... �rs c ns EA o $200 uuuiisalar es uum Expenses 100 Teansfen to Capital in(Indirect.Cast ......... ............ ........ii......... ............ ........rv........ il it ry u ry FY15 FY16 FY17 FY18 FY19 FY20 -48- 0 r �9 a n,�airnii N�N9'�117ViIJh ��'�� 1 Town Hall -49- -50- GENERAL&ENTERPRISE FUND REVENUE BY YEAR Town Mgr Actual Actual Actual Adopted Recm'd FY2016 FY2017 FY2018 FY2019 FY2020 LOCAL RECEIPTS Motor Vehicle Excise 4,845,757 4,753,698 5,110,945 4,600,000 4,800,000 Jet Fuel Tax 32,451 9,428 12,808 0 0 Meals Tax 533,838 563,229 570,807 554,000 590,000 Forest Products Tax 0 0 0 0 0 Hotel Room Tax 0 0 0 0 0 Farm Animal Excise 0 0 0 0 0 Penalty/Int.on Prop.Tax 138,145 114,436 132,455 140,000 142,000 Penalty/Int.on MVX 24,205 35,195 30,020 24,000 26,000 Penalty/Int.on Tax Title 212,134 96,066 185,378 75,000 75,000 Over/Under 963 151 612 0 0 Lien Certificates 35,320 35,515 31,840 35,000 33,600 Treasurer Demand Fee 114,037 101,007 128,936 95,000 104,000 Payment in Lieu of Taxes 28,813 95,361 119,866 116,000 116,000 Host Community Fee(per agreement) 295,683 298,764 304,717 303,121 306,910 Host Community Solid Waste Fees(per ton) 1,544,007 1,515,906 1,607,132 1,578,461 1,591,405 Ambulance Service 959,662 977,739 1,038,719 960,000 960,000 Dog Fees 38,932 43,741 45,653 40,000 40,000 Town Clerk Fees 28,989 28,959 32,384 28,000 29,000 Extended Polling Hours 2,794 5,588 0 0 0 Cable Fees 8,439 5,272 5,360 5,200 5,300 Clerk Violation Fees 2,075 4,825 4,188 3,000 3,000 Passports 19,625 22,469 26,100 20,000 26,000 Clerk Application Fees 925 1,330 200 100 100 Conservation Fees 927 495 751 500 500 Planning Board Filing Fees 58,227 24,892 13,627 23,000 28,000 Police Fee's 4,028 2,221 2,337 5,000 4,200 Building Inspection Fees 1,314,053 1,197,989 910,493 775,000 775,000 Plumbing Inspection Fees 131,673 108,844 100,017 89,000 116,000 Electrical Inspection Fees 183,638 154,762 167,219 130,000 169,000 Weights/Measures 4,878 3,138 4,556 4,400 4,400 Recycling Fees 44,499 31,727 57,933 45,000 48,000 Medicaid Reimbursement 232,028 249,637 338,965 0 0 School Dept.Miscellaneous 3,214 4,668 130 0 0 Library Fines 2,314 2,490 2,975 0 0 Bathing Beach Receipts 33,170 32,031 25,656 32,000 28,000 Rental Income 9,829 3,810 3,596 3,934 0 Cell Tower Lease 72,876 64,451 75,435 87,000 75,000 Misc.Dept Revenue 0 0 0 0 0 Assessor 2,528 1,060 1,500 0 0 Treasurer Collector 3,042 6,147 1,242 0 0 Town Manager 2,934 3,294 12,884 0 0 Town Clerk 1,092 0 4,005 0 0 Police 4,660 10,084 3,418 0 0 Fine 57 988 5,406 0 0 Building Inspection 2,800 0 900 0 0 Community Development 0 4,468 3,473 0 0 Public Works 1,476 660 1,045 0 0 Health 0 16 1,786 0 0 Veterans 0 2,860 0 0 0 Library 58 1 1 0 0 School 0 0 15,722 0 0 -51- GENERAL&ENTERPRISE FUND REVENUE BY YEAR Town Mgr Actual Actual Actual Adopted Recm'd FY2016 FY2017 FY2018 FY2019 FY2020 Appeals Board Receipts 2,050 2,200 2,750 2,000 21,000 Police 10%Admin.Fee 45,202 62,799 52,950 45,000 47,800 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 0 11,000 13,000 11,000 13,000 Health Dept Misc Revenue 0 0 0 0 0 Civil Defense Misc.Revenue 0 0 0 0 0 Boxford Veterans Reimbursements 37,118 17,257 16,427 17,200 17,200 Liquor License 105,175 105,325 114,300 105,325 114,300 Other Alcohol License 7,375 4,875 5,400 4,875 5,400 Food License 3,775 3,950 4,050 3,950 4,050 Miscellaneous Licenses 12,775 12,850 11,475 12,850 11,475 License to Carry Firearms 5,975 6,013 5,550 6,000 5,700 Fire Permits 51,640 42,521 41,750 45,000 47,000 Gas Permits 42,150 50,204 37,239 36,000 38,000 Fishing&Boating License 7,280 6,975 6,990 6,100 6,500 Burial Permits 3,925 4,300 4,850 4,000 4,200 Health Permits 52,899 54,170 34,285 57,000 52,000 Parking Fines 13,405 16,210 12,845 16,000 12,800 Court Fines 39,358 33,328 40,950 63,000 54,000 False Alarm Fine 4,275 4,925 2,276 4,200 3,200 Interest-General 93,173 153,921 269,534 130,000 400,000 Misc Non-Recurring FEMA 294,310 480 2,401 0 0 Hopkinton Bill 5,242 0 0 0 0 Insurance Reimb 32,176 4,380 0 0 0 Surplus Vehicle Auction 0 0 0 0 0 Abandon Property Payment 0 10,306 197,679 0 0 Medicare Part D 0 0 0 0 0 Bond Premium 73,055 0 0 0 0 Prior year Revenue 0 0 61,769 0 0 Prudential Demualization 2,376 0 0 0 0 Legal Fee Reimb-Foreclosure 0 0 0 0 0 Hazardous Waste Reimb(Dow) 30,869 0 0 0 0 Debt Reserves 0 0 0 0 68,926 Free Cash 1,435,760 524,817 4,824,831 427,656 1,925,781 TOTAL LOCAL RECEIPTS 13,382,132 11,752,216 16,906,489 10,768,872 12,948,747 PROPERTY TAXES 67,411,823 69,646,527 72,391,794 74,380,526 77,119,757 STATE AID 10,274,315 10,579,576 10,907,264 10,805,038 11,614,817 OTHER FINANCING SOURCES 1,551,391 1,788,365 1,652,326 1,691,777 1,732,192 TOTAL GENERAL FUND REVENUES 92,619,660 93,766,683 101,857,873 97,646,214 103,415,513 Water&Sewer Enterprise Funds User Charges 9,340,682 9,768,926 9,129,580 9,151,575 9,211,035 Other Fees 1,707,696 1,215,468 1,166,946 1,087,000 1,069,000 Retained Earings Transfer to Capital 715,000 625,000 1,312,500 975,000 1,150,000 Stevens Estate Enterprise Fund Event Fees 526,752 433,891 460,254 425,272 448,149 Other Fees 1,941 2,480 3,908 1,500 1,500 Retained Earings Transfer to Capital 0 125,000 110,000 120,000 50,000 TOTAL REVENUES GENERAL& ENTERPRISE FUNDS 104,911,732 105,937,448 114,041,061 109,406,561 115,345,198 -52- GENERAL&ENTERPRISE FUND EXPENDITURES BY YEAR SUMMARY OF EXPENDITURE CHANGES Town Mgr Actual Actual Actual Adopted RecrWd FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 GENERAL GOVERNMENT Town Moderator 750 500 750 850 850 Town Manager/Selectmen 330,102 372,058 377,717 387,277 403,113 Finance Committee 600 446 458 800 800 Town Accountant 235,437 185,268 247,980 257,771 260,459 Assessor 321,795 330,903 338,967 389,949 321,976 Treasurer/Collector 348,765 323,278 438,151 398,004 444,973 Legal 102,939 67,870 93,290 164,315 163,582 Human Resources 166,985 158,557 162,956 179,241 195,907 Town Clerk 307,422 353,979 347,340 347,926 348,137 Community Development 297,643 233,388 311,649 192,780 210,422 Planning 74,075 159,624 157,163 177,089 193,193 Conservation 118,555 119,419 143,794 123,819 127,719 Board of Appeals 16,732 17,408 16,313 19,385 21,544 General Gov't Salary Reserve 0 0 0 0 0 Total General Government 2,321,801 2,322,696 2,636,528 2,639,209 2,692,675 PUBLIC SAFETY Police 4,774,803 4,943,376 5,009,506 5,155,939 5,253,719 Fire 5,062,925 5,048,728 5,254,874 5,354,018 5,706,123 Public Safety Reserve 49,589 0 48,769 233,957 0 Building Inspection 289,526 284,019 301,455 301,502 329,018 Emergency Management 38,649 39,024 32,263 40,476 34,441 Total Public Safety 10,215,493 10,315,147 10,646,868 11,085,892 11,323,301 PUBLIC WORKS Administration 438,212 463,572 486,097 484,598 548,105 Streets&Sidewalks 829,747 1,016,078 941,935 1,001,310 1,037,640 Solid Waste/Recycling 1,300,808 1,239,018 1,286,128 1,341,528 1,395,983 Vehicle Maintenance 386,538 376,175 308,336 375,726 395,850 Structures&Grounds 568,968 729,293 1,016,862 606,365 647,274 Public Works Salary Reserve 0 0 0 0 0 Snow&Ice Removal 860,209 1,961,449 1,626,315 966,200 1,000,000 Total Public Works 4,384,481 5,785,585 5,665,673 4,775,727 5,024,853 HEALTH&HUMAN SERVICES Health 214,787 230,271 231,417 241,380 247,508 Elder Services 263,440 276,787 276,148 297,336 289,127 Youth Services 301,493 310,333 326,166 348,411 374,907 Veterans Services 356,389 320,758 309,509 414,469 416,453 Health&Human Service Salary Reserve 0 0 0 0 0 Total Health&Human Services 1,136,109 1,138,148 1,143,241 1,301,596 1,327,995 -53- GENERAL& ENTERPRISE FUND EXPENDITURES BY YEAR SUMMARY OF EXPENDITURE CHANGES Town Mgr Actual Actual Actual Adopted Recm'd FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 CULTURE&RECREATION Stevens Library 940,176 991,073 1,049,180 1,084,521 1,119,285 Festival Committee 0 0 0 0 0 Culture&Recresation Salary Reserve 0 0 0 0 0 Total Culture&Recreation 940,176 991,073 1,049,180 1,084,521 1,119,285 SUPPORT SERVICES Outside Auditing 50,321 54,600 54,080 55,000 50,000 Admin Support 54,080 148,797 59,814 167,372 174,399 Information Technology 1,137,533 1,246,060 1,290,377 1,316,658 1,356,656 Facility Management 304,231 332,327 319,320 324,550 323,192 Support Services Salary Reserve 0 0 0 0 0 Total Support Services 1,546,166 1,781,784 1,723,591 1,863,580 1,904,247 EDUCATION Education 43,762,114 45,528,357 47,035,187 48,751,971 50,580,170 All Day Kindergarten 0 0 0 0 0 Additional Funding Special Education 0 0 0 0 120,000 Regional School Assessment 484,178 580,007 561,842 693,644 715,142 School Building 0 0 0 0 0 Total Education 44,246,292 46,108,364 47,597,029 49,445,615 51,415,312 Debt 5,817,313 6,052,614 6,560,777 5,358,407 5,499,087 Unclassified-Shared Cost 1,148,385 1,324,447 1,407,436 1,434,543 1,500,000 Group Insurance 8,984,148 9,038,458 9,516,641 11,500,000 12,300,000 Liability Insurance 388,425 274,018 291,476 420,000 400,000 Retirement 4,071,413 4,369,169 4,763,787 5,189,280 5,687,695 Capital 0 0 0 0 0 Reserves 1,027,412 574,817 4,874,831 1,986,161 2,119,386 27th Payroll Reserve 0 0 0 0 0 Deficits 303 0 0 0 0 Overlay 557,130 542,531.00 566,310 542,391 550,000 State Assessments 397,195 452,360 520,922 551,679 551,679 General Fund Budget 87,182,243 91,071,212 98,964,290 99,178,600 103,415,514 Enterprise Fund Expenses Water& Sewer Enterprise Funds 9,224,758 9,612,431 9,763,420 10,226,608 10,573,772 Stevens Estate Enterprise Fund 305,229 475,702 488,344 546,772 496,380 TOTAL EXPENDITURES GENERAL FUND AND ENTERPRISE FUNDS 96,712,229 101,159,346 109,216,054 109,951,980 114,485,666 -54- 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 -55- 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 $4,601,035, $545,761, $431,197 and $410,204, respectively. All of which are reported as unassigned fund balance within the general fund. -56- The Town has classified its fund balances with the following hierarchy. Municipal Nonmaior Total Community Capital Governmental Governmental General Preservation proiects Funds Funds FUND BALANCE Nonspendable Permanent fund principal $ - $ - $ - $ - $ - Restricted for: Community preservation land $ - $7,355,343 $ - $ - 7,355,343 Municipal federal and state grants - - - 212,018 212,018 Education Federal and State - - - 50,592 50,592 Receipts reserved for appropriation, - - - 486,678 486,678 Municipal revolving funds - - - 741,284 741,284 Education revovlving funds - - - 1,062,293 1,062,293 School hunch funds - - - 42,067 42,067 Other special revenue funds - - - 1,199,541 1,199,541 Affordable housing trust fund - - - 541,107 541,107 Other trust funds - - - 966,684 966,684 Municipal capital projects - - 4,345,105 0 4,345,105 Education capital projects - - - 25,073 25,073 Debt service 486,619 - - - 486,619 Assigned to: Encumbrances General government 25,088 - - 25,088 Public Safety 20,652 - - 20,652 Education 186,671 - - 186,671 Public Works 50,132 - - 50,132 Health and hlunan services 342 - - 342 Culture and recreation 0 - - 0 Support services 3,000 - - 3,000 Employee benefits 0 - - 0 Free cash used for subsequent years expenditures 1,911,161 1,911,161 Unassigned 20,055,231 - 0 20,055,231 TOTAL FUND BALANCES $22,738,896 $7,355,343 $4,345,105 $5,327,337 $39,766,681 Source:Town ofNort&Andover June 30,2018 CAFA -57- 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 1/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 1/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. 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. -58- 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. -59- 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 30,2018 $4,811,534 FY19 contribution $ 77,656 FY19 Fund Balance as of June 30, 2019 s4aum FY20 contribution $ 237,525 Projected FY20 Fund Balance Town Capital Stabilization Fund This fund is a statutory reserve account, which may be used for additional source of funding for capital construction and replacement projects, as well as unforeseen capital expenditures. This fund requires a two- thirds affirmative vote by the Town Meeting to appropriate. Fund balance as of June 30, 2018 $ 545,761 FY19 contribution $ - 0- FY19 use of funds $ (-0-) FY19 Fund Balance as of June 30, 2019 FY20 contribution $ 350,000 FY20 use of funds $ 310 000 Projected FY20 Fund Balance Other Post-Retirement Benefits (OPEB) Stabilization Fund Fund balance as of June 30, 2019 $ 531.197 FY19 contribution $ -0- FY19 est.use (transfer to OPEB Trust) $ (531,197) FY19 Fund Balance as of June 30, 20190� Note: Est. OPEB Liability as of June 30, 2015 $ 108,015,129 Est. OPEB Liability as of June 30, 2018 $ 110,977,805 -60- OPEB Trust Fund balance as of June 30,2018 $ 1,720,105 FY19 contributions $ 886,815 FY19 Est. Fund Balance as of June 30, 2019 $2,606,920 FY20 contribution $ 703,605 Projected FY20 Fund Balance 3 310 525 SPED Stabilization Fund balance as of June 30,2018 $ 411,744 FY 19 contributions $ -0- FY19 use (transfer to School) $ 250,000 FY19 Fund Balance as of June 30, 2019 $ 161,744 FY20 contributions $ 588,256 FY20 use (transfer to School) $ -0- FY20 Fund Balance as of June 30, 2020 Enterprise Fund Retained Earnines Reserve Water Fund— as of June 30, 2018 10.3 months* Sewer Fund— as of June 30, 2018 9.7 months* Stevens Estate—as of June 30, 2018 9.2 months* *assuming FY19 Budget Expenditures Undesi2nated 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 $ 12,060,775 FYI revenues and other financing sources $100,082,525 FYI expenditures and other financing uses $(98,435,245) Fund Balance as of June 30, 2018 $ 13,708,055 Certified Free Cash as of June 30, 2018 $ 11,096,895 -61- TOWN OF NORTH ANDOVER SUMMARY OF REVENUES AND EXPENSES FY20 FY17 FY18 FY19 DEPARTMENT FY20TOWN ACTUAL ACTUAL ADOPTED REQUESTED MGRRECM'D I. RE-v'ENUES TAX LEVY 67,222,164 69,681,848 71,901,368 76,124,208 76,124,208 DEBT EXCLUSION 1,853,589 1,842,680 590,633 345,549 345,549 NEW GROWTH 570,773 867,266 1,127,627 650,000 650,000 SUBTOTAL 69,646,527 72,391,794 73,619,628 77,119,757 77,119,757 LOCAL RECEIPTS 11,212,233 11,819,810 10,272,290 10,954,040 10,954,040 CHERRY SHEET 10,579,576 10,907,264 11,614,817 11,614,817 11,614,817 RESERVES AND ONE TIME REVENUE 739,982 5,086,679 1,980,087 1,994,707 1,994,707 INTERFUND TRANSFERS 1,588,365 1,652,326 1,691,777 1,732,192 1,732,192 SUBTOTAL 24,120,156 29,466,079 25,558,972 26,295,756 26,295,756 TOTALREEENUE 93,766,683 101,857,873 99,178,600 103,415,513 103,415,513 II. EXPENSES TOWN BUDGETS 22,328,297 22,865,080 22,750,524 23,392,355 23,392,355 SCHOOL BUDGET 45,529,642 47,035,187 48,751,971 50,580,170 50,700,170 VOCATIONAL SCHOOL 580,007 561,842 693,644 715,142 715,142 SHARED EXPENSES DEBT SERVICE 6,052,614 6,560,777 5,358,407 5,499,087 5,499,087 RETIREMENT ASSESSMENT 4,369,169 4,763,787 5,189,280 5,687,695 5,687,695 WORKERS COMPENSATION 448,834 433,878 473,893 445,000 445,000 UNEMPLOYMENT 63,377 109,393 90,000 90,000 90,000 GROUP INSURANCE 9,038,458 9,516,641 11,500,000 12,300,000 12,300,000 PAYROLL TAXES 751,155 784,320 771,750 820,000 820,000 POLICE AND FIRE ACCIDENT INS 61,082 79,845 98,900 145,000 145,000 LIABILITY INSURANCE 274,018 291,476 420,000 400,000 400,000 STABILIZATION 60,017 159,831 77,656 237,525 237,525 CAPITAL STABILIZATON 350,000 350,000 - 350,000 350,000 TRANSFER TO CAPITAL PROJECTS 114,800 4,165,000 833,505 750,000 750,000 TRANSFER TO SPECIAL EDUCAITON STABILIZATION - - - 588,256 588,256 TRANSFER TO OPEB TRUST FUND 50,000 200,000 75,000 193,605 193,605 SALARY RESERVE(27th Payroll) - - - - - DEFICITS(SNOW&ICE) DEFICITS(OVERLAY,OTHER FUNDS) - - - *SUBTOTAL EXPENSES 90,071,470 97,877,058 97,084,530 102,193,834.09 71072,313,87341 .•b':cluefes Von_-�ppnrpnfpieef b'apeuses(Le� State ksessineniv & orerlaf Prar0woua �) OVERLAY PROVISIONS 558,149.51 566,310.21 542,391.07 550,000.00 550,000.00 ASSESSMENTS 452,360.00 520,922.00 551,679.00 551,679.00 551,679.00 TOTAL GENERAL FUND EXPENSES 91,081,980 98,964,290 98,178,600 103,295,513 103,415,513 BALANCE AYAILABLE GENERAL FUND 2,684,703 2,893,583 999,999 120,000.00 - ENTERPRISE FUNDS WATER RECEIPTS 5,971,016 5,409,444 5,485,124 4,984,020 5,556,906 SEWER RECEIPTS 5,013,378 4,887,082 4,741,484 4,657,212 4,723,129 STEVENS ESTATE RECEIPTS 561,372 464,162 546,772 475,702 449,649 TOTAL RECEIPTS 111545,767 10,760,689 10,773,380 10,116,934 10,729,686 WATER EXPENSES 4,632,124 4,383,066 5,485,124 4,984,020 5,475,643 SEWER EXPENSES 4,387,383 4,067,854 4,741,484 4,657,212 5,098,129 STEVENS ESTATE EXPENSES 471,061 378,344 546,772 475,702 496,380 TOTAL EXPENSES 9,490,569 8,829,264 10,773,379 10,116,934 11,070,152 BALANCE AYAILABLE ENTERPRISE FUNDS 2,055,198 1,931,424 - - (340,467) -62- TOWN OF NORTH ANDOVER DETAIL EXPENSES FY20 FY19 Department FY20 Town Mgr FY16 Actual FY17 Actual FY18 Actual Adopted Requested Recm'd GENERAL GON'ERNNIENT MODERATOR Salaries 750 500 750 500 500 500 Expense 0 0 0 350 350 350 Total Moderator Budget 750 500 750 850 850 850 SELECTNIENUTOWN MANAGER Town Manager 158,776 172,298 191,784 189,298 194,031 194,031 Assistant Town Manager 49,565 50,556 54,920 60,950 120,360 120,360 AdnunAssistant 0 0 0 0 0 0 Confidential Secretary 0 0 0 0 0 0 Executive Assistant 55,852 56,969 58,108 59,567 13,822 13,822 Selectmen 25,500 29,925 25,500 25,500 25,500 25,500 Other Compensation 5 967 9 990 1 363 11,363 0 0 Total Salaries 295,660 319,738 331,674 346,677 353,713 353,713 Expense 34,442 52,320 46,042 40,600 49,400 49,400 Total Selectmen/Town Manager Budget 330,102 372,058 377,716 387,277 403,113 403,113 HUNIAN RES OURCES Human Resource Director 86,573 89,416 90,293 92,434 94,308 94,308 HRBenefits Specialist 55,574 56,969 58,108 59,567 60,758 60,758 Other Compensation 2 019 1 575 2 325 2 325 2 575 2 575 Total Salaries 144,166 148,360 150,726 154,326 157,641 157,641 Expense 22,819 10,197 12,230 24,916 37,266 38,266 Total Human Resources Budget 166,985 158,557 162,956 179,241 194,907 195,907 TOWN ACCOUNTANT Town Accountant 105,575 107,687 109,840 112,597 118,467 118,467 Assistant Town Accountant 49,054 39,851 55,000 56,381 57,508 57,508 Payroll Coordinator 44,031 4,394 57,545 59,725 56,046 56,046 Accounts Payable Clerk 13,907 5,364 0 0 0 0 Other Compensation 1 928 1 225 2 125 2 125 2 375 2 375 Total Salaries 214,495 158,521 224,510 230,828 234,396 234,396 Expense 20,943 26,747 23,470 26,944 36,714 26,064 Total Town Accountant Budget 235,437 185,268 247,980 257,771 271,109 260,459 FINANCE COMMITTEE Expense 600 446 458 800 800 800 Total Finance Committee 600 446 458 800 800 800 ASSESSORS Assessor 80,313 82,108 90,250 85,000 85,000 85,000 Assistant Assessors(2) 94,122 100,338 104,338 108,338 110,505 110,505 Department Assistant 32,253 30,663 33,634 35,173 35,261 35,261 Board of Assessors 10,000 10,000 9,667 10,000 10,000 10,000 Other Compensation 3 195 3 940 4 870 3 770 4 875 4 875 Total Salaries 219,883 227,049 242,758 242,281 245,642 245,642 Expense 101,792 103,853 96,209 147,668 76,334 76,334 Total Assessors Budget 321,675 330,903 338,967 389,949 321,976 321,976 -63- FY20 FY19 Department FY20 Town Mgr FY16 Actual FY17 Actual FY18 Actual Adopted Requested Recm'd TREAS URER/CO LLEC TO R Treasurer/Collector 78,295 66,796 73,628 103,474 98,507 98,507 Assistant Treasurer Collector 0 0 51505 26.753 52.798 52.798 Principal Assistant 26,132 42,780 44,554 45,646 45,776 45,776 Department Assistants(2) 79,268 83,073 85,965 83,706 85,425 85,425 Other Compensation 29.655 3 700 4 428 4 050 7 124 7 124 Total Salaries 213.349 196.349 260.080 263.628 289.629 289.629 Expense 135,416 126,929 178,071 134,376 155,344 155,344 Total Treasuer/Collector Budget 348,765 323,278 438,151 398,004 444,973 444,973 LEGAL In House Councel 0 42,985 66,950 70,855 70,003 70,003 Other Compensation 0 0 960 960 1 078 1 078 Total Salaries 0 42.985 67.910 71.815 71.082 71.082 Expense 102,939 24,885 25,380 92,500 92,500 92,500 Total Legal Budget 102,939 67,870 93,290 164,315 163,582 163,582 TOWN CLERK Town Clerk 73,698 74,936 76,435 78,354 79,921 79,921 Assistant Town Clerk 64.120 49.505 51505 53.505 54.585 54.585 Department Assistant(2) 59,907 82,446 86,900 87,933 88,154 88,154 Registrars 2,160 2,160 0 0 2,240 2,240 Other Compensation 9 186 3 775 6 685 6 685 5 638 5 838 Total Salaries 209.072 212.823 221.226 226.476 230.737 230.737 Expense 98,350 141,157 126,115 121,450 120,400 117,400 Total Town Clerk Budget 307,422 353,979 347,340 347,926 351,137 348,137 CONSERVATION Conservation Administrator 68.462 69.992 71.392 73.184 74.648 74.648 Department Assistant 41,223 42,140 62,925 37,865 37,550 37,550 Other Compensation 1 150 1 400 2 425 900 1 696 1 696 Total Salaries 111.035 113.532 136.742 111.949 113.894 113.894 Expense 7 520 5 887 7 052 11,870 13,825 13,825 Total Conservation Budget 118,555 119,419 143,794 123,819 127,719 127,719 COMMUNITY DEVELOPMENT Director 92.094 94.309 96.195 98.610 127.500 127.500 Assistant Director 61.051 5.420 0 0 0 0 Administrative Assistant 49.798 30.492 36.350 37.263 54.297 54.297 Other Compensation 1 650 1425 1 208 1 208 1 925 1 925 Total Salaries 204.593 131.646 133.753 137.080 183.722 183.722 Expense 93,051 101,742 177,895 55,700 55,700 26,700 Total Community Development Budget 297,643 233,388 311,649 192,780 239,422 210,422 PLANNING Town Planner 14,923 66,621 68,234 69,947 81,346 81,346 Staff Planner 0 47,605 42,865 52,552 54,843 54,843 Department Assistant 51,241 36,205 38,865 41,266 42,554 42,554 Other Compensation 0 550 600 600 1 501 1 501 Total Salaries 66.164 150,982 150,564 164,364 180,243 180,243 Expense 7 911 8 642 6 599 12,725 12,950 12,950 Total Planning Budget 74,075 159,624 157,163 177,089 193,193 193,193 BOARD OF APPEALS Department Assistant 15,893 17,281 15,634 17,823 19,480 19,480 Other Compensation 0 0 0 0 0 0 Total Salaries 15.893 17.281 15.634 17.823 19.480 19.480 Expense 839 127 679 1 163 2 065 2 065 Total Board of Appeals Budget 16,732 17,408 16,313 19,385 21,544 21,544 SALARY RESERVE General Government Salary Reserve 0 0 0 0 0 0 Total Salaries 0 0 0 0 0 0 TOTAL GENERAL GOVERNMENT 2,321,682 2,322,696 2,636,528 2,639,209 2,734,325 2,692,675 -64- FY20 FY19 Department FY20 Town Mgr FY16 Actual FY17 Actual FY18 Actual Adopted Requested Recm'd PUBLIC SAFETY POLICE DEPARTNIINT Chief(1) 136,031 210,614 139,730 143,237 146,102 146,102 Lieutenant(2) 213,814 108,189 215,746 221,623 232,126 232,126 Sergeants(8) 523,444 704,024 726,461 543,631 565,681 565,681 Patrol Officers(29) 1,994,290 1,941,859 1,893,899 2,083,220 2,097,947 2,097,947 Adnvnistrative Service Director 83,639 67,745 68,234 70,632 76,281 76,281 Community Service Officer 6,129 41,873 42,979 44,058 46,985 46,985 Adnvnistrative Secretary 42,812 43,778 44,653 45,661 44,077 44,077 Department Assistant 41,223 42,140 42,982 43,966 42,576 42,576 Communications Officers(9),Reserve Disp(2) 461,028 445,318 442,321 479,019 469,578 469,578 Holiday Pay 73,935 64,548 69,277 82,578 85,918 85,918 Differential(Disptacbers) 16,242 16,780 18,017 18,556 18,741 18,741 Overtime 157,633 83,526 115,387 512,961 466,797 446,236 Holiday Overtime 27,272 34,274 39,838 0 0 0 Personal Pay Overtime 18,807 22,282 23,837 0 0 0 Vacation Pay Overtime 69,423 87,145 88,689 0 0 0 Other Compensation 196,876 341,131 244,332 !L7= 231,497 221,497 Total Salaries 4,062,597 4,255,224 4,216,380 4,356,922 4,524,304 4,493,743 Expense 713,234 688,152 793,126 799,017 867,226 759,976 Total Police Budget 4,775,831 4,943,376 5,009,506 5,155,939 5,391,530 5,253,719 FIRE DEPARTNIENT Chief 89,425 118,525 124,000 127,112 142,800 142,800 Deputy Fire Chief 43,845 0 91,710 60,276 95,892 95,892 Lieutenants(9) 522,741 531,547 645,630 572,202 536,406 536,406 Firefighters(44) 2,775,010 2,699,307 2,624,922 2,747,709 2,898,304 2,898,304 EMS Coordinator 0 0 0 0 83,800 83,800 Adnvnistrative Secretary 42,812 43,778 44,653 45,661 45,776 45,776 Holiday Pay 187,980 0 262,846 267,700 267,809 267,809 Overtime 159,394 100,721 681,389 669,512 713,563 695,231 Personal Pay Overtime 84,618 81,300 0 0 0 0 Vacation Pay Overtime 318,268 319,494 0 0 0 0 EMT Stipend 184,359 195,803 209,950 212,537 227,596 227,596 Other Compensation 132,358 460,759 38,446 99,013 98,902 113,753 Total Salaries 4,540,809 4,551,234 4,723,546 4,801,723 5,110,847 5,107,366 Expense 520,891 497,495 531,329 552296 663,623 598,757 Total Fire Budget 5,061,700 5,048,728 5,254,874 5,354,018 5,774,470 5,706,123 PUBLIC SAFETY SALARY RESERVE Public Safety Salary Reserve(includes retirements) 49,589 0 48,769 233,957 0 0 Total Public Safety Reserve Budget 49,589 0 48,769 233,957 0 0 INSPECTIONAL SERVICES Inspector of Buildings 86,711 85,205 82,194 84,257 86,700 86,700 Building Inspector 62,065 43,374 58,623 60,095 65,965 65,965 Electrical Inspector 19,953 45,067 42,183 43,241 53,000 53,000 Plumbing/Gas Inspector 17,819 51,774 42,183 43,133 51,480 51,480 Department Assistant 41,223 42,140 42,982 43,966 44,077 44,077 Other Compensation 45,881 1225 25251 11.785 13107 13107 Total Salaries 273,652 268,784 293,417 286,477 314,328 314,328 Expense 16334 15235 8 238 15,025 14,690 14,690 Total Building Inspection Budget 289,985 284,019 301,455 301,502 329,018 329,018 -65- FY20 FY19 Department FY20 Town Mgr FY16 Actual FY17 Actual FY18 Actual Adopted Requested Recm'd EMERGENCY MANAGEMENT Director 5,506 5,533 5,671 5,799 5,930 5,930 Otber Compensation 0 0 0 0 0 0 Total Salaries 5,506 5,533 5,671 5,799 5,930 5,930 Expense 33.144 33.491 26.592 34.677 28.511 28.511 Total Emergency Management Budget 38,649 39,024 32,263 40,476 34,441 34,441 TOTALPUBLIC SAFETY 10,215,755 10,315,147 10,646,868 11,085,893 11,529,459 11,323,301 PUBLIC WORKS ADMINISTRATION Director 107,689 121,385 123,997 127,109 129,652 129,652 Operations Manager 56,596 48,487 47,340 48,529 49,499 49,499 Assistant Operations Manager 37,126 41,369 39,595 40,589 41,401 41,401 GISAnalyst 0 0 0 0 0 0 Town Engineer 88,386 87,815 90,877 93,158 102,521 102,521 Staff Engineer 35,907 55,820 51,437 52,728 53,783 53,783 Department Assistant 42,812 42,134 42,982 45,661 45,676 45,676 Adnvnistrative Secretary 41,087 43,778 44,653 43,966 0 0 Otber Compensation 3,575 3,263 14,696 6,438 99,099 99,099 Public Works Salary Reserve 0 0 0 0 0 0 Total Salaries 413,176 444,050 455,578 458,178 521,630 521,630 Expense 25,035 19,522 3Q519 26,420 26,475 26,475 Total Public Works Admin Budget 438,212 463,572 486,097 484,598 548,105 548,105 STREETS AND SIDEWALKS Senior Foreman 15,809 58,735 28,564 58,608 58,951 58,951 HMEO 174,729 172,398 190,214 191,626 191,711 191,711 SMEO 95,182 93,029 114,594 118,158 105,437 105,437 Laborer/MEO 20,941 19,952 21,227 22,455 22,234 22,234 Working Foreman 46,634 35,011 38,517 39,396 40,205 40,205 Tree Surgeon 0 47,497 46,987 49,968 51,276 51,276 Overtime 25,697 32,844 40,920 25,000 25,000 25,000 Otber Compensation 4100 15.423 0 5 000 7125 7 925 Total Salaries 383,091 474,888 481,022.47 510,210 502,139 502,139 Expense 387,014 471,230 376,093 411,100 455,500 455,500 Capital Outlay 59.642 69.960 84.820 80.000 80.000 80.000 Total Streets&Sidewalks Budget 829,747 1,016,078 941,935 1,001,310 1,037,639 1,037,639 REFUSE AND RECYCLING Senior Foremen 7,829 15,132 16,257 14,646 14,731 14,731 Working Foreman 28,047 12,730 12,932 13,132 13,302 13,302 HMEO 19,629 3,090 0 0 0 0 SMEO 12,194 0 0 0 0 0 Overtime 11,204 4,871 3,974 6,000 6,000 6,000 Otber Compensation 991 0 0 0 0 0 Total Salaries 79,894 35,824 33,163 33,778 34,033 34,033 Contract Services 681,052 656,709 673,732 680,000 720,000 720,000 DumpingFees 529,601 537,128 569,094 605,000 620,000 620,000 Otber Expenses 10,260 9,358 10,139 22,750 21,950 21,950 Total Expense 1,220,913 1,203,195 1,252,965 1,307,750 1,361,950 1,361,950 Total Refuse&Recycling Budget 1,300,808 1,239,018 1,286,128 1,341,528 1,395,983 1,395,983 -66- FY20 FY19 Department FY20 Town Mgr FY16 Actual FY17 Actual FY18 Actual Adopted Requested Recm'd STRUCTURES AND GROUNDS Senior Foreman 15,913 14,655 14,357 14,671 14,756 14,756 Working Foreman 0 48,941 50,631 51,753 51,931 51,931 Custodian 39,557 41,946 43,483 44,866 45,277 45,277 HMEO 50,977 73,948 77,249 80,472 80,757 80,757 SMEO 63,981 18,606 22,574 23,527 35,200 35,200 Laborer/MEO 14,464 9,659 10,613 11,002 11,117 11,117 Overtime 11,990 15,456 19,844 11,500 15,000 15,000 Other Compensation 21,074 30,807 33,625 31,504 37,636 37,636 Total Salaries 217,956 254,019 272,376 269,295 291,674 291,674 Expense 351,012 475,274 744,486 337,070 355,600 355,600 Total Structures&Grounds Budget 568,968 729,293 1,016,862 606,365 647,274 647,274 SNOW AND ICE REMOVAL Overtime 89,283 214,491 201,990 100,000 110,000 110,000 Total Salaries 89,283 214,491 201,990 100,000 110,000 110,000 Repairs and Maintenance 83,109 62,853 53,497 60,000 65,000 65,000 EquipmentRental/Lease 245,176 720,105 710,978 500,000 510,000 510,000 Telephone 47,791 0 13,961 16,200 18,000 18,000 Vehicle Fuel 32,089 37,961 66,806 70,000 70,000 70,000 Gravel and Sand 11,050 9,500 8,636 12,000 15,000 15,000 Salt 262,107 464,313 474,554 200,000 205,000 205,000 Other Charges and Expense 6,754 52,226 57,827 8,000 7,000 7,000 Capital Purchases 82,850 400,000 38,067 0 0 0 Total Expense 770,926 1,746,959 1,424,325 866,200 890,000 890,000 Total Snow Removal Budget 860,209 1,961,449 1,626,315 966,200 1,000,000 1,000,000 TOTAL PUBLIC WORKS 4,384,480 5,785,585 5,665,673 4,775,727 5,043,572 5,024,852 HEALTH&HTJNLAN SERVICES HEALTH DEPARTMENT Public Health Director 67,832 78,610 81,738 83,789 85,465 85,465 Health Inspector 40,867 45,310 51,498 42,799 43,655 43,655 Public Nurse 48,633 49,468 50,396 51,255 52,280 52,280 Department Assistant 38,876 25,624 31,748 43,966 44,077 44,077 Sealer-Weights/Measurers 4,055 4,075 7,575 4,075 4,365 4,365 Other Compensation 7 853 20,809 1 250 4 820 6 092 6 092 Total Salaries 208,115 223,895.27 224,205 230,705 235,933 235,933 Expense 6 672 6 375 7 212 10,675 11,575 11,575 Total Health Budget 214,787 230,271 231,417 241,380 247,508 247,508 ELDERSERVICES Director 66,742 68,234 69,598 71,345 72,772 72,772 Program Manager 38,401 31,586 38,515 40,666 41,480 41,480 Outreach Worker 45,569 17,385 44,508 46,994 47,933 47,933 Administrative Secretary 41,223 42,140 45,493 43,966 44,077 44,077 Van Driver 37,928 38,786 39,561 40,457 40,559 40,559 Other Compensation 3 275 47,371 4 650 4 650 6 843 6 843 Total Salaries 233,138 245,501 242,325 248,079 253,664 253,664 Expense 30,302 31,286 33,823 49,257 35,463 35,463 Total Elder Services Budget 263,440 276,787 276,148 297,336 289,127 289,127 YOUTHAND RECREATION SERVICES Director 82,901 86,024 88,924 91,824 93,660 93,660 Support Service Coordinator 38,994 30,966 39,868 44,586 45,092 45,092 Assisstant Director 38,141 46,176 49,062 50,293 54,843 54,843 Social PrgramCoordinator 38,100 39,911 39,086 43,367 44,456 44,456 Program Coordinator 39,499 39,668 41,064 43,814 44,913 44,913 Other Compensation 22,879 38,352 35,461 40,325 43,335 43,335 Total Salaries 260,514 281,097 293,465 314,209 326,299 326,299 Expense 40,979 29,236 32,701 34,203 48,608 48,608 Total Youth&Recreation Budget 301,493 310,333 326,166 348,411 374,907 374,907 -67- FY20 FY19 Department FY20 Town Mgr FY16 Actual FY17 Actual FY18 Actual Adopted Requested Recm'd VETERANS SERVICES Director 78,425 52,589 45,707 54,127 55,210 55,210 Assitant Director 14,584 12,672 19,998 18,611 19,033 19,033 Graves Officer 0 900 0 0 0 0 Other Compensation 1609 5704 0 0 381 381 Total Salaries 94,618 71,865 65,705 72,739 74,623 74,623 Veterans Benefits 247,524 234,658 229,827 325,000 341,830 341,830 All Other Expenses 14,248 14,234 13,978 16,730 0 0 Total Expense 261,772 248,893 243,805 341,730 341,830 341,830 Total Veterans Budget 356,389 320,758 309,509 414,469 416,453 416,453 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 1,136,109 1,138,148 1,143,241 1,301,595 1,327,995 1,327,995 CULTURE AND RECREATION STEVENS MEMORIALLIBRARY Director 76,638 78,264 79,830 81,833 83,470 83,470 Assistant Director 26,540 57,431 55,869 58,517 60,617 60,617 Reference Librarian 57,049 54,124 76,862 84,408 76,125 76,125 Head of Reference 48,073 0 0 0 0 0 Head of Circulation 42,412 71,984 46,463 49,443 51,454 51,454 Head ofYouth Services 30,611 53,491 54,601 55,832 56,321 56,321 Assistant to Youth Services 0 0 0 0 0 0 Library Assistant 69,851 6,323 7,001 7,596 9,961 9,961 Library Assistant-Technology 19,829 24,966 0 0 0 0 Adult Library Assistant 54,754 57,651 52,882 55,414 33,790 33,790 Head of Children Services 0 49,403 51,407 51,407 CR Library Assistant 39,507 88,732 89,567 97,871 81,006 81,006 Electronics Resources 22,988 25,959 24,766 16,778 20,124 20,124 Senior Custodian 42,776 40,463 55,667 46,561 46,726 46,726 Teen Librarian 0 10,186 39,462 0 22,651 22,651 Early Literacy Children Librarian 0 37,008 41,045 46,796 48,712 48,712 Technical&Reference Librarian 0 0 21,940 46,796 44,426 44,426 Shared Postion w/School 0 32,032 21,988 21,516 20,124 20,124 Other Compensation 70,245 82,074 93,245 72,677 115,092 118,390 Salary Reserve 0 0 0 0 0 0 Total Salaries 601,273 720,690 761,188 791,444 822,005 825,303 Expense 284,150 270,383 287,991 293,078 293,981 293,981 Total Library Budget 885,422 991,073 1,049,180 1,084,521 1,115,987 1,119,285 TOTAL CULTURE AND RECREATION 885,422 991,073 1,049,180 1,084,521 1,115,987 1,119,285 SUPPORT SERVICES AUDITING Expense 54,080 54,600 54,080 55,000 50,000 50,000 Total Budget 54,080 54,600 54,080 55,000 50,000 50,000 PURCHASING Purchasing Director 49,248 52,808 54,920 60,950 60,069 60,069 Community Support Coordinator 0 0 70,000 73,500 73,500 Payroll Coordinator 0 52,726 0 0 0 0 Other Compensation 413 40,055 763 33,243 35,510 35,510 Total Salaries 49,661 145,589 55,683 164,192 169,079 169,079 Expense 661 3108 4131 3180 5120 5120 Total Admin Suppor Budget 50,321 148,797 59,814 167,372 174,399 174,399 INFORMATION TECHNOLOGY IT Director Town 104,935 108,225 110,389 113,160 118,467 118,467 Network Engineer 63,521 67,427 82,082 70,975 72,975 72,975 IT Director School 41,000 41,000 41,000 68,251 69,004 69,004 IT Support(5) 260,289 321,104 327,179 337,382 351,635 351,635 Other Compensation 2 100 3125 3 925 3 125 4 325 4 325 Total Salaries 471,845 541,180 564,577 593,093 616,406 616,406 Expense 665,688 704,880 725,800 728,565 740,250 740,250 Total Information Technology Budget 1,137,533 1,246,060 1,290,377 1,321,658 1,356,656 1,356,656 -68- FY20 FY19 Department FY20 Town Mgr FY16 Actual FY17 Actual FY18 Actual Adopted Requested Recm'd FACILITY NIANAGER Facilities Manager 90,003 92,014 93,854 96,210 98,134 98,134 Maintenance Facilities Manager 75,702 77,393 78,941 80,923 82,541 82,541 Other Compensation 0 550 600 1 200 1 300 1 300 Total Salaries 165,704 169,957 173,396 178,333 181,975 181,975 Expense 138,527 162,370 145,924 141,217 141,217 141,217 Total Facilities Budget 304,231 332,327 319,320 319,550 323,192 323,192 SALARY RES ERNE Support Services Salary Reserve 0 0 0 0 0 0 Total Salaries Reserve 0 0 0 0 0 0 TO TAL S UPPORT SERVICES 1,546,166 1,781,784 1,723,591 1,863,580 1,904,247 1,904,247 SHARED COST-NON DEPARTMENTS DEBT SERVICE Long Tenn Principal-Excluded 1,700,000 1,745,000 1,795,000 585,000 355,000 355,000 Long Tenn Interest-Excluded 236,388 177,516 116,606 74,559 59,475 59,475 Long Tenn Principal-Non Excluded 3,085,624 3,318,902 3,658,870 3,680,679 3,950,543 3,950,543 Long Tenn Interest-Non Excluded 795,301 811,196 990,301 1,018,169 1,134,068 1,134,068 Short Tema Interest-Non Excluded 0 0 0 0 0 0 Total Debt Budget 5,817,313 6,052,614 6,560,777 5,358,407 5,499,087 5,499,087 UNCLASSIFIED-SHARED COST Workers Comp 329,618 448,834 433,878 473,893 445,000 445,000 Unemployment Compensation 47,196 63,377 109,393 90,000 90,000 90,000 Payroll Taxes 714,505 751,155 784,320 771,750 820,000 820,000 Police and Fire Accident Insurance 57,067 61,082 79,845 98,900 145,000 145,000 Total Unclassified-Shared Cost 1,148,385 1,324,447 1,407,436 1,434,543 1,500,000 1,500,000 RETIREMENT Retirement Assessment 4,071,413 4,369,169 4,763,787 5,189,280 5,687,695 5,687,695 Total Retirement 4,071,413 4,369,169 4,763,787 5,189,280 5,687,695 5,687,695 HEALTH INSURANCE Health Insurance 8,984,873 9,038,458 9,516,641 11,500,000 12,300,000 12,300,000 Total Health Insurance 8,984,873 9,038,458 9,516,641 11,500,000 12,300,000 12,300,000 LIABILIFY INSURANCE Liability Insurance 388,425 274,018 291,476 420,000 400,000 400,000 Total Liabilbity Insurance 388,425 274,018 291,476 420,000 400,000 400,000 CAPITAL AND RES ERVFS Transfer to Stabilization 64,412 60,017 159,831 77,656 237,525 237,525 Transfer to Capital Stabilization 213,000 350,000 350,000 0 350,000 350,000 Transfer to Capital Projects 0 114,800 4,165,000 0 750,000 750,000 Transfer to Special Education Stabilization 750,000 0 0 0 588,256 588,256 Transfer to Capital Project-Recreation Complex 0 0 0 833,505 0 0 Transfr to OPEB Trust Fund 0 50,000 200,000 75,000 193,605 193,605 Salary Reserve(27th Pay) 0 0 0 0 0 0 Deficits(Overlay) 0 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 1,027,412 574,817 4,874,831 986,161 2,119,386 2,119,386 TOTAL SHARED-NON DEPARTMENTAL COST 21,437,821 21,633,524 27,414,949 24,888,391 27,506,168 27,506,168 -69- FY20 FY19 Department FY20 Town Mgr FY16 Actual FY17 Actual FY18 Actual Adopted Requested Recm'd EDUCATION N A Public School 43,757,532.40 45,528,357 47,035187 48,751,971 50,580170 50,580170 All Day Kindergarten 0 0 0 0 0 0 Special Education 0 0 0 0 0 120,000 N A School Building Committee 0 0 0 0 0 0 Regional Vocational Tech School Assessment 347,896 423,527 404,892 470,252 491,750 491,750 Essex County Agricultural Tech Assessment 136,282 156,480 156,950 223,392 223,392 223,392 TOTALEDUCATION 44,241,710 46,108,364 47,597,029 49,445,615 51,295,312 51,415,312 *TOTAL GENERAL FUND BUDGET 86,169,147 90,076,321 97,877,058 97,084,530 102,457,064 102,313,834 Iz,rlud,,*1onAppiopiiat,dlxpoisu,ti, `tit anA......Monts (koh} llmisiuns) I of it I S10 I owi kudect nn9udni,Ly '4„.s 1.(371)and (kohn Plmisioll"S 0.000 sW IISSI STATE ASSESSMENTS(CherrvSheet) Special Education 17,668 12,639 0 26,288 26,288 26,288 Mosquito Control 91,843 92,257 94,629 101,247 101,247 101,247 Retired Teachers Health Insurance 0 0 0 0 0 0 Air Pollution Control 9,394 9,629 9,696 9,944 9,944 9,944 Regional Transit 191,505 192,676 218,300 217,598 217,598 217,598 RMV Non Renewal Surcharge 18,580 20,240 20,240 20,240 20,240 20,240 School Choice 0 45,069 56,280 56,811 56,811 56,811 Charter School Assessment 68,205 79,850 121,777 119,551 119,551 119,551 Essex County Agricultural Assessment 0 0 0 0 0 0 Total State Assessments 397,195 452,360 520,922 551,679 551,679 551,679 OVERLAY PROVISIONS Overlay 557,130 542,531 566,310 542,391 550,000 550,000 Total Overlay Provisions 557,130 542,531 566,310 542,391 550,000 550,000 -70- FY20 FY19 Department FY20 Town Mgr FY16 Actual FY17 Actual FY18 Actual Adopted Requested Recm'd ENTERPRISE FUNDS WATER ENTERPRISE FUND Administrative Secretary 38,262 32,386 40,009 41,515 42,164 42,164 Asst Operations Manager 40,132 41,369 39,595 40,589 44,001 44,001 Asst WTP Superintendent 51,458 0 0 0 0 0 Electrician 0 13,614 14,763 15,166 15,216 15,216 Foreman 15,913 37,100 38,592 39,434 39,680 39,680 Head Meter Reader 30,267 42,300 43,353 44,934 0 0 HMEO 20,303 21,478 21,174 22,528 22,634 22,634 Laborer 38,073 39,001 42,453 44,233 33,351 33,351 Lab Director 0 38,729 60,814 67,026 68,537 68,537 Mechanic 117,604 42,117 44,900 46,042 46,305 46,305 Meter Reader 44,385 74,396 72,331 85,881 131,683 131,683 OA4 Chief 29,492 54,484 52,555 71,626 72,003 72,003 Operations Manger 17,100 22,169 23,670 0 26,050 26,050 Senior Foreman 0 14,655 14,357 14,671 14,756 14,756 Senior Water Analyst 0 0 46,000 48,000 0 0 SMEO 0 0 0 0 11,117 11,117 Staff Engineer 13,561 25,784 34,292 62,679 17,928 17,928 WTP Operator 226,806 243,718 243,017 226,557 249,374 249,374 WTP Superintendent 65,197 68,864 70,242 72,005 73,445 73,445 Overtime 62,267 73,906 77,085 60,000 65,000 65,000 Other Compensation 48,708 27,533 1 646 8 818 73,884 73,884 Total Salaries 859,528 913,603 980,847 1,011,702 1,047,127 1,047,127 Expense 1,213,795 1,2 74,543 1,432,693 1,605,457 1,704,103 1,771,103 Debt Service 1,282,276 1,022,670 999,561 998,750 863,343 863,343 Transfer to Capital 635,000 475,000 1,212,500 875,000 775,000 775,000 Indirect Cost 923,227 946,308 969,966 994,215 1,019,070 1,019,070 Total Water Enterprise Budget 4,913,826 4,632,124 5,595,566 5,485,124 5,408,643 5,475,643 SEWER ENTERPRISE FIND Administrative Secretary 34,723 43,484 40,009 41,515 42,164 42,164 Asst Operations Manager 0 0 0 0 26,050 26,050 Asst WTP Superintendent 44,319 0 16,724 0 0 0 Electrician 0 40,872 44,288 45,499 45,649 45,649 Foreman 26,334 12,088 12,864 13,145 13,227 13,227 HMEO 16,058 19,723 21,556 22,703 22,797 22,797 Laborer 14,351 9,965 10,613 11,227 0 0 Mechanic 119,038 141,843 113,731 138,127 138,915 138,915 OA4 Chief 35,418 8,312 17,518 0 0 0 Operations Manger 17,100 22,169 23,670 24,264 0 0 Senior Foreman 15,913 14,655 14,357 14,671 14,756 14,756 SMEO 6,875 1,437 0 0 11,117 11,117 WTP Operator 0 0 0 0 0 0 WTP Superintendent 21,732 22,955 23,414 24,002 24,482 24,482 Staf Engineer 5,596 0 0 0 0 0 M eter Reap it Craftsmen 0 11,995 12,024 12,024 Overtime 14,541 27,305 27,257 36,000 40,000 40,000 Other Compensation 1081 3101 1031 981 7125 7125 Total Salaries 373,078 367,907 367,031 384,128 398,305 398,305 Expense 183,242 267,114 275,432 310,895 357,738 388,738 Debt Service 1,741,110 1,319,713 1,304,042 1,080,074 986,025 986,025 Sewer Assessment 1,490,042 1,837,329 1,664,895 2,398,522 2,470,500 2,470,500 Transfer to Capital 80,000 150,000 100,000 100,000 375,000 375,000 Indirect Cost 434,460 445,321 456,454 467,866 479,562 479,562 Total Sewer Enterprise Budget 4,301,932 4,387,383 4,167,854 4,741,484 5,067,130 5,098,129 STEVENS ESTATE Director 53,371 64,670 81,442 62,391 63,639 63,639 Other Compensation 65,591 74,629 41,521 109,987 109,504 109,504 Total Salaries 118,962 139,299 122,963 172,378 173,143 173,143 Expense 137,862 281,730 178,012 175,090 191,951 191,951 Indirect Cost 48,812 50,032 77,369 79,303 81,286 81,286 Transfer to Capital 0 125,000 110,000 120,000 50,000 50,000 Total Stevens Estate Budget 305,636 471,061 488,344 546,772 496,380 496,380 TOTAL ENTERPRISE FUNDS 9,521,393 9,490,569 10,251,764 10,773,379 10,972,152 11,070,152 *TOTALALLFINDS 95,690,539.89 99,566,890.19 108,128,821.46 107,857,909.50 113,429,216.04 113,383,985.76 "Excludes Non Appropriated Expenses(i.e.State Assessments & Overlay Provisions) -71- FY19-ADOPTED FY20-EST FY21-EST FY22-EST FY23-EST FY24-EST REVENUES Property Taxes $ 73,139,893 $ 75,634,641 $ 78,191,757 $ 80,812,800 $ 83,499,370 $ 86,253,105 New Growth $ 650,000 $ 650,000 $ 650,000 $ 650,000 $ 650,000 $ 650,000 Debt Exclusion $ 590,633 $ 345,549 $ 334,899 $ 309,474 $ 289,424 $ 274,599 Total Tax Revenue $ 74,380,526 $ 76,630,189 $ 79,176,655 $ 81,772,274 $ 84,438,794 $ 87,177,704 Local Receipts $ 10,341,216 $ 10,935,140 $ 11,263,194 $ 11,601,090 $ 11,949,123 $ 12,307,596 State Aid $ 10,805,038 $ 11,614,817 $ 11,847,113 $ 12,084,056 $ 12,325,737 $ 12,572,251 Total Operating Revenues $ 95,526,781 $ 99,180,146 $ 102,286,963 $105,457,420 $108,713,654 $112,057,551 Operating Transfers/Other $ 1,691,777 $ 1,732,192 $ 1,773,591 $ 1,815,980 $ 1,859,382 $ 1,903,821 N Total Revenue $ 97,218,557 $ 100,912,338 $ 104,060,554 $107,273,400 $110,573,037 $113,961,373 EXPENSES General Government $ 5,025,326 $ 5,150,959 $ 5,305,488 $ 5,464,652 $ 5,628,592 $ 5,797,449 Group Health $ 11,500,000 $ 12,300,000 $ 13,161,000 $ 14,082,270 $ 15,138,440 $ 16,273,823 Other Personnel Benefits $ 7,043,823 $ 7,530,369 $ 8,132,798 $ 8,783,422 $ 9,530,013 $ 10,340,064 Other Non-Departmental $ 1,813,833 $ 1,889,387 $ 1,983,856 $ 2,083,049 $ 2,187,201 $ 2,296,561 Debt Service $ 5,358,407 $ 5,499,086 $ 5,219,337 $ 4,579,935 $ 3,343,973 $ 3,820,846 Public Works $ 4,775,727 $ 4,918,998 $ 5,066,568 $ 5,218,565 $ 5,375,122 $ 5,536,376 Schools $ 48,751,971 $ 50,580,170 $ 52,350,476 $ 54,182,743 $ 56,079,139 $ 58,041,908 Support Services $ 1,863,580 $ 1,910,169 $ 1,967,474 $ 2,026,499 $ 2,087,293 $ 2,149,912 Public Safety $ 11,085,892 $ 11,418,469 $ 11,761,023 $ 12,113,854 $ 12,477,270 $ 12,851,588 Total Expenses $ 97,218,559 $ 101,197,607 $ 104,948,020 $108,534,989 $111,847,045 $117,108,530 Surplus/(Deficit) $ 0 $ (285,269)F$ (887,465) $ (1,261,589) $ (1,274,009) $ (3,147,157) 1°�11iii �i�i � � i„ �, � "���IiliiPii���171II�IIIIIIIIIIII�IIIIUI� I FY20 CAPITAL IMPROVEMENT PROGRAM -73- -74- Town of North Andover CfFice of the '�IC'own Manager North Andover'�IC'own Hall 120 Main Street North Andover, MA 0184 amua IlorC nor thand over muaAgaw December 6, 2018 Chairman Kean 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 FY20 through FY24. The evaluation of FY20 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 maintaining 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. This CIP requests funding for roadway improvements, a sidewalk connectivity plan, the remaining project of Facilities Master Plan I (IMP I), funding of Facilities Master Plan 11, various rolling stock including two fire engines, playground improvements, information technology enhancements, annual building maintenance, and several other project types. 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. Specifically, the recommended FY20 CIP includes funding in the amount of $50,000 to complete a needs assessment to support Facilities Master Plan 11 (FMP 11) and $750,000 in additional funding for the new Senior Center, the last project to be completed under FMP L Changing market conditions in the construction industry and the resulting cost escalation warrant this latter recommendation. Historically the Town has allocated $75,000 annually for sidewalk repair and installation. In preparation of the completion of a long term sidewalk connectivity plan which is currently being developed, it is recommended that in FY20 that amount be increased to $250k. Beginning in FY20 we are also recommending increasing our investment in the maintenance of public buildings. This includes -75- increasing the "Building Maintenance" category by $125k to address deferred maintenance in school buildings and a new category for the repair and replacement of roofs on public buildings as needed. 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 between 4.00% and 6.00% with a conscious effort during the past six years to remain at or below a goal of 5.00%. The recommended General Fund CIP for FY20 results in a debt service to revenues percentage of 4.68% which is lower than FYI when that percentage was 4.70%. For two of the five years of this plan the percentage is slightly above the 5.00% goal, but within target. Given the town's improved financial condition this does not present a concern. We will remain focused on controlling debt service costs and may recommend in future CIPs, as we have done for the past two, the use of one time revenues to meet our target and stay closer to the goal. 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 increasing the threshold for "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 25.00% - 28.00%. Back in FY12 and prior debt service as a percentage of revenues approached or exceeded 40.00% in these two Enterprise Funds. 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 FY20, the Sewer Enterprise Fund is projected to have a debt service to revenue percentage of 20.20% while the Water Enterprise Fund will be at 18.30%, both historic lows. 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 well below the target levels and trending downwards which provides the Town with flexibility if an unanticipated project is required and increases the likelihood that rates will not increase. For the Stevens Estate what had been an improving financial condition, as evidenced by a growing positive Fund Balance during the past several years, has changed. As revenues have leveled off in the past year and expenses have increased during the same period, the use of Fund Balance (Retained Earnings) to cover the cost of CIP projects has resulted in a declining Fund Balance. As a result, the recommendation for FY20 has been set at$50k which is $75k less than last year's assumption and well below the requested amount. The projected Fund Balance for FY22-FY24 is negative thereby eliminating the ability to pay for capital improvements at the Estate during these years through the CIP. This is a concerning trend that we are monitoring closely. 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 FY20, the CIP includes $750,000 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 several years. -76- The recommended CIP for FY20 through FY24 calls for total funding during the five year period of $39,531,742 with $32,596,742 of this total dedicated to General Fund projects, $4,205,000 for projects in the Water Enterprise Fund, $2,655,000 for the Sewer Enterprise Fund projects, and $75,000 for Stevens Estate projects. Of this amount $11,425,000 will be funded from outside sources, with the remaining $28,106,742 being bonded for periods ranging from five (5) years to twenty (20) years depending on the type of project or equipment. For FY20, General Fund Projects have a total cost of$4,668,230 ($2, 788, 230 net of outside sources). The Water Enterprise Fund requests for FY20 total $775,000, all of which will be funded by retained earnings. The Sewer Enterprise Fund recommendation is $375, 000 which will also be funded by retained earnings per the Town's Financial Reserve Policy. FY20 represents the final year of funding for the approved FMP 1. With the opening of the Ann Bradstreet Early Childhood Complex, the Town has now completed the six of the seven phases of this highly successful Plan with the Senior Center, currently in the design phase, due to open in calendar 2020. During this CIP five-year period, the Town will also plan for Facilities Master Plan 11 and fund the first three projects identified in that plan which are expected to be improvements to three elementary schools. The Town's enhanced commitment for street and sidewalk improvements and repairs is reflected with $7,972,064 recommended in this CIP and increase of more than $1.4 million from last year's plan.. The Capital Stabilization Fund, established several years ago, has allowed the addition of a comprehensive roof replacement plan. Specifically that fund will cover the cost of two major roof replacement projects over the next five years. 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 FY20 through FY24 CIP continues to embrace that goal and is respectful of its financial impact. I would like to thank Finance Director/Town Accountant Lyne Savage,Deputy Town Manager Meghan Jop, and DPW Director Jim Stanford for their instrumental assistance in developing the CIP. Lyne, Meghan,Jim, and I are available to respond to any question(s)or requests for information that you may have. Sincerely, f A. , Andrew W. Maylor Town Manager -77- 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 maj or expenditures in the future while evaluating new and current proj ects 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: -78- ♦ 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. -79- 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". 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 maj or component thereof. -80- 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 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 -g1- 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 FY20-FY24 Capital Improvement Plan. -82- Debt Service/Net Revenue Ratio Summary.G.F.Capital Budget,(FY2O-FY24) Revenue Summary Actual Budget Projected Projected Projected Projected Projected FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Property Taxes(Net of Debt Exclusions) 70,549,114 73,789,893 76,284,640 78,841,756 81,462,800 84,149,370 86,903,105 Debt Exclusions 1,842,680 590,633 345,549 334,899 309,474 289,424 274,599 Tax Title 0 0 0 0 0 0 0 Local Receipts 11,819,810 10,341,216 10,935,140 11,263,194 11,601,090 11,949,123 12,307,596 State Aid(C he rry S heet) 10,907,264 10,805,038 11,614,817 11,847,113 12,084,056 12,325,737 12,572,252 State Aid(MSBA) 0 0 0 0 0 0 0 Interfund Operating Transfers 1,652,326 1,691,777 1,732,192 1,773,591 1,815,980 1,859,382 1,903,821 Reserves and One Time Revenues 261,848 0 0 0 0 0 0 Free Cash 4,824,831 911,161 0 0 0 0 0 Total All Revenue 101,857,873 98,129,719 100,912,338 104,060,552 107,273,400 110,573,037 113,961,374 General Fund Obligation Debt Service 6,560,777 5,325,696 4,571,006 4,322,342 3,712,001 3,343,973 3,000,471 PIYAuthorized CIP Unissued 0 0 928,080 896,995 867,934 844,182 820,375 Less GLSD Credit for Police Station Debt -148,537 -150,394 -152,273 -154,177 -156,104 -158,055 -160,031 Less School Comm.Programs to Pre-School Debt 0 0 0 0 0 0 Less Esco Project Debt Service 0 0 0 0 0 0 0 Subtotal 6,412,241 5,175,303 5,346,813 5,065,160 4,423,831 4,030,100 3,660,815 Additional BAN(HS)net of premiums(Int) 0 0 0 0 0 0 0 Additional High School Debt Service 0 0 0 0 0 0 0 New ExcludedClP 0 0 0 0 0 0 0 NewNon-ExcludedClP 0 0 0 562,050 1,034,399 2,154,636 2,839,106 Total Debt Service 6,412,241 5,175,303 5,346,813 5,627,210 5,458,230 6,184,735 6,499,921 Less: Debt Exclusions(Existing and Proposed) 1,911,606 659,559 414,475 403,825 378,400 358,350 343,525 -Excluded SBA Reimbursement 0 0 0 0 0 0 0 Debt Exclusion Adjustment 0 0 0 0 0 0 0 SBA State Reimb-interest on HIS -68,926 -68,926 -68,926 -68,926 -68,926 -68,926 -68,926 Bond Premium Net Exclusions 1,842,680 590,633 345,549 334,899 309,474 289,424 274,599 Total Debt Service 6,412,241 5,175,303 5,346,813 5,627,210 5,458,230 6,184,735 6,499,921 Less:Debt Exclusions -1,911,606 -659,559 -414,475 -403,825 -378,400 -358,350 -343,525 Net Debt Service(Non Excluded Debt)-less credits glsd&Sch 4,500,634 4,515,743 4,932,338 5,223,385 5,079,830 5,826,385 6,156,396 Increase of Net Debt Service over PY 517,239 15,109 416,595 291,047 -143,555 746,555 330,010 Estimated Total Revenue 101,857,873 98,129,719 100,912,338 104,060,552 107,273,400 110,573,037 113,961,374 Less: Reserves and One Time Revenues -261,848 0 0 0 0 0 0 Debt Exclusions -1,911,606 -659,559 -414,475 -403,825 -378,400 -358,350 -343,525 Free Cash -4,824,831 -911,161 0 0 0 0 0 Non-excluded SBA 0 0 0 0 0 0 0 Net Revenue 94,859,587 96,558,999 100,497,863 103,656,727 106,895,000 110,214,687 113,617,849 Net Debt Ratio 4.74% 4.68% 4.91% 5.04% 4.75% 5.29% 5.42% -83- TOWN OF NORTH ANDOVER CAPITAL IMPROVEMENT PROGRAM SUMMARY OF FY20 RECOMMENDED CAPITAL IMPROVEMENT PROJECTS FY20 FY20 Town Department Manager Funding Purpose Request Recnfd Sources Other Funding Sources Town Manager/Selectmen Facilities Master Plan Implementation I 750,000 750,000 Free Cash Facilities Master Plan Implementation II 50,000 50,000 Bond Playground Improvements(Townwide) 50,000 50,000 Bond 850,000 850,000 Information Technology Municipal IT(FYI8-FY22) 50,000 50,000 Bond 50,000 50,000 Public Safety Police Vehicle Carport and storage garage 420,000 420,000 Bond 420,000 420,000 Public Safety Fire Engine Truck 660,000 660,000 Bond APX 6000XEportable radios 191,700 191,700 Bond 851,700 851,700 Public Works Roadway Improvements(FY20-FY24) 1,236,530 1,236,530 Bond State Chp 90 Funding Sidewalks Reconstruction(FY20-FY24) 250,000 250,000 Bond Tree Replacement/Installation program 50,000 - Bond 1,536,530 1,486,530 Facilities Building Maintenance(FY20-FY24) 350,000 350,000 Bond Roof Replacements 310,000 310,000 Capital Stabilization Fund 660,000 660,000 Education Districtwide paving 150,000 150,000 Bond School IT(FY20-FY24) 200,000 200,000 Bond 350,000 350,000 Total General Fund Capital Projects 4,718,230 4,668,230 Water Chemical Storage Tank and Feed System Improvements 200,000 200,000 R/A Water Fund-Retained Earnings Interconnections 100,000 100,000 R/A Water Fund-Retained Earnings Bradford Standpipe Mixer 150,000 150,000 R/A Water Fund-Retained Earnings Backwash Tank Extension 325,000 325,000 R/A WaterFund-RetainedEarnings Subtotal Water 775,000 775,000 Sewer Improvements to various Pump Stations 100,000 100,000 R/A Sewer Fund-Retained Earnings Sewer Collections System Improvements 275,000 275,000 R/A Sewer Fund-Retained Earnings Subtotal Sewer 375,000 375,000 Stevens Estate Main House Improvements 125,000 50,000 R/A Stevens Estate-RetainedEaringins 125,000 50,000 Total Enterprise Fund Capital Projects 1,275,000 1,200,000 Total All Capital Projects 5,993,230 5,868,230 1('sSIl,11nnnnCpawls Q'fi";a,us,asu'pyp� Q, ,usupy'pyp� 1essawaallrefibll"^blwfillfizaQfon Q,?d1us,usu'pyp� Q„Io,upg'p IessID1n^QpafiaaedI"auualnus Q,1,2W,uso'p Q,1,2 usup¢'p I ess Chap vii 90 Nin(li ng Q'fii1'°rs,usu'Jo;py �cm,u g'i Total Projected Bond Issue 2,913,230 2,788,230 -84- GENERAL FUND CAPITAL PROJECT- FIVE YEAR SUMMARY Project Name Division Borrowing Year 1 Year 2 Year 3 Year 4 Year 5 Total Years FY20 FY21 FY22 FY23 FY24 GENERL FUND 5 YEAR CIP Facilities Master Plan I Town Manager Free Cash $750,000 S750,000 Facilities Master Plan 11 Town Manager 20 $50,000 $593,065 $5,733,221 $3,871,127 $2,993,582 S13,240,995 Playground Improvements (town wide) Town Manager 20 $50,000 $50,000 $50,000 $50,000 $50,000 S250,000 Municipal IT(FY20-FY24) Information tech 5 $50,000 $50,000 $50,000 $50,000 $50,000 S250,000 Building Maintenance(FY20-FY24) Facilities 5 $350,000 $350,000 $350,000 $350,000 $350,000 S1,750,000 Roof Replacements Facilities Trsf Cap Stab $310,000 $190,000 $345,000 $190,000 S1,035,000 AC System (Police dispatch area) Facilities 10 $150,000 S150,000 Library Parking Expansion Library 10 $89,000 S89,000 Vehicle carport and storage garage Police 10 $420,000 S420,000 Replacement of cruiser mobile radios Police 5 $71,694 $0 S71,694 Radio infrastructure simulcasting&digital conversion Police 5 $0 $185,289 S185,289 °�° Replace Engine Truck Fire 5 $660,000 $700,000 S1,360,000 New APX 6000XEportable radios Fire 5 $191,700 S191,700 Ambulance replacement Fire 10 $300,000 S300,000 Fire safety house trailer&training equipment Fire 5 $165,000 S165,000 Ladder truck replacement Fire 10 $1,300,000 S1,300,000 Vehicle carport Fire 10 $136,000 S136,000 Roadway Improvements (FY20-FY24) Public Works 5 $1,236,530 $1,307,152 $1,333,426 $1,165,960 $1,228,996 S6,272,064 Culvert Replacements Public Works 10 $300,000 $30,000 S330,000 Sidewalk Improvements (FY20-FY24) Public Works 10 $250,000 $250,000 $350,000 $350,000 $500,000 S1,700,000 Equipment-6 Wheel Dump Truck Public Works 10 $200,000 $200,000 S400,000 Bucket Truck Public Works 10 $200,000 S200,000 Front End Loader Public Works 10 $250,000 S250,000 Districtwide Paving School 10 $150,000 $150,000 $150,000 $150,000 $50,000 S650,000 School IT(FY20-FY24) School 5 $200,000 $200,000 $200,000 $200,000 $200,000 S1,000,000 School Drainage School 10 $50,000 $50,000 $50,000 $50,000 S200,000 TOTAL GENERAL FUND S4,668,230 S3,660,911 S9,456,647 S6,947,087 S7,913,867 S32,646,742 ENTERPRISE FUND CAPITAL PROJECTS - FIVE YEAR SUMMARY Project Name Division Borrowing Period Year 1 Year 2 Year 3 Year 4 Year 5 Total or FY20 FY21 FY22 FY23 FY24 Retained Earnings WATER ENTERPRTS E FUND 5 YEAR CIP Chemical Storage Tank&Feed System Water Retained Earnings 200,000 $200,000 Interconnections W ater Retained Earnings 100,000 $100,000 Bradford Standpipe Mixer Water Retained Earnings 150,000 $150,000 Backwash Tank Extension W ater l oyrs/Retained Earnings 325,000 1,400,000 $1,725,000 Valve&Hydrant Replacements Water Retained Earnings 100,000 100,000 $200,000 Lab Renovations W ater Retained Earnings 50,000 50,000 50,000 $150,000 Sedimentation Basin Improvements Water Retained Earnings 300,000 450,000 $750,000 New Sludge Collections System W ater Retained Earnings 180,000 $180,000 Water Main Replacement Water Retained Earnings 500,000 $500,000 Improvements to various Water Booster Station, Water Retained Earnings 200,000 $200,000 Water Utility Truck W ater 50,000 $50,000 0C TOTAL WATER $775,000 $2,030,000 $1,100,000 $50,000 $250,000 $4,205,000 SEWER ENTERPRISE FUND 5 YEAR CIP Improvements to various Sewer Pump Stations Sewer Retained Earnings $100,000 $250,000 $250,000 $100,000 $100,000 $800,000 Sewer Collections System Improvements Sewer Retained Earnings $275,000 $250,000 $250,000 $250,000 $250,000 $1,275,000 Sewer Jet Truck Sewer Retained Earnings $400,000 $0 $400,000 Utility Truck Sewer Retained Earnings $90,000 $90,000 $0 $180,000 TOTAL SEWER $375,000 $500,000 $990,000 $440,000 $350,000 $2,655,000 S TEVEN S ESTATE ENTERPRISE FUND 5 YEAR CIP Main House Bathroom Improvements Stevens Retained Earnings 50,000 $50,000 Main House Envelope&Finish Improvements Stevens Retained Earnings 25,000 $25,000 TOTAL STEVENS ESTATE $50,000 $25,000 $0 $0 $0 $75,000 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 proj ect relative to all other proj ect 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. -87- 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 _88- 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. -s9- 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. -90- CAPITAL IMPROVEMENT PROGRAM FY 20 PROJECT DETAILS -92- m A COMMITMENT TRACKING SYSTEM Division: Administration Priority: 1 Department: Selectmen/Manager Type: Ilmprovement Project: Facilities Master Plan I Cost Basis: Other Project Category: Infrastructure Asset Class: Select One Project Type: Design/Construction(buildings,open space, athletic fields,water, sewer,drain, DWTP FY2020 FY2021 F'Y2022 FY2023 FY2024 Total $750,0100.00 $0.00 $0100, $0.00 $01.010 $750,000.00 Funding Source Funding Amount. Submitted by: Lyne Savage Select One $750,000.00 Title: Finance Director Total $750,000.00 Date: 11/20/2018 Description Justification FY20 $750,0100-construction cost for senior center 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 -93- N C"MITMENT Dlivisioin:: Adminiistratioin Prliiority: 2 Department:: SelectmenWanager Tyrpe: Ilmipirovenient Project:: IFaciiities Blaster Plain Ilt Cost Basis: Other ProjectCategory:: IInfrastructure Asset Class: Select One Piroject'Type: D=Desii,gniConstructiion(builldlings,open space,athIletic fiends,,waiter,sewer,draiin, CDWTP' FY2,020, FY20211 Fy2fD22 FY20723 FY2024 Total $50,000..0,01 $593,0165.013 $5,733 22 0 039 $3 g7'1,127.003 $2,993,582.0 0 $13,2403,995 00] Funding Source Funding Amount Submitted by: ILyne Savage General Fund $9,2903,000.00 Title: Total $9,2903,010 00 Date: 10129J2018 CD-escriptliion Justification I $ 513,000-consulitaint to prepare Iprellimirn,ary reviieMestirnates for(projects FY2"01 $ 593,0 65--.Architect services for renovation sJexlpainsiioua of IFrankllin Schooll FY22 $5,337,58 S-construction crusts for reinovationJexlpainsicoin of Franklin Schooll $ 3.95,636- f'MJarchitect services for renovation sJexlIaiunsion of Atkiinson School) FY2.3 $3,560 ,729-construction costs for renov,ationsJexpansinn. of,Atkiinsoin School) $ 3.191,393-architect services for exlpaiasiioin of Kittredge School FY24 $2,79:3„592-construction cost for the Kittredge School) $ 20,01,03003-.airchitect services for exlpaiasii in/rernovations Fiire Station 2 CDescriptliion of item to Ibe replaced Schedule for completion of project Estimated value of replaced item: '$01 010 NIIIET Estimated)Animal Impact: '$ti'0103 Explanation -94- CAPIM COMMITMENT TRACK�NG SYSTEM Division: Adim rrustrat:iruun Priority:: 2 D-egpairtiment: Selectrmenl Manager Type:: Replacement Project: F'llaygimUndls Improvements(to nwidle) Coast Basis mother ProjectCategory: Ilnfrastructure Asset Class Select Dine Pirc,)ect'T'ype: 'VehiicllelEcpuipwament(iincllurlin,g"'General IT"') FY2020 FY20211 FY2022 FY2023 FY2024 T'otaI $50,0100.. D $50,00110.010 $5-0,0100.0,01 $50,000.010 $5,01,000.001 $25D,000..00 Funding Source IF'undiiing Amount Submitted by:: ILyne Savage General Fund $2.50,000.010 Title:: Total $250„000.010 Date: 10"2912018 escHptliion Justification, As IlDairt of a Master Plain,the Town is coo mfitted to spending$50,00,01 in capital expenditures for longer term improvements each year to towrnwide playgrounds.. Descriptiiicn of item to Il a replaced Selhedule for completion of project Estimated l value of'relplacedl item: $0.010 NET Estiimat+edl Anivaival Impact: $0 tttt Explanation -95- CAPIM COMMITMENT TRACKING SYSTEM Division: Iluaforrnation Technology Pirliorfty:: 'I Department: Ilnforrnation Technology 'Type:: Replacement Project: Munjcipall IIT(FY20-FY24), Cost Basis:: Previous,Purchase Project Category: Ilnfrastructure Asset Class: Class 1 PiroJectType: VeNdle,)Eiquipment(indluding "General IT"') FY2,020 FY20211 FY2022 FY2023 IFY2024 Total $50,0100001 $1510,01000101 $50,000.010 $5,01,0100.00 $250,0000,0 Funding Source, Fiundiing Amount Submitted by:: Chiiris Mcl,ure General Fund $501,0000,01 Tltle:: IT Director Total $50,0000,01 Date:: 10/19/2018 Descrip-don Justification COMIPLIter Workstation Repllaceirnents In order to take advantage of North Andover's continued investment in hardware and software infrastructure,it is Computer workslations are replaced oin a 3-5 year cyclle, cinticall that eindl users have adequate,desktop,cornputer depending on age, condition and Use. hardware. Divis,Jon heads,and department heads iincireasinqlly are Increasing Ilalptop usage has transfor red COMPLIteir using laptops as their workstation,whille most users, efficiency and irnobifity. cointilIlLie to use astandardized desktop workstation. Having modern,seciure workstation hardware increases efficiency and security andl reduces,dowin and SUPP01"t tiii,ne. Descriptlion of item to The replaced Schedule for completion of project COM)Llters are replaced Ibased on age,coindiition and role. Computers are generally replaceddlliming the suimnier months, and diuning the year as, needed. 'Whenever poss,Jble, upgraded computers are used in secondiary roles(counters and lab,s...) CornIpUters that are unable to Ibe reused are recyclied aindl their harddirives destroyed. Estimated value of replaced item: $0.010 INIET Estimated Aninual Impact: $0.010 Explanation Theire,are no recurring expenses related to this purchase. -96- CAPITAL COMMITMENT Division: IFacdiitiies Pirliority;; 1 IDepaairtment: IFaciliitiies Municiipall Type: Replacement Project: Buulldning Maintenance Cost Basis slendlor Quote Project Category: Budding Asset lass Class 1 Piroject'Type: Desiigni onstructiom(Eslill6ngs,Open space,, athlletic fiends,water.,sewer, d�raiin, D TP FY2020 FY20211 FY2022 FY202�3 FY202 4 Total 350,000.010 $350,0100 $350,000.010 $35,01,000.tltl 3,50,000.010 1,750,0,00.00 Funding Source IFundiing Amount Subumiitted by:: Steve Faster Select One $350,000.00 'Title:: facilities director Total $350,00 t]0 Date: '1012312013 Descrip-don Justification, repair and m 4intenan�ce of&ualldiiang faciiiiities The attached spreadsheet its a"snapshot"of the cuorrenit bUildiva,g capital needs within a fiive year wiandow. It its a dynarraiic documaent which is continiuously reviewed and edlited to,reflect the identified Ibuiildlan�g repair and maintenance needs.The annruail Budding Facility Maintenance .II.P. budget is also,continuouslly reviewed so as to properly allocate the annual funding resources accordingly. There is a constant and growing need to Iprovude adequate resources to address,the hiuilldiingi fability capiitall repair needs.This is especially evident when reviewing the s,chooll dl strict aaeedls. Currenily 35%of the,school district bUildinags are 201-30,years old and,20%of the Ihuiildings are over 5,01 years,old. It is typicall for the IbUllilding facilliities to have uncreasang maintenance and repair needs,as the buiil livag reach 20—25 years Of age.The future need's,of the largest facility jhiigh scllaooll—14 years rildj in the inventory will]further add to this need]. The industry standard for maintenance and repair Budgets is identified as being 2—4% of the current replacement value (CRV)of the building facilities andexclluides cleaning and custodiiall vaoark iven,the current lauilldiing faciility inventory of 1 rmii]Iliioan s.f.+1 it is recommended that the relil& maintenance resources The increased in s-oirne measure to support ouor continued su.nccess in this area. Descrip-don of item to be replaced Schedule for completion of project reference attached spreadsheet complete work within the fiscal year Estimated value of rep.+lacedl item: $0.00 NIIET Estimated Aninuaal Impact: $0.010 Explanation -97- r CAPITU COMMITMENT TRACKING SYSTEM Division: (Facilities Priority:: 2 Delpairtrmeint: (Facilities choolbs Typer:: Replacement Project: Roof replacements Cost Basis "vendor Quote Project Category: Building Asset Class Class 1 IPiro,aect'Type: Desii,gnlConstruction (buildings,open space,athletic fields,water, sewwer, draiin, C1'+wYTP FY2020, FY20211 FY2022 FY2023 FY21p24 Total 310:,010.0(1} $0.00 $1190,000.010 345,0100.0,01 S190,000. 117 1 C35-,1700.00 Funding Source Funding Amount Submitted by: Steve Foster Geraeiral FLind 1,035,010,t lilt Title:: road replacements Total $1,035,010,1400 Dates `1f11`19120'13 Description Justification roof replacements at the following biurillding facilities: roofing systems at the Misted facilities will]Ibe at or l thueior life expectancy wwithrn a 5 year period. FY"201 Town, Haul flat roof,;Senior Center flat roof FY22 Sargent School)flat hoof FY'23 Thompson ;Sclhooll flat roof and shiingle roof FY'24 Youth Center shiinglle roof and Senior Centeirshinglie roof Description of item to be ireplaced Schedule for completion of project rool-ing counsusting of Ibotlm flat and sloped type systems roofing systeuru repllacernent at school)faiciilities,to talVke place duirnng time siuurnrner vacation period' replacement at mrranicipral facillitiies to take)place-dluringi the normal constru ictioin season. the duration of the project its a 1 -3 monith,duiraboua depending iupon the facility Estimated value of replacedl item: $0.00 NET Estimated Aninual Impact: ,0(.0(0 Explanation, -98- 0�� 1 — Division:: IFacilides Plriiiority: 3 Department:: (Facilities-lvllunicipall Type: New Plrruject: AC systeurr at dispatch Cost Basis: Arct/Eng Project Category: Select One Asset Class: Select One Plroject Type:: IFY2020, FY202111 FY20�2;2 F'y'2023 IF'y2024 Total 0.00, $01.010 $0.00 $01.010 $150,000.010 $'150,000.0o F'ulndling Source Fulndliing Amount Submitted by: Steve Foster General Fund $150,000.010 Title: facilities director Total $1 r0,000.010 Date: 10/19/20113 Description Justifmcationi new ac systern at dispatch area The dispatch area which its part of the 1 st floor HVAC zone experiences large temperature fluctuatiiouas. Theis is caused Ihy the very diffelrent types,of uses withilin the 1st floor area.. The dispatch area has a large sensible,heat gain that is caused by the extensive electronic equipment onst,alllation. Conversely the balance of the 1st flocnr space has(little sensible heart gain.. This,dirslpalnty caunases Marge telrnperatulre variations Within the space which its clurrently managed by constant adjustment of the EMS(Energy Management System).. A separate dedicated l-l'" AC system for the dispatch area will alleviate the temperature,variations,Iprovode a comfortable working environment,save energy and elliiminate the constauat need to adjust the EMS to the clhangung weather conditions- Description of item to Ilae replaced Schedule for completion of project n/a the project design and installlation is a siix(6)'month process Estimated value of relplacedl item: S0.0110 NET Estimated Annual limpact: $0.010 (Explanation, -99- C"ITAL COMMITMENT Division: Po iice IPirliiority„ II Department: F'oliice Type: New Project;: VeHdle carport and storage garage Cost Basl Vendor Quote Project Category: Biuilldi'ng, ,Asset Class:: Class "I Piroject'Type: Duiesiign/ ounstruction(biuilldings,olpeun space, athlletic fiends,wvater,sever, dlraiin, DVVTP FY2020 F'Y2021 IFY2022 FY2023 F"h 2024 Total 420,000 010 $01.010 $0.00 $01.00 $0.00 $4201,000.00 Funding Source IFuundliing Amount Submitted by Charles Gray General Fund $4201,000.00 Title:: Chief of Pwallice Total $420,000.00 late: `10/11d2O1€k Description Justification, To provide to,police vehiidle carports fear'10 frontline The Poliice Department's eiurreuat(parking loot has no velhicles as wellll as a storage,garage for police equipment- covered Iparking spaces for marked front-lone police cruisers. It is a Iknowvn fact that cairports can keep vehicles away frouma the elleimemts,whether it is harmful su:rnrays, went to snow, sleet or r-4in. Our vehicles are exposed to these weather elements all year long During the winter months they are covered wiith snow. This in�cllerneunt weather dellays,offices from responding to enaeirgeuncy calls at the beginning of a shrift on a veMidle that was not used during the pro,ceediung shilff. Ilan periods of(heavy rains and s,Rormis the offices must change out equipment froirn vehiiclles w ilthout any protection from the (harsh,elements. The addition of vehicle carports Mll improve the safety and enviirounrment in which offices must operate.It w JIll further prevent.a dry and safe area to help prevent offices froimn having to change out thics,eoquipmieunt during the snow,and ice,covered girorund.. The Poohce Department currently does not have any garage storage.space. That beiin,g said,,as the de parturueint specialty iunits continue to grow the current building its lacking the proper storage for thus equipment.We have biicydle patrrall units,ATV units,traffic tirailleirs and s obraards that irneed to be stored iinside dUrin,g the Minter months.The currernt sllned on the property is siimnplly not adequate for the amount of equipment that we have and need to store. The department allso needs an area for a cnme scene specialist to search and process vehiiclles. This garage storage space, being on property here,at the station,will allow offices the convenience of(having tall]the supplies readli ly.availlable and not have to iutillize space at 1 of the tow coimpanies.IProlposall is subject to material cost increases and,.Iprevaidung wage increases. Description of item to be ireplaced Schedule for completion of project None—the polliice department does not currently have any 15pinng of 2020, as soon weather would permit the covered parkiing spaces,for frountlline vellnicles or garage constructioun Construction wrrulll take approximately 0 to 8, storage space for any of its equipment. weeks after the arrivail of materials and suppllues,. - 100- „,,,;;i rrr rririr rriririri rriririri / ririririr rriririri /r” rrr,r r r r r... J .rrrrr ,,, rrr „r rrr//rr/ri it/r rr rrr ,r rrr rir CAPITAL COMUMNEMIT Division,: Fiire Priority: 1I Department: IFiire Type: Replacement Pirofect: Replace,Engine Truck Cost Basis: Vendor QUole ProjectCategory: Equip(Rclllling) Asset Class: Select Cane Piroject'Type: Vehiiclle/Equipment(iinclludin�,g"General 1T"') FY;020 FY20211 F"y2022 F'y2023 IFY20,24 Total 0 0,000.010 $0.010 $7001000.00 $01.00 $0.001 1,300,000.00 Fuindliing Source, Fuind'liing Amount Sullaimiiitted by: William McCarthy General Fund $1 300,000 00 Title: Total 1 360,000 00 Date: 1110d20120111 Description Justification new High-End cirustoii-n engine puunnper with a 750 galllon We cuurrentlly have two 2004 Emergency-One piuumpers_ water tank and 1200 GPM pirnrnp1111gl capaciity. Engivae 1 its a front Ilene piece of,apparatus.andl Engine 0 its our reserve piece,of apparatus. Both have devellraped a,n increase in needed repairs and Engine 1 os often going out of servlice for those repairs.We plan on relplaic9ing Engine 1i and Engine 3 Frith a naevr siiunular type engines.. Description of item to be ireplaced Schedule for completion of project: The item to be replaced is a 20014 Emergency One The Purchase Order for the new Engine v+aouulld be(placed engine/pumper. in July of 20110 C,ompletiion would depend uuprun whether the Town,purchased thiis vehicle via the Mass.IFire Chief s crlllectiive purchase pregranai rrr not P'urchasiing a vehiicle outside of this prcrgrann wound add significant tinaie to the delivery date Estimated value of relplacedl item: 2,500.00 NIIET Estimated)Annual Impact: $01.DO Explanation - 101- 1 TRACKiINO SYSTEM Division: IFire Piriiior ty: 2 Department: Fire Type: Replacement Project: New A.PX 0000 E Prartablle Radios Cost Basis: Vendor Gii i Category: Equip(n oua-Rolliing) Asset a i Select One Piro ect'T i " ehiiellelEgUilprm7ent(irndludin,g "Gener l IT") IFY2M P'ti'2tN2'11 F"t'202;2 F1'2fN2; F' 2i12 T'otaf S`I01,700.22 $0.00 $0.00, ,01010 $0.00, $1,91,700.22 Funding Source Funding Amount Submitted by: Wilhaura McCairthy General Fullrndi $191,7010.22 Title:: IFire Chief Total °I91,700.22 late: 10d17/2010 De s c rip-tiro n Justification, To puirchase 30 new Motercrlla APX 6000 poirtalble radios The Fire Department's current portablle radros were arnd 4 APB 80,00 portable radius. puirclhased un 2010. The life expectancy for these radios are 0-8 years. The department has been sending portablle radreas out for costly repairs frequently thus past yeadr. The requested radi,os will coirne with increased wattageWhich, will iiii co mmimuniicaticon on the emergency scene. Description of item to be ireplllaced Schedule for comple-tion eof i Motorola XTS,2000 portablle iradios (7 years clld), Estimated value of redlplacedl iteim: $400.00 MET Estimated Aninwal Impact: SO.00 (Explanation, - 102- ------------------ CAPI w. COMMITMENT Divisuoun, IPuli ilic Woi Prioriity; t! Dellpartirnerit, DPW street& Slideww^alllks Tylpe, lmmprovement Project,, Roadway Improvements IFS"20 - FY 24 Cost Il AirctdEmrg Project Category: Infrastructure A,.sset Cllass; Sehect 0m�e Projiect lfyp,er RoadwwAa°ysiSidewwalllks I FY2,1021 FY2022 FY2 23, IF"W2,02 Tutall ,236,530.00 54,307,1520,01 11,3,33,426u_00 1,1155, 6,O.00 1,228,9,,96.00 5,272,G&4�01i10 Funding Source Fundiing Airam-apurmt wrubinitledll Ilby; Jim Stanford 'State Grant $4,1922 715.00 Titller General lFli $2,079,349 OG Date: 10t26P.01115 Totall $6,272p064L0 Descriiptio,n Jurstifi°c.atiiorw Currently the Town receives aplprowuimmatel°y'$6100,000to The irequest is for roadway urmlprowKenmemts omi wrairIOLIS $8010,0,00 anmuaillly from Chappter g0 funds, which is, streets to upgrade I conditions of time Towns consistent with similair irmunicipalllil In sine and nuurm bear of urmfrast uuctuuire. The funds,included ate the Itpotltr time state road miles. Chapter gugi is the onity reguular aouirce that a C'hmapteir 90 imonies and time local fund request:that DP'N torn I for fumndiiimg roadway iimmpirovemrentM if local fn.unds muses,to supplllenrent the aminli ClI 90 funds,from the acre not aplpropiruated. If they Town irelies onily omn Chap. PO it State. The wawoirlk wwilll coinsust of eracllk sealiliing, milling can fneveir fund allf the improvements nee dedl to pirevent the e w°izting pavimrg.and repaving,oir irec111aiiimmmng de?peindi;nrg on roadway system deteriorating to a point where it will cost the specific needs determmin,ed by the Pavement increasing anmolunts to imwlprove.. Each doltlar spent now arl Maim;agemmemtt°StudlyfPian. Also, I may irequire good,fair or I iroads calm pirevleint speadling elliglht to team gradiliing, dirauinage iirn pirr°w emmen1s, urelpaiir of cuurlduing and do4lars lat�eir!!if delayed. Time goal fmvere 'is to&Uplplemmen(t the sudewwralks whieirearoad construction jimpirovenients,aire Chap. 00 funding imow on 1local iroads,(side streets)wihieire beumrg dome. Attached is a spireadslmeet udermttiifyiinpg specift Chap. DO money is used for colllllectors and major airtenes streets.,irelpailr method for both the projects identified fdlir (Salem St.or Masi.Ave.j otherwise we could inever get to Chapter 90 fuinds and Locaa1 funds beimng requrested undeir these roadls. this CIP revqureSt for the next five years. The Pavement Manageprmmemrt StuupolydPla,ni investigated allll roads in Tam^ ;n,, rated condition of roads„ idenitiified repair methods,and costs. The Plain allflo° s staff to devellholp prolects,irelpair methods,and costs,as well as abillity update plan going forward as(projects are done. Cfes°ciriiption°wit ii to be reptaoec,ll Sctmeiduulle for connpietuon o6 pro,ject Immlprovenmemts to existing roadways. Time sclheduule to corrmplete the worts will be acconmpliivhied iini time fiscal year that the fmrnds are appiropriateed bairiring any umfoireseen Issues oir°wwseatheir coimdlutions.. Contracts for util'iit°y wark,mmilillliimg, recltaliirmmuumgp paving,.,and striplping acre I every three yei irs du.rring the winter months. Therefore, there will II Inca need for(preparation of specifications or wwmaituong for lbids to II receliiwed. Once the funds,acre a1p-prolpdiatedl conwpamJes uindleir conitract willf prepare estimates based on II prices In the t iree yeaar coantiraota„ puirclmase orderswviJ1111 be issuedl and time work selheedUledl. Some wwaoril warilltl Ide coimpllleted un the suumwnmeir1fa,1111 construction season (daul°y to Iwtoveumlder„p and cam pl1etuoim of pirollects will Ide done in time sparing season ( pinif to Jlunej.. Similar types of work,such as roads for nmillimig and overlay, will II I topgethraer to reduce costs. - 103- overlay, wIll line 1),undled togetheir to reduce costs Estinnated valltie oaf ireplalcedl iiteim $1.1310 NIET IEstirnated Ainintial llirnjpact! 10,000-00 Explanatioin Ini addlition tc� LlgpglradliTlig the infrastructure, improvements w,jillll reduce the ainiOlLIfIt ou f fime andl effort repallring deteriorating roads Currently a 3,Ipersiaom cirew spends,ffve days a we!elk from Apirill b June rephallring pavement. Costs for thiss relpair work range frofm Sl 0,010,01 to,$2,01,0010 aninually for patching asphaft,wIlch!!is the least efficient methiod of repairing iroads We receive between 15 to 20 ellainis per year for damage due to potholles, It is estiniated that with an effective pavement mainagement program we cain rediuce t1his patching cou sty to$5,0010 to $10,01001 ainillUaIlly andl clainis,to fewerthan 5. - 104- ............... --------- -------- ................ . ........ ............................ ...... ................... .............. ......... -.............. CAPITAL COMMITMENT TRACKING SYSTEM DMI Pulbilic'Woi'ks Priority:: 3, Delpartmenlit: DPW Street& Sidewalks Tylpe:: Inilprovement Projject: Sidewalk Reconstruction (F'Y20-FY24) Cost II Otheir Project Category: 11infrastructure Asset C Ila ss:: elect One Project Type: its oadwaysISJdewallks I IFY2,021 F Y202 2, FY2,023 I Totall $250,000M $2501,0010.010 S350,000.010 $3,57,10,10100.00 $500,000.00 $1,7001,00101010 Funding Source F u nd ivg Aintoun t Sutxmi,ttedll II J�m Stanforrd General FILEnid $1,2500001.00 Tftle:! Totall $1,250,0001L0 Date: 10f26rz01& Description Justification Reconstruct exisfing sidewalks in the older sections,of There wire many locations where slidewallks have Town with pnoirlity gli'ven to s c hodl areas and eld eiirly deteiriorated Ibecauuse of age, frost.I and I areas. Attached ulss a Illist of jprioirlltjes and Costs ein ciroachrnent of roots,From trees p1lanted adiaceint to lased oin the currentsdewallk contractor pirlicling. Some sidewalks.The progralM WOLIld eliinuinaite the walking funds will come fr:oini the'Sidewallk Construction Special II of the Uneven slidewalk i s Costs aire based on the , Revenue Fund,wlhjicl,,i!!Is,mitigation irwnoceney provided by current sidewallk construction contract. developers.The remainder is I irequesled froni generallfund C I P. Deserlipbonof ilern,to The replaced Schedulle for compledonof project Existing Town infrastructure see aI All work Will The clone in I fiscal year of appropiriation depending on weatheir conditions. Since three year construction contracts are exilsting ino specifications or blidding is irequuilred. Once funds wire available then estiniates w111111 I received from contiractor, PIL11rchase ordeirs, pirepaired and worR scheduled. Soinne slldewaflk work wflll be done;in the SlUminvedfaIll conStFLICtion schedule and other in the spring depending an inipacts to school seasons or we ather cond'fions. Esfinmated value of reI iteem; $0.00 NI I.T E&II Aininiva[11irn,11pact: $5,0001rIOO ExplOnatioin WIN reduce t`he aniolunt of uneven patched sidewalks, reduce clIallms,and inipirove pubIlIc safety. - 105- , CAPIIUL COMMITMENT TRACKING &YSTEN C1iviziiisina IEdiu.>caticn Priority: 11 DeIpar ni(erut: S,&hool Department T'ylpe: Irrmlprcverm7ent Prrject: 12tistrietw ide Paving Cost Basis: Airct!Enrg Project Category: Land Asset CIlruss: Clan, 1 Project Type: Roadway Psi Sidewallllk,s FY20210 FY202'1 FY2022, FY2020: IFY2024 Totall 1501,,000.00 54551,0010.010 150,0010.1310 150aD00.00 $50,0+010.00 $650�10100 00 Fuurmdilm-g SOUrce Funding Aurvouu,nt Submitted by: Juurrm Mlealey General Fuurmd $150,04010.1310 Title: Assistaint Sulperiirrteumdleirrt fcrr Totall ', 150,0010.>010 Fii"ance and Opeiramticrms Date: 1 Or,4(2,011,8 Ciescriipti n Jiustificatioin 'Ia"Wh°e had BETA GIMILEP lirrc. assess our district-wide Damaged pavement and siidlew allllRs caim7 lead to acclidents paveimein7t needs for aIIII of our scl oois.The eslirnated cost and Iperscmraii mnirurry, and also present e Ipoor aesthetic look.. to do the irwecessarryr-repairs is$460,5 E..This iiIncludes allI paveimiein7t and sidlewallk work needed)for our pairkiin7gl Ilbts and interior r adWays.We are requesting$150,00,0 per year beginning in FY2'0 to addire:ss our seeds Thee anarruuali amount wIIIIIII be revisited for IFY24 to dleterrrmuine an amount that will sufficiently rrmaliintaimr caIurr,paverrment and slidewallk needs. Descniptimn f Kern too Ilse replaced Schedule for co mplieticn f project Pavement,edging and sidlew aliias.. To be crrirumpllleled during the surrrmirurer bireak each fisca]year Imeginnilurmg in FY20. Est inated vallu,e of replaced iiteum $0.00 NIIIET IEstiimiat`ed Ainruuual Ilrnjjpact: $0.00 E:xpliaruatiiumuin - 106- C"ITAL Divismouu, linformatiminaTechnology Pirioriitty: 2 Delpartim intu 1T - Schools TyIpe, Replacement Project: drool IT (FY20-FY24) Cost IBaas,iis, 0 their Pirrayect Category: 1infrastruuct.ure asset CIlass::: Detect One Project Type: Building Mairmtaiiimance I FY2, 2t FY2,022 IFY2023 FY21024 Tataal $e200,000.00 "200,,00,10.10€0 $'200,0010.710 $200,01100.O0 $2010,000.00 $1,000"OO&DO FUndiing Source Funding Amount wubrnittted Ilbyt, aliunr Mealey General Fund ,$1,000,O00 0,01 Tttlle, Assastaamt -aullperiirateiradleirat For Total $1,000,00 0,00, Finance and Opaeircatacuas Elate, 1 M4t2'0116 Ctescruptt,cum Jiuusttficatiioiru Annual funding to maintain IT wireless network,server andl Tcatcall wraa,hie of IT uIn(firestirm.ictuulre asset is aail OlUt$1,O001� 0010. data in>tegrataom, sinutl in>tiermet capacity gt allll schools and At$1010,00 0 per +eartllhiBs is a IBfecycle relgatlacenrent tiirme central office.. fraime of 10 years 5 years is more reslllistmc,se the aninuelll ema,ount ius iincureased to$200,000 staartaurg inn FY20. DescOptti-cra cif ilteamro to Ilhe repIlalcealll " c eduulle for c mp1eticaurn cif project All of tlhe equilpinieint that provides IT wilreless network, Annual server and data iiIntegiraatton, anid liIntern,et capacity at aIll sctacuals and central office. Esttuxn,rarte,g valluuue of reptacedl'iiteuum; $0.1210 NIT Es.tiirnat�ed Auninuu l limrgpacae $0.100 E:xplianatiicain - 107- CAPI'M COMMITMENT rRACKANG SYSTEM Dliviisioru:, Puliiluc`t 'oAs Prijorlity:: t Ctelparini(euvt Water Tylper: Relplecenheri�t: Project: Chesiikalll Stoimage Tanks& Feed System Cost Basis; AircttEsig limii piro wrerrie nts;-tJ pdate Pirojiect Category; Equip(nroira- oliliiilthg) Asset Cllass; Select One F+aroyect Type: IDes-ggmni/Co+ nist�ructioii (buildings,^oIl space,athletic Felllds, water,se weir,drains,DWT8' IFY2,0,20 FY2,10,21 F"t'20,22 FY2'023 FY2,024 Total $2041O010.00 $0.00 WOO $0.1010 $0.00 $200,0,001.00 Fuundiium-g Souuree Fundin,g Airvaunt Submitkedl I r! GII,ein Aft Water Furrhd $200,000.1310 Tiltke, Supeririateriideuhk Tiotall ', =00,000.01O Date, 1M4120118, Ckesoriiption Jiuustptl Replacement of ckireiureiical tanIFs and associated clheniical Most of the clheiruiucelll feed s°mrsteiris and storage tanks wire feed srysteriis(puamipsn psi-ping and s4iarrm7s) We are un the oveir 25 Years old andl reaching the end of tlhelir useful lope final phase of khans piro,plect withoinly the Ipiclyalusuiiuiuiuii tanks spaira kkiuis rheed to be ulpguraded or rell over the shut eft to replace. lin IFS"2OOO we are pimcposing replecingd severalll years This woullld include seven(7;�bull't storage ttie polliyaluniiiiah1urmi t, nIks,l controls and adding a dlay tainRs and several day tanIks,2—4 chemical teed pIurmilps tsimlk for each clhernileal allloahg w iltlh all,assocu ted pluirtibliing and aIllumrrrrs. In the attached letter from Woodard& Ci.lrrani, they are recormmrriermdiiiiig ' .5 p.„jO,OOifoirthePolllyaluuirmlaihIuiMta ll pmoplect. Because we were«.alallle to reduce costs iuh Iprewrlous plhases by doing the work in house,we stills Ihave$350,000, left In this Iprcaject and are rerluuestiling$200,0010 for IFY 0. Demcriip;tjo,n of ttemi to Ilene arepuiaice:dll ScInedulle for cornpletion of project Storage taroks it angling in size frcni 100 gill dad keshlu,s to Tlhiiis piro,ileck iiis expected to span a few years uin7tilll the 330,01 gal storage ta,,nks along with the clhermical rmmeteirirhg piro,pleck is completed. l and coimfrollis. Estimated vall!ue of reps a edl iterm: $0.00 NIIIET Estimated Auhruural Ilmhlpact!: WOO E:uup,fanatiiery - 108- r TRACKING SYSTEM Diviis,uoun; Pullailic WcAs Priority, Delllnairtirnnelmit Water Tylper: Inilparovermmennt P`iroject, lint eirccirrrmectuions Cost IRaas,u.s; AircUEng Project Categioiry lirrfrrnstructure Asset CIlass; glass 1 Project Type: DesigNiConiistruction jIbuiilclingis,olperu slpace,athletic fiiiellldls, water,se weir,draimix,D TP FY2,020 FY2021 FY2022 IFY202:0 IFY202 Total] S 1001, 010.00 S&DO $0.00 $0.00 $100,1900..00 Fuumdum-g So,wi Funding Arn,011.nnt Submitted Ill Tim"I illllett Water IFi $100,0+00.100 Tuttle; 01peirat-ions,Maunageur Total) $t00,0010.000 Date: 10t23r20u18 De s c iriip t i oam Juus to fii caatiioumu For time up lradehmmprove m7ents of the To^timin's two knalllyze and despgm i coinini,ections with Andover, oine onni uu ntercmmninections with the Town of Aindlover and possibly Peters:0,t anid one through Mlernl mmacR College property.. Haverhill for erauergency purIp��ios�e ,. Desciriiptl item to Ilae ireplb edl S,ch,edulle for complietpoun of project Does not aplo1y to thils CIIIIP.. Estiinn,ated wralluue of irepli aced)'iitem!: $1.00 NIIIET IEstinmiated Alli ti $0.00 E x p falien;at1ioin - 109- C"IUL COMMITMENT TRACKING SYSTEM Divisioun; Pultylliic Works Piriionityr! 3, Delpartem7oeint; Water T'yIllae; Replacement Project, 10ra dformf Stanmrlllpip+e Mixer Cost lBas,iis; AircttEunrg Pirmfect Categary : EgLiilp(non-Rolling) Asset C�Ihaass; Se'lect ne Project Type, IEesignif onstructiom (buildings, open space,athletic fielllds� water,sewer,drain,D T1P IFY2,0,20 F 2021i FY2,0,22 FY2,023 IFY2,024 Tortmnll $I51,.,01010.00 WOO 0.0110 $0.00 $0.00 $1E0,1900, 00 Fuuandrmng Source Futndimg AimmVcCUnt SUINInpttedll Ilby:r Glen Aft Water Fluernrd ,150,0,010.1010 Tine, Superintendent Total) 150,000.00 Date; 1O12 312,016 Descrriiptioum Justification Repl cerrmemt of old irnnixiing s°y°steurnn in the Bradford Tank The Biradf rcl tamk is ma staendpurpe teiurR that is appiroxiirrmuntellly wNh new technoilogeyr. 00 feet taaill. Dune to the size and height of the tarilk there is, comceirm with water age and lace bu illl0lluelp in the tank.The piresermt irrliixirmg system only extends 13 feet into the tank amd irelllies on water rmovermemut:as,the taimlkfilllls to muix the tamnk.This method does not mix the umpper portion of the teurrlu whilich cunuuses questions as to the quality of water in that Iportion of the standpiilpe (Last year, ice Ol,errmege repairs,lnaadV to be made to the hatch, fiiillll pipe and the Support stiructunre. A more modern mmikiimg sty tens would help eliiraniinate these issues. Des,criiptioua cv6 Rein to Ilae reprliacedll Scheclulle)for conxrplietion,of project 0t-der meffmciernt m7;ixiinrg tan"R system. Project expected to be comnrpheted� by ttnie Bend of F"Y 20!. Estimated value of reps aoerll iteen: $0.1VGO NIIIET Estiemmmter0 Auninua[Ilemmlpac.te $0.100 Ei planatiioiru - 110- CJvVsaioorua IEubliic Works Prucrrity:: 4 CYellpmrtirneint: Water Tylper Improvement Pmcrjject Backwash Tank Extension Cost Basis: AircttEmrg pircjiect Category: limfrastrUCtlLire asset Climes; Select,One Prrrkect Type: IDesigmaConstru tiorn jlbuuild n s, open space,athletic fields, water,sewer,drain,,O TP FY2,0,2 aw FY2,0,21 FY20,22, FY2,023 IFY2,024 Tolall 525,0,01 l.ftl5 54,400,000 0E1 WOO $0,.1010 $0.00 '1.,725,0010 0 Fuu.rndun�g Source Fuumdi g,Ainnc,uuun t: Subinilttedl Ilny: G111ein Alt Water Fund $1,725,000 00 Tiutlle., Superintendent. Total ', ,725�000.0g1 Date:! IN23t2 1'18 Desc.iriptlorn Jluustlfiic.atiiunirn Improvements to the toaclluwwaslni to ndlm,,de rateirirng and By having arm extra tank the operators cani rooutimrellly enter co,11ecfiorn sysfeirmn. Furst phase will Ilse an assessment amid the tanks fior cleemu[mg eimdl innzulintenaince wilthotit slhuuEtmg preliminary design of o odditionelll I&aclww sh tai"rylk the process down.Thins will ollls+o increase the settfiimg time anions redu.rciiiing the volume of sludge Deming sernt to the Gl-S El.. Desc.riiptlorn of iteirrr to be repboe:dl wchreduulle for ccrumpletlorn ef project None Once a;plproved we!will goo out to Kurd for design, sp�ecificatirrorrs rumdl installation.This(project rmnght take seVeralll ye,airs djue to working airwolu.rrnd ouir(process,and due to the expense Estlrrmated valluue not replacedl itern: $0.100, NIIIET IEstii noted Aummnu al Ililmupac:t: $5,000 00 E:xp4zmira,otiion The decrease iin7 the cost of sending less waterimateirialls to the GLSEl. TRACKING SYSTEM Diviisioirn: Public't oa rks Priority:: 1 Dellpsmtirunernt 'Sewer Tylper: Irrnlpro�vermernt P°nroject; lurnnpirovemermts to various,se tem stations C,os,t Basis, AirctlE mg Piroject Cateigoiry: lirrfr struaoturre asset Chas.: Select One Project Type: IDgeslgm;Canistruot�ioun (libmiilclings� open space,otlnletio fiellldls, a stem,se weir,d1r in,D TF FY2,020 FY2,0r21 FY2,022, FY2023 IFY2,024 Tatall 10,01,0010M 5250,0010.00 ; 2.50,00110.010 $100,D 00.00 $11010,000.00 $800,101021 00 Fuurndirrng Somme Funding a.iunnouunt Submitted by: Glen Alt 'Sewer Fund 700,00.010 Title:! Suupeiri-mtermdent. Otfrreir $1100,0010.1010 Date 1W22r2018 Totall $2:000010.g0 Des c.riip ion Ju.us�t'iiffl-catiioun Imwlprovermnemrts to the equiprmeint.aus needed at the 22 We will iune:ed to replIlace the aging gleneirators. 10m"e are now statioans lookiirrg at replaciiiing the genemantDr at the Aticott VuiPlage puumrnpimg statioim. We also,have several pIuiurrnps and mrnotoms that will irreed to be replaced. Desc.miiptiom off item,to be reph ed Schedule for counnptetlorn,o.ff project See description above ve Thils pro.Vieot will line ocairmied over rmuuil+tiple years and wiliil10 depeimdlei t omi the findings,of the ossessimneint.. Estinnated value of replaced)iiteim $0.010 NIET IEstimnated Aurninuual IIrnjpa,crt: $0.00 E:aa p la n untiioun - 112- p W f.2lvisucuuu: IPuldlic Works Priority:: 2 Delpartinneinet: Sewer Tylpe:: Irmlpriovvermeirit Project: Sewver CGIlectio n System Irmrproveinients C o^s,t ddas,ius; AircttEnrg Project Category: linfrastruatiu.ure Asset Cllanss; Select One Pr jectType: IDesfgnlC�o-nsstruoct�iicien (I uuitdimgis"open space, atlnlefiflcFiielldls" w anteir,sevweir,drain, D'VVTFl I Fhf210,21 FY2022 IF n':2'i12g II TOtall ' 2'5,000.00 S2501,0010.00 S250,0010.00 $250,13100.00 $250n2100.00 $1,275,0001010 Fuu,mcdiim°g "source IF und Ing Aire ruumt Submitted Il y,:: Tian MlIleft Otheir 5275,000.00 Tiitltle, Olpeiraflonis Mainageir 'Sewer Fund 1,0100"120+0 05, flats 1E12212016, Tcmtaall '51,275"0042,00, fgesc°riiptiion Jiuustiific,atiiouu The funding aiVlo+ws four iirmpirovrerineirets aundl irelpairs to our The Town must comply with DEP reglUlantpo?nes'to redi se weir systermn to iredluce imflttratiom and uinitlow fltll).. IIInfiltratuoirillrnflo" . A failure to coii croumldi result In a punfliltrantion armd imftovur occur*,lreirr pirrsurnod aendf oir surface ConisentOrdeir,Wihich may indllude fmines if sanne of the waters canter the surer s°y^steirrr through irmfirastructaure, repair work is maat coirnpllleteod on time defects andhwoir Iiillllicuit coinnectu ens. DEP Is°rdroirlting with Towns to ireduce;III s,o that treatriaeimt Iplants,acre not Overburdened. The funding will pay for eirrginreerieng consudtamt fee ssand c0e1 trIu.ectioin wofrk. Funds are c unmloienantioen of"Other :'Sewer Mitigations Fees collected from dleve lllolpers;foir IFw"2020" and'aewer Enterprise Funds for IFY 20:21, 2022 2022w,,and 2024. fdesc.riipt'iir ern o6 ii to Iloe replaoedl Schedulle for coi npIiebori of project Sewer rrmaniunes and services,se weir miamtrollles,frannnes and The Ill program will span several ye=ars. For FY 2,2120,a covers a;nid open cfeamouts will be replaced uuundleir this Sewer System Evahlati011 Study vviiillll Itne comdluoctedl ini the progir°ani Reas Pend Area,FlI,ow Isolation StUdlies and muanihollle inspections willIl start ulp agian tiromr mnuir pirevlious III 2511°t0 Reports. Estiimaited valluue of repMeedl iiteu'rn; $50101 210 INIE'T IIed Auneinuual Ilernllfuaiyta $0.00 Explanation - 113- rre i CAPITAL wwp 91PMMITMENT Dive sioinr IP°ultslnrc'9a"" of,"lwa P'iritorriiit^yr: :3 Delpartimreiiii Sewer T'yIlpe,' Replacement Project: Nei ;ewer Jest-t+'ac Trucks Casa IBas,ilsr Vendor Qttote: Project Category: Equip(RollllllIng) Asset Cllass,' Select One Project Type: 90 elhiclefEquillllpirr7eimt(lirrdlludiimq" eneiralll IT") FY20,25 FY2,0,21 FY2,0,22' IF">t'2,023 F"Y2,0 4 Tmtall SO-05 SO 10110 ;' 400,0010.00 $0.1010 $0.00 $4100,010,01100 Fuundiumg Source Fundiri Arrmcwuumt Suulanniittedll Ilpy^,' Tim " illlllett: Sewer Fund , 400,t=i+ 0.00 Tiiitlle,' Olpeirati nis Ma;rriageir Toptall ; 4CIEnk500.00 Date 110J.5w r5115 De s c.r i ptl-a ru Jurstl fi c:atiicairu The fundiing allows for the puwallrase of aimew se eir.Viet,vac Sewer back-ups are ar ttrreat to public health armlcl inlust be truck . The truck is thie critical(piece of equiprrrein7t:OUr crew cleared as s+cnoirr as possnibllke. Requudllar cleanliimq of catch 1r99es tr respoind to sewer back-ups. The tr7_uiclu care also basiums is a 151EP st it mwater requiiiireirmemt. C o mlplairwce with i solid material from rruarrlpwples, catch Ituasiirrs,and DEP Requrlaitioms for iirrfiltratu+arri airrdl inflow rermovail its also a smumll excavaticunrnis by vacuJurrm. DEP reppuiremueirrt that the Town must comply with. Desc.ript o,in of itern(to be replaced Schedule for ccrutmpletlon af prajecca Our neweir Jet Truck#42wilil be ursed as a brad e-irn.. E.sUrn,aterY wrallue of replacedll iiterme $5�01001 tttl NIIE.T'IEs.tiumated Aniintural Ilimigpacrte $0.00 E:uuip-tam artii,ain w w TRACKING SYSTEM Divisiicauu; Stevens Estate Priarlity:! 1 f3elpartirneint, Stevens Estate TyIpe Inilprmverment Project: Main House Eatil Improvements Cos:t 1i Other Enrcilect Category: IBuuldiiing As et Cllass; Select One Project Type: Mmgm�fC'can���tructimrn,jl urldimg��, open slipace, thletiefiiiellldls, wateir,w eir, drain,103WTlP' IFY2,0,20 FY20,21 FY20,22, Ii Ii Toltall 50 13(001 00 SO.JDO $0.1310 $0.1310 $0.001 $513,0010.1311D Funding Source Fuundlmg AinmcwUnt wubi nittedl Ihyu Elric Kfoury Stevens Est. $50,000,gg Titlle; EHire~ctor Tcutall $5EI,,,00,01.OG Elate; 1 O 30t2018 Deseriiptirrm Justif eautii mn This project involves irepuirlpumsling flilrst.fiocir Ikitclheinustrmrage Currently theire wire mnllly 2 limathrconms on the fiirst floof and sli at the estate to add an additional mu^oini+?in.s.bnthrmomm guests have to glee to the secand flunumr bathrooms whieire w ithr ain accessiliule st illl and two regiulllmir sta.1111is on the fiirst there are 2 w rmen s staIllls,and came mroemws stalll Thee=firer are floor. frl lines for the bathrooms. The iremmainiiirng small first floor tnunthiroomm and first fleeter accessible Icathirolom will be used by men. Currently the estate. has a Hi mil unccesslible(bathroom which Is frequently^in muse by zn)llll guests and so li,nmits access to guests with dill sa lillities.0ne bati sta,1111 will be fuullllywacces ible.. The current bathrccrmu situation encourages guests to emupllloire the second and third floors whiliich,Illeadis to circrmvd rmma,nagiein'reint, s,ecuirity and safetV issues. Deseriipticrn cmf item to the repIaicedl Se erluulle for ccirnpm etjon of projeet Lirpuorfvwrume store reloin'm mnlll Itae mmjoved to basein eint Starting November 21 complete by May 12021 New materials for bathroom Estunna(ted valluue of repiacedll i $0.1310 NIET Es,itil An in,uuall Ilmrolpaet; $50,,GOO.010 Eurplianiatiimin fFirst ticmrir accessible bathiroo m for i MlrFs are nincreasliing@°y irequested,Itawwr clllients set the miew rocamm will Ide a positive se1111ing Ipoint once coiniptetewdl..The adidttuVmn of this rcenn will reduce rir even eliiirmiiinate the number of visitors leaving the first flo,ar to use thie bathrooms which creates other Security,safety and other oversight challenges duiroin�?g Marge events. ,ADD ccrmnpllliarmt New fi tunes mvill redurce utTity+r Costs.. IPenditng estimmate from JlD L Grasse Architects, 10135118 for iinitiial Ip1a,r,s piricr to bidEdmng Ouu,it. - 115- - 116- DEBT SERVICE - 117- - 118- 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(subj ect 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 236,846,685 Outstanding Debt outside Limit 2/7/18 6,517,512 Outstanding Debt inside Limit 2/7/18 45,053,855 Total Outstanding Debt 2/7/18 51,571,367 Debt Limit 236,846,685 Debt subject to Debt Limit 45,053,855 Borrowing Capacity 191,792,830 - 119- 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 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. - 120- 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 - 121- General Fund Debt Service 2020' 2017 2018 2019 Town Mgr Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED Recom'd Change Change Expenses Principal- Long Term-Excluded $ 1,745,000 $ 1,795,000 $ 585,000 $ 355,000 $ (230,000) -39.3% Interest-Long Term-Excluded $ 177,516 $ 116,606 $ 74,559 $ 59,475 $ (15,084) -20.2% Principal- Long Term-Non Excluded $ 3,318,902 $ 3,658,870 $ 3,680,679 $ 3,950,543 $ 269,864 7.3% Interest-Long Term-Non Excluded $ 811,196 $ 990,301 $ 1,018,169 $ 1,134,068 $ 115,900 11.4% Interest on Notes $ - $ - $ - $ - $ - Total: Debt Service $ 6,052,614 $ 6,560,777 $ 5,358407 $ 5,499,087 $ 140,679 2.60/6 Water Debt Service Principal- Long Term $ 592,979 $ 587,979 $ 561,239 $ 458,682 $ (102,557) -18.3% Interest-Long Term $ 93,586 $ 75,477 $ 101,406 $ 68,555 $ (32,850) -32.4% Principal- Long Term-MWPAT $ 267,058 $ 272,453 $ 277,957 $ 283,573 $ 5,616 2.0% Interest-Long Term-MWPAT $ 69,047 $ 63,652 $ 58,148 $ 52,532 $ (5,615) -9.7% Sewer Debt Service 2020 2017 2018 2019 Town Mgr Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED Recom'd Change Change Expenses Principal- Long Term $ 878,166 $ 883,151 $ 677,813 $ 606,582 $ (71,231) -10.5% Interest-Long Term $ 168,161 $ 148,506 $ 119,738 $ 98,227 $ (21,510) -18.0% Principal- Long Term-MWPAT $ 258,044 $ 265,235 $ 280,754 $ 281,216 $ 462 0.2% Interest-Long Term-MWPAT $ 15,342 $ 7,150 $ 1,769 $ - $ (1,769) -100.0% Total: Sewer Debt Service $ 1,319,713 $ 1,304,042 $ 1,080,074 $ 986,025 $ (94,049) -8.7% - 122- 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 $ 5,325,696 $ 976,365 $ 1,075,074 $ 7,377,135 FY2020 $ 4,571,006 $ 863,343 $ 986,025 $ 6,420,374 FY2021 $ 4,322,342 $ 826,533 $ 783,604 $ 5,932,480 FY2022 $ 3,712,001 $ 789,648 $ 646,234 $ 5,147,883 FY2023 $ 3,343,973 $ 569,143 $ 333,116 $ 4,246,232 FY2024 $ 3,000,471 $ 558,343 $ 317,663 $ 3,876,476 FY2025 $ 2,845,921 $ 530,693 $ 307,238 $ 3,683,851 FY2026 $ 2,443,932 $ 524,294 $ 291,351 $ 3,259,577 FY2027 $ 2,230,671 $ 517,932 $ 194,798 $ 2,943,402 FY2028 $ 2,003,290 $ 512,910 $ 165,501 $ 2,681,701 FY2029 $ 1,935,996 $ 65,483 $ - $ 2,001,479 FY2030 $ 1,512,734 $ 87,550 $ - $ 1,600,284 FY2031 $ 1,483,139 $ - $ - $ 1,483,139 FY2032 $ 1,456,919 $ - $ - $ 1,456,919 FY2033 $ 1,424,219 $ - $ - $ 1,424,219 FY2034 $ 1,376,194 $ - $ - $ 1,376,194 FY2035 $ 962,294 $ - $ - $ 962,294 FY2036 $ 590,175 $ - $ - $ 590,175 FY2037 $ 338,250 $ - $ - $ 338,250 FY2038 $ 103,250 $ 51,543,250 $ 7,821,797 $ 6,404,645 $ 65,769,692 Footnote:Does not include Authorized but Unissued Debt - 123- - 124- t, i Jlf, /'/ ,✓i%%// III i j/ — yn m 0 !�✓r M D 4 ° m o z Z --I r, r� .� r�ii•r' �+ �� �, r„ i ,.,i r �� r ' !�Y,� � �, �<<r .,cur Town of North Andover Farmers Market 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 FY19, 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 Headcount 20�7.67 20�9.67 211.47 FY17 FY18 FY19 FY20 - 125- TOWN OF NORTH ANDOVER GENERAL FUND POSITION LIST COMPARISON ACTUAL ACTUAL ACTUAL REQUESTED FY17 FY18 FY19 FY20 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 1.70 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 57.00 1.00 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 8.40 9.40 9.60 9.60 0.00 Inspectional Services 4.60 4.60 4.60 4.60 0.00 Legal 1.00 1.00 1.00 1.00 0.00 Library 15.10 15.43 15.53 15.53 0.00 Planning 3.00 3.00 3.00 3.00 0.00 Police 53.00 53.00 53.00 53.00 0.00 Public Works 24.00 24.00 24.00 25.00 1.00 Admin Support 1.50 0.50 1.50 1.60 0.10 Town Accountant 2.00 3.00 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 2.70 2.40 -0.30 Treasurer/Collector 4.00 4.00 4.50 4.50 0.00 Veterans Services 1.50 1.69 1.69 1.69 0.00 Youth&Recreation Services 5.00 5.00 5.00 5.00 0.00 Grand Total 206.15 207.67 209.67 211.47 1.80 CHANGES Town Manager/AdininSupportreclassingofpositions of-.20FTE Public Works adding a I FTE Project Manager Fire Dept adding I FTE for EMS Coordinator - 126- TO WN MANA GER 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 Town Manager Andrew Maylor announced that he was resigning in February 2019 after more than seven years to take a position with the Commonwealth of Massachusetts. Therefore, FY20 will mark the first fiscal year with a new town manager. In addition,with the resignation of the previous assistant town manager in September 2018, the Town Manager took the opportunity to hire two highly skilled applicants and reorganize to create a Deputy Town Manager position while retaining an Assistant Town Manager position as well. The Deputy will serve as the division director for Community and Economic Development and the Assistant as the division director for Community Services and Human Resources. PRIOR YEAR ACCOMPLISHMENTS • Sustained AAA bond rating. • Completed construction of the pedestrian/vehicle access for the school/recreation complex at Main Street and Chickering Road. • Hired 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. • Completed the design phase for a new Senior Center to be located at 505 Sutton Street. • Commenced the construction phase of the Middle School Athletic/Recreation Complex. • Issued a Request for Proposals for the sale or lease of the buildings and ancillary structures of the Stevens Estate while retaining ownership of the surrounding protected open space. • Completed the next two phases of the Playground Master Plan by renovating both Carl Thomas and the Atkinson School playgrounds. • Completed the conversion of all town owned streetlights to LED. - 127- • Developed plan to replace existing sidewalks which are in poor condition and add new sidewalks in areas which can improve pedestrian safety and/or connect pedestrians to school, local businesses and open space areas. • Implemented the Community Choice Aggregation program which provided automatic savings to residents and businesses on the electric supplier portion of their electric bill. • Continued the multi-year process of undergrounding street lights in downtown area. • 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 for the 71h year in a row. • Presented a Five Year Capital Improvement Plan for FY20-24 to the Board of Selectmen which adheres to the plan to maintain debt service as a percentage of operating revenue to below 5%. FY20 GOALS • To complete the construction of the new Senior Center by June 30, 2020. • To complete the next phase of the Playground Master Plan by renovating Grogan and Reynolds Fields by November 15, 2019. • To develop a plan to address the Other Post Employment Benefits (OPEB) liability by June 30, 2020. • To develop a long term street tree replacement and enhancement plan by July 30, 2019. • To begin implementation of the multi-year sidewalk replacement plan and explore grant opportunities such as Complete Streets and Safe Routes to School by June 30, 2020. • To create a plan to address the coverage and capacity of cell phone service throughout town by December 31, 2019. • Developed Facilities Master Plan 11 to address needed renovations to Fire Station 2, the Youth Center, Franklin School, Atkinson School and Kittredge School by June 30, 2020. • To recommend to the Board of Selectmen that Water and Sewer Enterprise Fund rates remain unchanged by July 1, 2019. • To sustain AAA bond rating by adhering to the Board's financial reserve policies and developing a FY21 budget which maintains level services without use of reserves (ongoing) through June 30, 2020. - 12s- • 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, 2020. • To complete performance evaluations for all Division Directors and other senior staff members by June 30, 2020. • Implement tracking system for annual departmental budget goals to provide quarterly reports on progress towards those goals by August 1, 2019. Town Manager Budget 2020 2020 2417 2018_ 2419 DEPT ' TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUEST RECM'D Change Change' Personnel Salaries,Full-Time $ 288,592 $ 304,812 $ 309,815 $ 328,213 $ 328,213 $ 18,398 5.9% Wages,Part-Time $ 29,925 $ 25,500 $ 35,500 $ 25,500 $ 25,500 $ (10,000) -28.2% Overtime $ - $ - $ - $ - $ - $ Longevity $ 1,221 $ $ $ $ $ 0.0% Salary Reserve $ - $ $ $ $ $ Total: Personnel Costs $ 319,738 $; 330,312 $ 346,316 $ 363,713 $ 363,713 $ 8,398 2.4% Expenses Contract Benefits-Manager $ 2,600 $ 3,131 $ 3,000 $ 3,000 $ 3,000 $ - 0.0% Repairs&Maintenance $ 15 $ 151 $ 200 $ 200 $ 200 $ 0.0% Hosting Meeting Expenses $ 110 $ 59 $ 600 $ 600 $ 600 $ 0.0% Equipment Rental/Leases $ 5,738 $ 6,281 $ 6,300 $ 6,300 $ 6,300 $ 0.0% Outside Professional Services $ 2,566 $ 4,428 $ 1,000 $ 1,000 $ 1,000 $ 0.0% Advertising $ 815 $ 261 $ 1,500 $ 1,500 $ 1,500 $ 0.0% Training&Education $ 5,334 $ 7,225 $ 8,500 $ 12,500 $ 12,500 $ 4,000 47.1% Telephone $ 1,086 $ 1,183 $ 1,000 $ 1,300 $ 1,300 $ 300 30.0% Postage Services $ 401 $ 373 $ 750 $ 750 $ 750 $ - 0.0% Commission on Disability Issues $ - $ - $ 250 $ 250 $ 250 $ - 0.0% Office Supplies $ 3,839 $ 4,546 $ 5,500 $ 6,000 $ 6,000 $ 500 9.1% Printing&Forms $ 3,691 $ 10,715 $ 4,000 $ 4,000 $ 4,000 $ - 0.0% Auto Mileage $ 949 $ 169 $ 500 $ 500 $ 500 $ - 0.0% Dues/Memberships&Subscriptions $ 6,843 $ 6,747 $ 6,500 $ 10,500 $ 10,500 $ 4,000 61.5% Other Charges&Expenses $ 18,334 $ 774 $ 1,000 $ 1,000 $ 1,000 $ - 0.0% Total; Expense Costs $ 62,320 $ 46,042 $ 40,600 $ 49,400 $ 49,446 $ 8,804 21.7%'' Total: Town Manager Costs $ 372,068 $ 376,364 $ 386,916 $ 403,113 $ 403,113 $ 17,198 4.5%' - 129- Town Manager Personnel Listing FY17 FY18 FY19 F`4'20 STAFF STAFF STAFF STAFF Department Title PUS. PUS. PUS. POS. VARIANCE++) Town Manager Town Manager 1 1 1 1 0 Assistant Town Manager 0.5 0.5 0.5 1 0.5 Administrative Assistant 0 0 0 0 0 Receptionist 0 0 0.2 0 -0.2 Executive Assistant 1 1 1 0.4 -0.6 Total 2.5 2.5 2.7 2.4 -0.3 Town Manager Revenues 2017 2018 2019 2020 REVENUE SOURCE ACTUAL ACTUAL BUDGET RECM'D Cable Fees $ 5,272 $ 5,360 $ 5,300 $ 5,300 Rental income $ 3,810 $ 3,596 $ - $ - Cell Tower Lease $ 64,451 $ 75,435 $ 87,000 $ 75,000 $ 91,784 $ 73,533 $ 84,391 $ 96,134 Moderator Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUEST RECM'D Change Change Personnel Wages,Part-Time $ 500 $ 750 $ 500 $ 500 $ 500 $ 0.0% Total: Personnel Costs $ 600 $ 760 $ Soft $ 600; $ 600_+,$ - 0.0% Expenses Dues and Subscriptions $ - $ - $ 350 $ 350 $ 350 $ 0.0% Total Expense Costs $ $ $ 360 $ 360 $ 360 +$ o Total: Town Moderator Costs $ 600 $ 750 $ 860 $ 860 $ 860 +$ 0.0% - 130- 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 provided 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 • Completed employment application for employees and applicants to be used in Munis Employee Self Service module. Created workflow to process operational transactions, which will eliminate paper processing. The implementation has been delayed due to programming challenges, but is expected to launch for live transactions pending successful pilot testing. • Completed digitization of aged personnel files and health insurance records through December 31, 2017. • Recruitment activity due to retirements and resignations resulted in the filling of twenty (20) vacancies. FY20 GOALS • Implement Munis modules for applicant and transaction processing by July 1, 2019. • To enhance annual Harassment Prevention training by placing on line training on the Staff Portal by August 31, 2019. • Provide two (2) Town-wide training sessions for employees by September 30, 2019 and by December 15, 2019. • Provide two(2)training sessions for Division Directors/Department Heads by October 31,2019 and by February, 28, 2020. • To conduct a file audit of all active personnel records to ensure compliance with state and federal laws by March 28, 2020. • To identify new employee wellness program for all employees by April 30, 2020. - 131- 0 Plan and budget for a compensation consultant to assist in updating the Position and Pay Classification Plan for non-union personnel to be completed by June 30, 2020 so that the plan is completed for the FY 2021 budget cycle. FY20 JOINT COMMUNITY SERVICE DIVISION GOALS • To create a comprehensive Community Service Division, Multi-Depart ent Organization Resource Guide by September 1, 2019; • To create a division-wide (inward and outward facing) Master Planning Calendar by January 2020 to promote resource sharing, optimize program offerings and increase interdepartmental collaboration; • To create a main Community Services Division launching web page to co-market the Departments and create a "one-stop-shopping" site for community programs for residents of all ages by January 2020. • To create a Community Services Division Citizen Service database by March 2021, which will allow for all departments to share information to maximize the level of service delivery and resources available to North Andover residents and families. Human Resources Budget 2019 2020 2017 2018 2018 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Salaries,Full-Time $ 146,385 $ 148,401 $ 152,001 $ 155,066 $ 155,066 $ 3,066 2,0% Longevity $ 1,975 $ 2,325 $ 2,325 $ 2,575 $ 2,575 $ 250 0.0% Salary Reserve $ - $ . $ - $ - $ - $ - 0.0% Total: Personnel Costs $ 148,360 $ 150,726 $ 154,326 $ 157,641 $ 157,641 $ 3,316 11% Expenses Equipment Rental/Lease $ - $ - $ 1,737 $ 3,137 $ 3,137 $ 1,400 0.0% Outside Professional Services $ 638 $ 6,708 $ 16,000 $ 16,000 $ 7,000 $ (9,000) -56.3% Advertising $ - $ - $ 79 $ 79 $ 79 $ 0.0% Training&Education $ 2,838 $ 1,081 $ 2,300 $ 12,300 $ 2,300 $ 0.0% Professional Development $ - $ - $ - $ - $ 20,000 $ 20,000 0,0% Telephone $ 634 $ 639 $ 800 $ 650 $ 650 $ (150) -18.8% Postage Services $ 598 $ 270 $ 450 $ 450 $ 450 $ - 0.0% Office Supplies $ 2,282 $ 685 $ 1,800 $ 1,500 $ 1,500 $ (300) -16.7% Printing&Forms $ 1,955 $ 1,383 $ 900 $ 1,900 $ 1,900 $ 1,000 1111% Auto Mileage $ 43 $ 246 $ 175 $ 175 $ 175 $ - 0.0% Dues/Memberships&Subscriptions $ 656 $ 733 $ 675 $ 675 $ 675 $ - 0.0% Other Charges and Expense $ 554 $ 485 $ - $ 400 $ 400 $ 400 0.0% Total: Expense Costs $ 10,197 $ 12,230 $ 24,916 $ 37,266 $ 38,266 $ 13,350 53.6% Total: Human Resource Costs $ 158,557 $ 162,956 $ 179,241 $ 194,907 $ 195,907 $ 16,666 9.3% - 132- Human Resources Personnel Listing F`4'17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VAPJANCE Department Tittle 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 - 133- TOWN ACCOUNTANT MISSION STATEMENT The Town Accountant provides the controllership and audit functions for the Town and its departments and agencies. The Accounting Department protects the fiduciary interest of the Town by ensuring that the financial records are accurately maintained and preserved; supervising and monitoring the expenditures of the Town funds;utilizing sound accounting practices; and performing all other auditing and accounting functions pursuant to the Town Charter, Town By-Laws and the laws of the Commonwealth of Massachusetts. SIGNIFICANT CHANGES There were no significant changes to the Town Accountant's Office this fiscal year. PRIOR YEAR ACCOMPLISHMENTS • Awarded the Distinguished Budget Presentation Award for the seventh consecutive year. • Awarded the Comprehensive Annual Financial Report (CAFA) for FYI 8. • Complied with State filing requirements by completing and submitting the Town's Balance Sheet by September 151h. • Complied with State filing requirements by completing the Schedule A by October 31 st • Continue the implementation of the financial modules of Munis FY20 GOALS • Submit the FY20 Budget for the "Distinguished Budget Presentation Award" to the GFOA by August 5, 2019. • 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, 2020. • Comply with State filing requirements by completing the Balance Sheet by September 15, 2019. • Comply with State filing requirements by completing Schedule A(a comprehensive report on Town and School expenditures and account balances) by October 31, 2019. • Work with Fire Department to implement On Duty time reporting and integrate with Munis no later than June 30, 2020. - 134- • Work with Public Works to implement new timecard system that integrates with the Towns payroll system. • Continue to gain knowledge in the Human Resource module in Munis. • Work with external auditors to produce the Town Comprehensive Annual Financial Report(CAFR) to be submitted to the GFOA by December 31, 2019. Accounting Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUEST RECM'D Change Change Personnel Salaries,Full-Time $ 157,296 $ 222,385 $ 228,703 $ 232,021 $ 232,021 $ 3,318 1.5% Longevity $ 1,225 $ 2,125 $ 2,125 $ 2,375 $ 2,375 $ 250 11.8% Salary Reserve $ - $ - $ - $ - $ - $ - Total: Personnel Costs $ 158,521 $ 224,510 $ 230,828 $ 234,396 $ 234,396 $ 3,568 1.5% Expenses Equipment Rental/Lease $ - $ 102 $ 554 $ 554 $ 554 $ - 0.0% Outside Professional Services $ 12,057 $ 425 $ 5,000 $ 9,425 $ 9,425 $ 4,425 88.5% Advertising $ 1,201 $ - $ - $ - $ - $ - 0.0% Training&Education $ 910 $ 8.043 $ 7,605 $ 12,150 $ 1,500 $ (6,105) -80.3% Telephone $ 480 $ 1,210 $ 480 $ 480 $ 480 $ 0.0% Postage Services $ 49 $ 341 $ 300 $ 300 $ 300 $ 0.0% Office Supplies $ 3,235 $ 3,646 $ 3,000 $ 3,000 $ 3,000 $ 0.0% Printing&Forms $ 7,345 $ 8,923 $ 9,450 $ 10,250 $ 10,250 $ 800 8.5% Auto Mileage $ 39 $ 183 $ 200 $ 200 $ 200 $ - 0.0% Dues/Memberships&Subscriptions $ 425 $ 545 $ 255 $ 255 $ 255 $ 0.0% Other Charges&Expenses $ 565 $ 0 $ 100 $ 100 $ 100 $ 0.0% Total: Expense Costs $ 26,306 $ 23,419 $ 26,944 $ 36,714 $ 26,064 $ (880) -3.3% Total: Town Accountant Costs $ 184,827 $ 247,929 $ 257,771 $ 271,109 $ 260,459 $ 2,688 1.0% Accounting Personnel Listing FY1 7 FYI 8 FYI 0 FY20 STAFF STAFF STAFF STAFF VARIANCE Department Title POS. POS. Pos. POS. +1(-) Accounting Town Accountant/Finance Director 1 1 1 1 0 Assistant Town Accountant 1 1 1 1 0 Payroll Coordinator 0.0 1.0 1.0 1.0 0.0 Accounts Payable Clerk 0.0 0.0 0.0 0.0 0.0 Part Time Clerk 0 0 0 0 0 Total 2.0 3.0 3.0 3.0 0.0 - 135- ASSESSOR'S OFFICE MISSION STATEMENT The Assessor's Office is responsible for valuing all taxable and exempt real estate, personal property and generating the Real and Personal Property Tax Roll Warrant 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 State Appellate Tax Board.Information Technology installed the new Computer Assisted Mass Appraisal(LAMA)system containing the Town's Real Estate Records, Geographic Information System (GIS) mapping 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 are uniformly standardized and fewer abatements and appeals. SIGNIFICANT CHANGES The long-serving Chief Assessor, retired during 2018 and this position was filled with a new full time permanent Chief Assessor. Patriot Properties installed their CAMA system database in the town and converted all the data in the State CAMA system to this new software/database. Patriot Properties also did the town wide `Certification' and `Revaluation' of all real estate property. The Department Of Revenue (DOR) changed its filing process and procedures for assessors on their `Gateway' system. PRIOR YEAR ACCOMPLISHMENTS • In FY19,North Andover had 10,155 taxable real estate parcels and 846 taxable personal property accounts for a total taxable value of$5,643,320,050. The FY19 Real and Personal Property Taxes totaled $75,941,176.56. FY19 Motor Vehicle Excise taxes were $5,047,035.04. The combined total, $80,988,210.60 • Completed the last Triennial Reassessment and Certification of all Real and Personal Property for FY19 with submission of the documentation to the Department of Revenue by September 30, 2018. This process has changed to a five (5) year recertification versus every three (3) years. • The Assessor's Office processed 83, FYI abatement applications and defended 5 Appellate Tax Board appeals. • Tax Rate Classification hearing was held in December and a "SHIFT" of 1.36 was approved by the Board of Selectmen. • The Assessor's Office began the next nine year cyclical inspection mandate by collecting the data on condos and 300 single family homes. - 136- FY20 GOALS • Perform all the annual duties required by statute following the tax cycle(e.g.,prepare tax rolls, name changes, update maps, check building permits etc.)by December 1, 2019. • Continue working through the conversion to Patriot CAMA system while 'linking' to; Munis from `Govern', View Point permitting software and GIS software. • Work out mismatches and differences with mapping and database,thus fixing Route 495 issues and exposing any and all `orphan' parcels. • Continue the inspection and data collection of all real estate properties for the first (1st) of the new nine (9) year cyclical inspection mandate, per the FY19 Certification Directives, by June 30, 2020. • Review and analyze staffs pay scale relative to similar abutting municipalities. • Identify and schedule formal assessing educational training for staff through June 30, 2020. Assessors Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL. ACTUAL ADOPTED REQUEST RECM'D Change Change Personal Expense Salaries,Full-Time $ 213,109 $ 228,222 $ 228,511 $ 230,767 $ 230,767 $ 2,255 1.0% Wages,Part-Time $ 10,000 $ 9,667 $ 10,000 $ 10,000 $ 10,000 $ - 0.0% Longevity $ 3,940 $ 4,870 $ 3,770 $ 4,170 $ 4,170 $ 400 10.6% Salary Reserve $ - $ - $ - $ 705 $ 705 $ - Total: Personnel Costs $ 227,049 242,768 $ 242,281 246,642 $246,642 $ 2,666 1.4% Expenses Repairs&Maintenance $ 11,609 $ 10,954 $ 11,548 $ 11,680 $ 11,680 $ 132 1.1% Outside Professional Services $ 66,390 $ 64,235 $ 112,700 $ 40,000 $ 40,000 $ (72,700) -64.5% Advertising $ 476 $ 569 $ 50 $ 250 $ 250 $ 200 400.0% Conferences In State $ 123 $ 965 $ 1,000 $ 1,000 $ 1,000 $ - 0.0% Training&Education $ 1,889 $ 495 $ 3,500 $ 3,500 $ 3,500 $ 0.0% Telephone $ 518 $ 539 $ 540 $ 540 $ 540 $ 0.0% Postage Services $ 3,114 $ 3,111 $ 3,000 $ 5,000 $ 5,000 $ 2,000 66.7% Binding $ - $ - $ 1,000 $ 1,000 $ 1,000 $ - 0.0% Plans&Mapping $ 2,750 $ 2,600 $ 2,500 $ 5,000 $ 5,000 $ 2,500 100.0% Office Supplies $ 6,738 $ 1,956 $ 3,000 $ 3,000 $ 3,000 $ - 0.0% Printing&Forms $ 1,043 $ 315 $ 800 $ 800 $ 800 $ 0.0% Vehicle Fuel $ 81 $ 34 $ 550 $ 550 $ 550 $ 0.0% Uniforms&Clothing $ 175 $ 765 $ 180 $ 225 $ 225 $ 45 25.0% Auto Mileage $ 514 $ 2,159 $ 600 $ 600 $ 600 $ 0.0% Dues/Memberships&Subscriptions $ 8,348 $ 6,451 $ 6,200 $ 1,689 $ 1,689 $ (4,511) -72.8% Other Charges&Expenses $ 205 $ 1,061 $ 500 $ 1,500 $ 1,500 $ 1,000 200.0% Capital Outlay $ - $ - $ - $ - $ - $ - Total: Expense Costs $ 103,973 $ 96,209 ;$ 147,668 $ 76,334 $ 76,334 $ (71,334) 48.34/c Total: Assessing Office $ 331,023 338,967 $ 389,949 321,976 $321,976 $ (68,679) -17.4% - 137- Assessors Personnel Listing FY17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE Department Title POS POS. PUS. POS. +/(-) Assessor Assessors 1 1 1 1 0 Assistant Assessor 2 2 2 2 0 Department Assiatant 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 potental commercial appeals due to increase in tax resulting in the amount of abatements filed for FY19.As wel I as previous pending fiscal yearATB cases. - 138- 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 has been much progress made to move towards changing the tax collections software utilized by the office. The tax collections software, Govern, will be 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 • Staff attended 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 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 August 30, 2019. • Increased the fees charged for Municipal Lien Certificates by June 30, 2018 • To continue to diligently work towards an increase in collections of all past due real estate taxes through June 30, 2019, including holding up permits until full payments are made. FY20 GOALS • To write off/abate old receivables with the assistance of the Assessor's office no later than September 30, 2019. • Implement new tax billing software to be integrated with new general ledger software by June 30, 2019. • To work with internal departments (Conservation,Planning and Assessors) to identify properties which can be submitted to the DOR as land of low value by December 31, 2019. • Complete a policies and procedures binder for all functions in the Treasurer's and Collector's Department December 31, 2019. • Complete the Tax Title process of prior fiscal year no later than December 31 st. - 139- • Reviewing all Escrows with the Conservation and Planning Departments to liquidate any possible aged items that have met the requirements September 30, 2019. Treasurer Collector Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change' Personnel Salaries,Full-Time $ 186,812 $ 255,652 $ 259,578 $ 282,505 $ 282,505 $ 22,928 8.8% Wages,Part-Time $ 5,837 $ - $ - $ - $ - $ - Overtime $ - $ - $ - $ - $ - $ - Longevity $ 3,700 $ 4,050 $ 4,050 $ 4,500 $ 4,500 $ 450 11.1% Salary Reserve $ - $ - $ - $ 2,624 $ 2,624 $ 2,624 Total: Personnel Costs $ 196,349 $ 259,702 $ 263,628 $ 289,629 $ 289,629 $ 26,002 9.9% Expenses Repairs&Maintenance $ 221 $ - $ - $ - $ - $ - 0.0% Outside Professional Services $ 25,339 $ 27,863 $ 5,000 $ 15,000 $ 15,000 $ 10,000 200.0% Data Processing $ 20,144 $ 18,754 $ 27,000 $ 25,708 $ 25,708 $ (1,292) -4.8% Tax Title/Foreclosure $ 3,413 $ 11,328 $ 16,211 $ 16,211 $ 16,211 $ - 0.0% Training&Education $ 582 $ 2,055 $ 4,000 $ 2,500 $ 2,500 $ (1,500) -37.5% Postage Services $ 57,739 $ 49,924 $ 62,000 $ 72,000 $ 72,000 $ 10,000 16.1% Office Supplies $ 2,991 $ 3,963 $ 5,000 $ 5,000 $ 5,000 $ - 0.0% Printing&Forms $ 11,756 $ 16,712 $ 13,500 $ 17,400 $ 17,400 $ 3,900 28.9% Uniforms&Clothing $ 525 $ 600 $ 675 $ 675 $ 675 $ - 0.0% Auto Mileage $ 128 $ 211 $ 250 $ 400 $ 400 $ 150 60.0% Dues/Memberships&Subscriptions $ 255 $ 329 $ 400 $ 250 $ 250 $ (150) -37.5% Other Charges&Expenses $ 3,835 $ 46,332 $ 200 $ 200 $ 200 $ - 0.0% Total: Expense Costs $ 126,929 $ 178,071 $', 134236 $ ; 155,344 $ 155,344 $ 21,108 15.7% Total: Treasury Costs $ 323,278 $ 437,773 $', 397,864 $ ; 444,973 $ 444,973 $ 47,110 %8% Treasurer Collector Personnel Listing FYI8 FY19 FY20 FY17 S TAFF STAFF STAFF STAFF VARIANCE++ Department Title POS. PUS. POS. PUS. ) Treasurer Treasurer Collector 1 1 1 1 0 Assistant Treasurer Collector 0 0 0.5 0.5 0 Department Assistant 2 2 2 2 0 Principal Assistant 1 1 1 1 0 Total 4 4 4.5 4.5 0 - 140- Treasurer/Collector Revenues 2017 2018 2019 2020 I—REVENUESOURCE ACTUAL ACTUAL BUDGET RECM'D PP/RE Taxes $ 69,207,590 $ 71,940,432 $ 73,619,628 $ 77,119,757 Tax Title $ 438,937 $ 451,362 $ - $ - Motor Vehicle Excise $ 4,753,698 $ 5,110,945 $ 4,600,000 $ 4,800,000 Meals Tax $ 563,229 $ 570,807 $ 554,000 $ 590,000 Penalties and Interest(RE,MVX&TaxTtili $ 382,370 $ 509,240 $ 369,000 $ 380,600 Payment in Lieu $ 95,361 $ 119,866 $ 116,000 $ 116,000 Misc Dept Revenues $ 35,965 $ 47,953 $ - $ - Interest Income $ 153,921 $ 269,534 $ 130,000 $ 400,000 State Aid $ 10,579,576 $ 10,907,264 $ 10,805,038 $ 11,614,817 $ 86,210,646 $ 89,927,401 $ 90,193,666 $ 95,021,174 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 The purchase of Poll Pads for use at Town Meetings and Early Voting was significant as to efficiency in checking in voters. We have had a significant adjustment with the Early Voting expanding and record setting Special Town meetings. On-line permitting has impacted how permits are issued. PRIOR YEAR ACCOMPLISHMENTS • January 30, 2018 when a Special Town Meeting had over 2,700 voters present required massive logistical preparations to complete. Poll pads use, shuttle issues and recruiting election workers was indeed a challenge. • The Annual Town Election was successfully completed. • We completed successfully completed the State Primary Election in September with the added challenge of Labor Day holiday schedule making a 5PM Friday deadline for absentee voters as well has having to rely on Friday setup. • Major effort to recodify general and zoning bylaws was approved at Annual Town Meeting. Attorney General approval received and code is now updated and on web site. • 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. • A new dog licensing program for over 3,500 dogs. This in-house developed program allows better tracking and monitoring dog licenses with improvements and adjustments. 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 delayed and 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. - 142- • 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. • 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. The process of automating business certificates is now on line and complete. • 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 20 GOALS • Prepare for transition to new Town Clerk as of July 2019 retirement. • Provide calendars for 2020 compliance issues. Update recommendations for early voting,Federal Census suggestions, Redistricting and Reprecincting preparations • Prepare for Presidential Primary March 3, 2020 by January 1, 2020. Potential Early Voting preparations reviewed if necessary by February 1, 2020 • Begin process to automate all license renewals (depending on status of ABCC online progress and their implementation schedule)by November 1, 2020. Dependant on ABCC progress. • Work with School Department to continue to monitor Kindergarten registration and verify school registration data to Town Census data by March 1, 2020. • Comply with 2020 Federal Census Beginning in 2020 by April 1, 2020. - 143- Town Clerk Budget 2020 2020 2017i 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Salaries,Full-Time $ 206,887 $ 214,840 $ 219,791 $ 222,659 $ 222,659 $ 2,867 1.3% Wages,Part-Time $ 2,960 $ 2,960 $ 2,960 $ 2,240 $ 2,240 $ (720) 0.0% Overtime $ - $ - $ - $ - $ - $ - 0.0% Longevity $ 2,975 $ 3,425 $ 3,725 $ 4,075 $ 4,075 $ 350 9.4% Salary Reserve $ - $ - $ - $ 1,763 $ 1,763 $ 1,763 Total: Personnel Costs $ 242,823 $ 221226 $ 226,476 $ 230,737 $ 230,737 $ 4,260 1.9% Expenses Repairs&Maintenance $ 3,025 $ 277 $ 4,000 $ 2,500 $ 2,500 $ (1,500) -37.5% Equipment Rental/Lease $ 8,876 $ 5,094 $ 10,000 $ 10,500 $ 10,500 $ 500 5.0% Outside Professional Services $ 9,993 $ 400 $ 1,500 $ 1,500 $ 1,500 $ - 0.0% Census $ 1,875 $ - $ - $ 3,000 $ - $ 0.0% Contract Services $ - $ - $ - $ - $ - $ 0.0% Training&Educaton $ 404 $ 277 $ 1,200 $ 1,200 $ 1,200 $ 0.0% Postage Services $ 13,874 $ 9,046 $ 15,000 $ 17,000 $ 17,000 $ 2,000 13.3% Binding $ 257 $ 953 $ 750 $ 750 $ 750 $ - 0.0% Election Expenses $ 8,631 $ 5,923 $ 9,000 $ 9,000 $ 9,000 $ 0.0% Town Meeting Expenses $ 2,463 $ 10,567 $ 7,000 $ 7,000 $ 7,000 $ 0.0% Special Town Meeting $ - $ - $ - $ - $ - $ 0.0% Election&Meeting Workers $ 55,493 $ 16,271 $ 43,000 $ 40,000 $ 40,000 $ (3,000) -7.0% Outside Detail $ 14,050 $ 8,134 $ 9,000 $ 9,500 $ 9,500 $ 500 5.6% Office Supplies $ 5,930 $ 4,620 $ 5,000 $ 5,000 $ 5,000 $ - 0.0% Printing&Forms $ 2,250 $ 2,166 $ 3,000 $ 3,500 $ 3,500 $ 500 16.7% Annual Reports $ 13,430 $ 2,496 $ 11,500 $ 8,000 $ 8,000 $ (3,500) -30.4% Uniforms&Clothing $ 350 $ 400 $ 450 $ 900 $ 900 $ 450 100.0% Auto Mileage $ - $ 522 $ 500 $ 500 $ 500 $ - 0.0% Dues/Memberships&Subscriptions $ 256 $ 540 $ 550 $ 550 $ 550 $ 0.0% Capital Purchases $ - $ - $ - $ - $ - $ 0.0% Total: Expense Costs'' $ 141,166 $ 67,688 $ 121,460 $ 120,400 $ 117,400 $ (4,060) -3.3% Total: Town Clerk Costs $ 363,979 $ 288,913 $ 347,926 $ 351,137 $ 348,137 $ 210 0.1% Town Clerk Personnel Listing FY17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE++ Department Title POS. POS. POS. POS. ) 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 - 144- Town Clerk Revenues 2016 2017 2018 2019 2020 REVENUE OU CE ACTUAL. ACTUAL ACTUAL BUDGET ECM'D Application Fees $ 925 $ 1,330 $ 200 $ 100 $ 100 Burial Permits $ 9,325 $ 4,300 $ 4,850 $ 4,000 $ 4,200 Dog Licenses $ 38,912 $ 43,768 $ 45,653 $ 40,000 $ 40,000 Food Licenses $ 3,775 $ 3,950 $ 4,050 $ 3,950 $ 4,050 Liquor Licenses $ 105,175 $ 105,325 $ 114,300 $ 105,325 $ 114,300 Misc. Licenses $ 12,775 $ 12,850 $ 11,475 $ 12,850 $ 11,475 Other Liquor Licenses $ 7,375 $ 4,875 $ 5,400 $ 4,875 $ 5,400 Passports $ 19,625 $ 22,469 $ 26,100 $ 20,000 $ 26,000 Town Clerk Fees $ 28,989 $ 28,959 $ 32,384 $ 28,000 $ 29,000 Violation Fees $ 2,075 $ 4,825 $ 4,188 $ 3,000 $ 4,000 $ 228,951 $ 232,651 $ 248,599 $ 222,100 $ 238,525 - 145- CONSER VATION 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 Field Inspector left in December and interviews are currently being conducted to fill the position. PRIOR YEAR ACCOMPLISHMENTS • Processed ten (10) Notices of Intent, fifteen (15) Requests for Determinations, fourteen (14) Small Projects, three (3) Abbreviated Notices of Resource Area Delineation, nineteen (19) Certificates/Partial Certificates of Compliance, seven (7) Extension Requests, and seven (7) Amendments/Modifications for a total of seventy five (75) Permits through January 9, 2019. In addition, numerous Emergency Certifications, Enforcement Orders and violation letters were issued. • On July 1, 2018 EPA issued the new Massachusetts Small MS4 General Permit. The Conservation Department continues to conduct public education as part of the permit requirements. The new permit requires messaging to Residents, Commercial Entities, Developers, and Industrial Users. To complete this education The Conservation Department has partnered with Greenscapes which also provides educational programs to North Andover school students. In addition, the Conservation Department tracks ongoing construction projects to meet MS4 requirements and will do so through May, 2019. Conservation staff is enrolled in the UNH Stormwater Certificate Program and participates in the MVPC Stormwater Collaborative. • The Conservation Department continues to work with the North Andover High School Environmental Club. The Club participated in the Annual Lake Clean-up Day and work is underway to develop a demonstration rain garden. Work to continue catch basin marking will be revived in the spring. • Under a 5-year Trail Maintenance Permit, the Friends of North Andover Trails (FONAT) volunteers continued their much appreciated maintenance of North Andover Open Space Trails. Trail maintenance was conducted at the Cyr Recycling Center, Mazurenko Farm, Shawsheen River, Foster Farm and Half Mile Hill. A major boardwalk project to connect Weir Hill and Osgood Hill via conservation restricted land at Edgewood Retirement Community was undertaken in the fall. FONAT volunteers also put the finishing touches on the Farnum Boardwalk on the Bay Circuit Trail and an Eagle Scout completed work on a boardwalk at Osgood Hill to replace one that had rotted. - 146- • The Department continued to work with the Lake Cochichewick committee including an annual cleanup in October,2018. In addition, a new boat storage area was opened at the Old North Pump Station. Work was also started to address docks and other structures on the lake shore. • Agricultural Licenses for Half Mile Hill, Mazurenko Farm, and Carter Hill were renewed in the fall of 2018. New leases will run for three years. • The Department continues to increase the availability of permits to the public through the use of Laserfiche. All permits since July 1, 2018 can be accessed through the MapGEO Application. • Significant projects included: the start of construction of a mixed use commercial/residential development at 1210 Osgood Street; final permitting of a new subdivision on Rea Street; start of construction on a new residential building at the East Mill; and ongoing subdivision construction at Regency Place and ongoing single family home construction on Salem Street, Summer Street and Molly Towne Road. The DPW General Maintenance Permit was also renewed. 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. FY20 GOALS • As identified in the Master Plan,regulating and permitting process should continue to be reviewed to ensure the best protection of the drinking water supply. In line with that goal Conservation staff will continue to participate in the Lake Cochichewick committee including a Lake Clean-up by October 31, 2019 and work on regulations related to docks and other structures on the lake shore. • A bullet of Goal 41 of the Public Facilities and Services section of the Master Plan is to complete the Stormwater Management Plan and make improvements and replacements where necessary. To that end Conservation staff will continue to serve on the Stormwater Committee and provide public education for NPDES MS4 permitting requirements including two messages for each of four audiences (resident, commercial, developer and industrial). In addition to assist with the work of the Committee,the Conservation Department will track construction site monitoring and illicit discharge statements to meet permit requirements through March 31, 2020. • Work with other town departments to complete a Municipal Vulnerability Preparedness Plan utilizing funds from the state grant program by December 31, 2019. This would be in line with Goal 43 of the Public Facilities and Services Section of the Master Plan which includes making environmentally-friendly decisions and choices. • In conjunction with Master Plan goals regarding land use, open space, and downtown development,work with partners to restore Osgood Pond between the West Mill and Sutton Pond Condominiums with a first goal of completing an assessment by qualified professionals. CPA funding will be considered (February 2020). • Investigate adding the Conservation Department Small Project Permit to the Viewpoint online permitting system by November 2019. - 147- • Using Laserfiche, the Department Assistant will continue to make Conservation Files, permits and other documents available to the public through AppGeo. Conservation Budget 2420 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Chang; Change! Personnel Salaries,Full-Time $ 112,132 $ 134,317 $ 111,049 $ 112,198 $ 112,198 1,148 1.0% Wages,Part-Time $ - $ - $ - $ - $ - - Longevity $ 1,400 $ 2,425 $ 900 $ 950 $ 950 50 5.6% Salary Reserve $ - $ - $ - $ 746 $ 746 746 Total: Personnel Costs i $ 113,632 $ 136,742 $ 111,949 $ 113,894 $ 113,894 $1,946 1.7%' Expenses, Advertising $ - $ - $ 200 $ 200 $ 200 - 0.0% Conferences and Meetings $ 535 $ 1,665 $ 2,305 $ 3,375 $ 3,375 1,070 46.4% Telephone $ 1,086 $ 1,079 $ 1,300 $ 1,300 $ 1,300 - 0.0% Postage Services $ 425 $ 806 $ 400 $ 500 $ 500 100 25.0% Storm Water Permitting $ 1,128 $ 1,036 $ 3,050 $ 3,500 $ 3,500 450 14.8% Office Supplies $ 357 $ 284 $ 350 $ 400 $ 400 50 14.3% Printing&Forms $ 623 $ 272 $ 1,750 $ 1,750 $ 1,750 - 0.0% Vehicle Fuel $ 276 $ - $ 100 $ - $ - (100) -100.0% Uniforms&Clothing $ 230 $ 382 $ 475 $ 500 $ 500 25 5.3% Publications&Maps $ 25 $ - $ 200 $ 200 $ 200 - 0.0% Auto Mileage $ 299 $ 412 $ 300 $ 600 $ 600 300 100.0% Dues/Memberships&Subscriptii $ 903 $ 952 $ 1,440 $ 1,500 $ 1,500 60 4.2% Other Charges and Expense $ - $ - $ - $ - $ - - 0.0% Total Expense Costs $ 6,887 $ 5,887` $ 11,870 $ 13,826 $ 13,826 $1,955 16.60/0 Total:Conservatism Costs $ 119,419 $ 143,629 $ 123,819 $ 127,719 $ 127,719 $3 9W 3.1% Conservation Personnel Listing FY17 FY18 FY19 FY2O STAFF STAFF STAFF STAFF VARIANCE' Department Title POS. POS. POS. 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 2016 2017 2018 2019 2020 Revenue Sourse ACTUAL ACTUAL ACTUAL PROJECTED RECM D Conservation Fee's $ 927 $ 495 $ 751 $ 800 $ 550 - 148- Conservation Department Other Funding Funs! Funding Sourse Fund Type MGL Fund 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 - 149- COMMUNITYAND ECONOMIC DEVELOPMENT MISSION STATEMENT The mission of the Community and Economic Development Division (CEDD) is to institute and oversee programs and policies, consistent with the vision of the Town's Master Plan, 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; connect people and places; improve the downtown experience while promoting a mix of large and small businesses throughout Town; diversify housing opportunities; preserve and protect natural assets; continue to find opportunities for reinvestment; and to enhance and promote a healthy community. SIGNIFICANT CHANGES The past year saw the Division undergo personnel changes with the following positions: Director of Community and Economic Development, Local Inspector, Electrical Inspector, Conservation Field Inspector, and a Health Inspector. Paul Hutchins was promoted from Local Inspector to Inspector of Buildings in June 2018. PRIOR YEAR ACCOMPLISHMENTS • Town's Master Plan was completed and approved in September, 2018. 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 finalization of the Master Plan establishes priority projects for the CEDD and the Town to work on completing in the next 10 years. • The Zoning Bylaw was integrated into E-code 360, an electronic format. The CEDD continues to work on revisions to the Zoning Bylaw that are consistent with the new Master Plan in addition to working on zoning changes proposed by residents and developers annually. • The on-line permitting program was expanded beyond the Building Department to include Health Department permits. CEDD continues to evaluate additional applications that may better serve residents and customers through on-line permitting including Planning Board, Zoning Board, and Conservation Committee filings. • CEDD is working on the finalization of the site and building design for the new Senior Center. The project was initiated by a public/private partnership to repurpose the former "Knight of Columbus" site at 505 Sutton Street as home to a state-of the-art Senior Center (public) and an adjacent 136 unit apartment 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. • The Town generated $500,000 of spending with shop local campaigns in November and December 2018 with grant funds from the Merrimack Valley Municipal Business Development and Recovery Fund. The Small Business Weekend— Shop Local Campaign ran on November 24 —November 25, 2018 and provided gift card incentives for incremental spending at 61 businesses - 150- that were impacted by the Merrimack Valley Gas Explosions. With the use of the grant,the Town distributed to residents over $95,000 in gift cards and through review of receipts estimates approximately $300,000 of spending occurred in those businesses during the promotion. The second gift card program occurred on December 15, 2018 and the Town distributed 1900 $25 gift cards to shoppers who spent over $100 at local shops, restaurants, and personal service establishments. This program generated over $200,000 worth of spending in 12 hours in North Andover. • CEDD has hired a consultant and began working on a branding campaign in November, 2018. It is anticipated the new initiative will be rolled out to the public in January/February 2019. FY20 GOALS • Advance the implementation of the Master Plan with a Downtown Vision and Action Plan to establish new zoning with potential development incentives to create a walkable, active, and lively downtown. The two part plan will generate a vision to gain consensus on the future of downtown and expansion of downtown to include the Mills. The Action Plan would review and determine zoning map and bylaw modifications, design guidelines, wayfinding, and infrastructure improvements necessary to make the vision a reality. The vision is anticipated to commence March 2019, with both vision and action plans completed by December 2019. • Consistent with the Master Plan, the CEDD, in collaboration with the Town Manager's office, released a Request for Proposals (RFP)for the Stevens Estate. The Master Plan has an economic development goal to evaluate the uses of the Stevens Estate for additional commercial potential while maintaining the historic value of the property and the surrounding open space. The RFP seeks a commercial partner to repurpose the four structures that collectively make up the Stevens Estate in efforts to expand event/function capabilities year round; provide daily use of the Estate through a restaurant; establish a hotel presence at the Estate; and to provide improved access to and maintenance of the public trails, while maintaining the historic and architectural integrity of the structures. The CEDD and Town Manager's Office will evaluate response, and work with the selected respondent to execute a long-term lease or purchase agreement through May 31, 2020. • Consistent with the Master Plan, CEDD will work with large land owners of economically- important properties in town to identify and attract a mix of uses for the redevelopment of those properties including Royal Crest, the Mills, and Osgood Landing. CEDD will work with the property owners to assist with the formulation of an appropriate scaled plan from conceptual design through Town Meeting (if applicable) and permitting through June 30, 2020. • 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, 2019. • Using Municipal Discretionary Funds established through the Merrimack Valley Municipal Business Development and Recovery Fund, work the Andover and Lawrence to create a tri-town regional marketing and branding effort that will include economic activities such as a restaurant week by July 2019. - 151- • 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, 2020. • Continue efforts to expand affordable housing opportunities consistent with the Housing Production Plan through the use of zoning provisions including inclusionary zoning and accessory dwelling units by May 2020. Community Development Budget 2020 2024 2017 2018 2019 DEPT TOWN MGR Dollar Percent' Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change' Personnel Salaries,Full-Time $ 130,221 $ 132,546 $ 135,872 $ 181,797 $ 181,797 $ 45,925 33.8% Longevity $ 1,425 $ 1,208 $ 1,208 $ 1,925 $ 1,925 $ 718 59.4% Salary Reserve $ - $ - $ - $ - $ - $ - Total: Personnel Costs $ 131,646 $ 133,753 $ 137,080 $ 183,722 $ 183,722 $ 46,643 34.11% Expenses Utilities $ 975 $ - $ - $ - $ - $ - 0.0% Repairs&Maintenance $ - $ - $ - $ - $ - $ 0.0% Equipment Rental/Lease $ 4,512 $ 5,244 $ 4,600 $ 4,600 $ 4,600 $ 0.0% Outside Professional Services $ 33,167 $ 52,404 $ 40,000 $ 40,000 $ 11,000 $ (29,000) -72.5% Advertising $ 164 $ 70 $ 1,000 $ 1,000 $ 1,000 $ 0.0% Conferences and Meetings $ 725 $ 253 $ 1,500 $ 1,500 $ 1,500 $ 0.0% Training&Education $ - $ - $ 500 $ 500 $ 500 $ 0.0% Telephone $ 518 $ 539 $ 650 $ 650 $ 650 $ 0.0% Postage Services $ (124) $ 371 $ 650 $ 650 $ 650 $ 0.0% Office Supplies $ 4,931 $ 3,289 $ 3,500 $ 3,750 $ 3,750 $ 250 7.1% Printing&Forms $ 265 $ 190 $ 350 $ 350 $ 350 $ - 0.0% Moving Expenses $ - $ - $ 500 $ 500 $ 500 $ 0.0% Auto Mileage $ 379 $ 307 $ 2,200 $ 2,200 $ 2,200 $ 0.0% Dues/Memberships&Subscriptions $ 813 $ 171 $ - $ - $ - $ #DN/0! Other Charges&Expenses $ 9,103 $ - $ $ $ $ 0.0% Lease of Offices/Buildings $ 46,315 $ - $ $ $ $ Total: Expense Costs $ 101,742 $ 62838 $ 66,460 $ 66,700 $ 26,700 $ (28,760) -61.8% Total: Community Develop.Costs $ 233,388 $ 196,691 $ 192,630 $ 239,422! $ 210,422 $ 17,893 9.3% Community Development Personnel Listing FY17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE Department Title POS. PUS. POS. POS. ++) Community Development Director 1 1 1 1 0 Assistant Director 0 0 0 0 0 Adminisrative Assistant 0.7 0.7 0.7 0.7 0 Total 1.7 1.7 1.7 1.7 0 - 152- 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 The Planning Board is fully staffed with five full members and one associate member. PRIOR YEAR ACCOMPLISHMENTS • As of December 31, 2018, the Planning Board issued the following decisions: ✓ Site Plan Review 1 ✓ Definitive Subdivision Plan 1 ✓ Watershed Special Permit 1 ✓ Watershed Special Permit Waiver 2 ✓ Repetitive Petition 1 ✓ Approval Not Required (ANR) 2 As of that date, there are a Site Plan Review Special Permit application, a Watershed Special Permit application,and a Definitive Master Plan Historic Mill Area: Sub-district A Special 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,six TRC meetings have been held for various projects, ranging from renovations to an existing medical/office building, an "old school pharmacy" inclusive of a soda fountain, counter seating, prepackaged food, and a full-service pharmacy, expansion of an existing convenient store and the addition of a new restaurant, a multi-generational recreational fields complex, to a new boutique event space targeting corporate events, birthdays, small weddings, wedding showers, etc. • The Planning Department has coordinated and served as a liaison between the Master Plan Advisory Committee, Town staff, Board of Selectmen, and the Planning Board. After substantial public input via public forums, the Town website, and Planning Board meetings the Master Plan was officially adopted by the Planning Board on September 25, 2018. - 153- • The Planning Department 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 includes a chapter for the Town of North Andover and serves 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. This Plan was approved unanimously by both the Planning Board on May 1, 2018 and the Board of Selectmen on June 4, 2018, and subsequently by the Commonwealth of Massachusetts Department of Housing and Community Development on September 5, 2018. • At the Planning Board's direction the Planning Department established the Old Center Zoning Review Working Group to review zoning in the Old Center. Specifically, focus was on the properties located near the rotary,most of which currently have non-residential uses. The purpose of the Working Group was to review current zoning and its effectiveness in meeting the community needs. The group met monthly from June through October. A significant amount of the focus was related to 800 Massachusetts Avenue, the former print museum. The group was not charged with making a recommendation. Thus,the group reported back to the Planning Board that a proposal has been reviewed and is likely going to be brought forward. The proposal will have to go through a review process with the applicable Boards and Commissions if zoning changes are approved at Town Meeting. There was open community dialogue in an organized format throughout the process. • As a result of the gas explosions on September 13,2018,the Planning Department worked closely with MEMA and Deployed Resources to coordinate logistics and participated in site management efforts for the alternative housing located at Grogan's Field. In addition, the Department participated in `back to business' efforts to ensure impacted businesses were aware of technical support services offered at the claims center and participated in the oversight of gift card promotional programs implemented to support local small businesses. • 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. Conservation Commission approvals were secured for the path segment that crosses RCG property, the Walker Road segment, and the segment that crosses the Trustees of Reservation land along Stevens and Osgood Streets. Approval for the segment that crosses the High School property will be sought in January 2019. It is anticipated that upon all approvals, construction will begin in the spring and be completed in the fall of 2019. • Drafted a "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. It is anticipated that the guide will be completed by March 31, 2019. • Planning Board meeting minutes and agendas from 1998 through 2010 were scanned into LaserFiche. • Provided ongoing support to the Affordable Housing Trust plans to provide housing for"special needs" populations (including low income, veterans, the disabled and the elderly) through June 30, 2019. - 154- • 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. Additional storage racks were added to the North Pump Station parking lot in the fall of 2018. In addition, the committee facilitated a Lake Clean-Up Day in October 2018. • Completed and submitted required Record Retention forms in January 2019 and has continued to purge approved documents. • 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 and Community Preservation Committee. ✓ Ongoing scanning of previously issued permits and purging of Planning Department files. FY20 GOALS • To coordinate and serve as a liaison for Town Boards and Commissions, Town departments and community stakeholders in order to support implementation of the Master Plan through June 30, 2020. Specifically, work with the Director of Community and Economic Development to hire a consultant to solicit public input and to develop Downtown design guidelines. Based on these guidelines, establish a Downtown Improvement Committee to make recommendations in accordance with the Master Plan goals. • In response to goals established in both the Master Plan and Affordable Housing and Production Plan establish and serve on a committee that will research, draft, and recommend an Accessory Dwelling Unit bylaw and an Inclusionary Zoning bylaw to the Planning Board in the fall of 2019. • Work with DPW to coordinate a Connectivity Working Group consisting of Town Staff from various departments and resident stakeholders to develop a comprehensive Sidewalk Connectivity Improvement Plan (SCIP). This plan, created in accordance with the Town of North Andover Master Plan, will be created by incorporating public feedback for maintaining and expanding sidewalk connections. The scope of activities for the working group includes evaluation and incorporation of existing internal data and input of data from MVPC Sidewalk Inventory Analysis grant(provided in January of 2019),public input, and creation of a draft connectivity plan. It is anticipated that a draft of the Plan will be presented to the Board of Selectmen in the Fall of 2019. • Create a map of preferred pedestrian and bike routes to the town's neighborhoods, recreational opportunities, business centers and other amenities that promote alternative and green modes of travel and an active and healthy lifestyle. This map, which will be available in print, online and promoted through the Town's social media platforms, will be completed by the Fall of 2019. - lss- • Department Assistant will complete a minimum of five training courses. These shall include 110 Gmail& Calendar, 120 Intro to Drive&Drive Structure, Intermediate Word,Intermediate Excel, and a course of interest. • To complete and submit required Record Retention forms and purge approved documents by February 28, 2020. Planning Budget 2020 2020 2017, 2018 2019 DEPT TOWEN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM�D Change Change Personnel Salaries,Full-Time $ 150,432 $ 149,964 $ 163,764 $ 178,742 $ 178,742 $ 14,978 9.1% Salaries-Part Time $ - $ - $ - $ - $ - $ - Overtime $ - $ - $ - $ - $ - $ - Longevity $ 550 $ 600 $ 600 $ 650 $ 650 $ 50 8.3% Salary Reserve $ - $ - $ - $ 852 $ 852 $ 852 Total: Personnel Costs $ 160,982 $ 160,664 $, 164,364 $ 180,244 $ 180,244 $ 16,880 9.7% Expenses Outside Professional Services $ 125 $ 633 $ 4,000 $ 4,000 $ 4,000 $ - 0.0% Advertising $ 1,465 $ 1,558 $ 2,000 $ 2,000 $ 2,000 $ 0.0% Conferences and Meetings $ 415 $ 527 $ 750 $ 750 $ 750 $ 0.0% Training&Education $ 554 $ 85 $ 1,400 $ 1,400 $ 1,400 $ 0.0% Telephone $ 173 $ - $ - $ - $ - $ 0.0% Postage Services $ 164 $ 35 $ 600 $ 600 $ 600 $ 0.0% Storm Water Permitting Mandate $ - $ - $ 1,000 $ 1,000 $ 1,000 $ 0.0% Office Supplies $ 402 $ 444 $ 500 $ 500 $ 500 $ 0.0% Printing&Forms $ 2,929 $ 471 $ 500 $ 500 $ 500 $ - 0.0% Uniforms&Clothing $ 656 $ 200 $ 225 $ 450 $ 450 $ 225 100.0% Publications&Maps $ 920 $ 276 $ 1,000 $ 1,000 $ 1,000 $ - 0.0% Auto Mileage $ 195 $ 304 $ 150 $ 150 $ 150 $ 0.0% Dues/Memberships&Subscriptions $ 645 $ 150 $ 600 $ 600 $ 600 $ 0.0% Other Charges&Expenses $ - $ - $ - $ - $ - $ Total: Expense Costs $; 8,642 $ 4,683 $! 12,725 $ 12,960 $ 12,960 $ 225 1.8% Total; Planning Cost $ 169,624 $; 166,247 $, 177,089 $ 193,194 $ 193,194 $ ; 16,106 9.1% Planning Personnel Listing FYI F'Y18 F'Y19 F'Y20 STAFF STAFF STAFF STAFF VARIANCE+/(' Department Title PUS. PUS. PUS, PUS. ) Planning Director of Planning/Town Planner 1 1 1 1 0 Staff Planner 1 1 1 1 0 Department Assistant 1 1 1 1 0 Total 3 3 3 3 0 - 156- Planning Departmental Revenue 2016 2017 2018 2019 2020 Revenue Sourse ACTUAL ACTUAL ACTUAL BUDGET RECM-D 7 Planning Board Filing Fees $ 58,227 $ 24,892 $ 24,892 $ 23,000 $ 28,000 Planning Department Other Funding Fund Funding Sourse Fund Type MGL Fund Uses Balance Outside air quality Wheelebrator Revolving Fund C44 S53E1/2 monitoring $ 126,154 - 157- BOARD OF APPEALS MISSION STATEMENT Tlie Board of'Appeals (ZBA) hears atid dec es niatters spec fied 41 the North Atidover Zotihig Bylaw atid other tnatters referred l)y NIGIL. Chapter 40A. Oti a case [)y case lmsk, the ZBA hears applicatiotis for variatices, spec�al per aunt re(iuests Where the Z0111hig Bylaw desagtiates the ZBA as the SpecW Flertnit Gratithig Authority atid appeals of' deckotis l)y the BuH&iig Coniniissnotier or atiy adnihiistrative ofticW. The Board also adnihiisters the Coniprehetis re Perni.it process for affordalfle hous� tig set forth Luider NIGIL. Chapter 40B. SIGNIFICANT CHANGES The ZBA welcomed three new board members. PRIOR YEAR ACCOMPLISHMENTS • Completed record retention and electronic data storage procedures for all back files and remain current on scanning of all new property records thereby improving customer access to historic and current application materials and decisions. • As of December 31, 2018, the ZBA office has managed and guided applicants through a total of eight(8) appeals processes. FY20 GOALS • Provide assistance and support to the Technical Review Committee for projects requiring ZBA approval through June 30, 2020. • Provide assistance and support in review of the Zoning Bylaw to meet the vision and goals of the Master Plan. - 158- Board of Appeals 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTE RECMID Change Change Personnel Salaries Full-Time $ 17,281 $ 15,549 $ 17,823 $ 19,480 $ 19,480 $ 1,657 9.3% Longevity $ - $ - $ - $ - $ - $ - Salary Reserve $ - $ - $ - $ 390 $ 390 $ 390 Total: Personnel Costs $ 17,281 $ 15,549; $ 1,7,823 $ 19,869 $ 19,869 2,047 11.5% Expenses Advertising $ - $ - $ 150 $ 150 $ 150 $ - 0.0% Training&Education $ - $ 30 $ 300 $ 300 $ 300 $ - 0.0% Postage Services $ - $ 396 $ 900 $ 900 $ 900 $ - 0.0% Office Supplies $ 39 $ 52 $ 100 $ 100 $ 100 $ - 0.0% Uniforms&Clothing $ 89 $ 200 $ 113 $ 225 $ 225 $ 113 100.0% Auto Mileage $ - $ - $ - $ - $ - $ - 0.0% Total,: Expense Costs $ 127 $ 679 $ 1,563 $ 1,675 $ 1,676 $ 113 7.210 Total:Board of Appeals Costs $ 17,408 $ 16,2n $ 19,385 $ 21,844 $ 21,544 $ 2,159 11.1°/s Board of Appeals Personnel Listing FY17 FY18 FY19 FY20 STAFF STAFF ,STAFF STAFF VARIANCE Department Title POS. PUS. PUS. PUS. +10 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 Revenues 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 - 159- POLICE DEPARTMENT SIGNIFICANT CHANGES / The most significant change was the safety, i11 � security, and reliability of our Public Safety radio network. The completion of the 120 foot monopole tower situated on Holt Hill in �ff�r 1 Andover Massachusetts will provide tremendous reliability and coverage for years to come. This project has given us the ability to install a redundant licensed microwave link system connecting Holt Hill to our Bradford tower location. PRIOR YEAR ACCOMPLISHMENTS MISSION STATEMENT The North Andover Police Department is • Completed Phase 3 of the Public Safety committed to providing the highest level of Radio Network overhaul. This was a public safety to the Town of North Andover collaborative project between the towns community through the use of effective and of North Andover and Andover to erect a efficient management practices while adhering 120 foot monopole tower to house to clearly defined legal and constitutional microwave dishes and Omni antennas. guidelines. The members of the Department are empowered to enforce the laws of the . Completed the deployment of 65 officer Commonwealth of Massachusetts and the By- assigned Motorola portable radios. These laws of the Town of North Andover to ensure radios were purchased and programed to that the peace and tranquility of our allow for clearer communications neighborhoods are maintained and that crime between dispatch and officers on the and the fear of crime are reduced. The street. These new radios will allow Department emphasizes integrity, honesty, officers to hear and transmit over the radio impartiality and professionalism from our in areas that were once difficult or members in order to create an environment that impossible. values differences and fosters fairness and flexibility in our mission. The Police Department encourages citizen input and • We built and outfitted a brand-new Ford interaction that will assist in developing sound F150 pickup which is used as our partnerships between the community and the Community Service vehicle to include; police. animal control and parking enforcement. The North Andover Police Department responds to calls for service on a 24 hour 365 • Utilizing traffic monitoring devices, the day basis. A police force of over 50 full-time safety officer has catalogued almost every employees, the North Andover Police commuter Street in town to slow speeds, Department is an accredited agency with the number of vehicles,types of vehicles, and Massachusetts Police Accreditation hours of high volume. These studies were Commission and has been for since 2010. used to determine the need for signage, traffic controls, and selective enforcements. - l6o- FY20 GOALS • To continue to find new and innovative • To complete the public safety radio ways of combating the ongoing cannabis infrastructure project by extending the legalization. Offices will continue to have town on fiber network to our satellite specialized training to detect and remove receiving site out on Turnpike Street. This impaired operators from the streets. This will allow our entire radio network to be will be ongoing throughout the year and completely town controlled. likely continuing to 2020. • Upgrade and install firmware into our radio systems to allow encryption codes to be entered for surrounding cities and towns who have migrated to this type of system. In particular the bordering towns such as Haverhill and Lawrence. In addition to this we will be looking for ways that North Andover can transition their radio network into a digital encrypted state-of-the-art network. • To partially find a new Sergeant position to bring the number of supervises to 9. This will allow a day shift road supervisor scheduled every day as opposed to 2 days out of the 6 currently. This will be funded July 1, 2019. • To replace department issued firearms. Offices are in the process of testing and evaluating different models. The objective is to switch to a 9 mm model that can carry more rounds of ammunition based on a national trend. This will be completed September 2019. • To implement a Community Police Officer program (CPOP) unit and transition the traffic unit into this new unit. This unit would not only handle traffic matters, but also incorporate community interactions and empowerment. This will need to be bargained but will start the unit will be from the end of school year through September 2019. - 161- Police Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR =DollarPemcentEx ense Line Item ACTUAL. ACTUAL ADOPTED REQUESTED RECM'D Salaries,Full-Time $ 3,159,366 $ 3,075,355 $ 3,152,062 $ 3,251,774 $ 3,251,774 $ 99,712 3.2% Salaries,Dispatchers $ 445,318 $ 462,505 $ 461,019 $ 469,578 $ 469,578 $ 8,559 1.9% School Crossing Guards $ 35,279 $ 35,254 $ 38,896 $ 38,896 $ 38,896 $ - 0.0% Reserve Police Officers $ 12,849 $ 12,621 $ 18,000 $ 28,000 $ 18,000 $ 0.0% Salaries,Part-Time $ 493 $ 4,781 $ 29,184 $ 29,184 $ 29,184 $ 0.0% K9 Care $ - $ - $ 4,350 $ 4,500 $ 4,500 $ 150 0.0% Overtime $ 83,526 $ 115,387 $ 437,486 $ 466,797 $ 446,236 $ 8,750 2.0% Dispatcher Overtime $ 66,816 $ 60,415 $ 70,000 $ 73,282 $ 73,282 $ 3,282 4.7% NEMLEC Overtime $ 788 $ 6,820 $ - $ - $ - $ - 0.0% Longevity $ 3,850 $ 4,950 $ 5,475 $ 4,200 $ 4,200 $ (1,275) -23.3% Holiday Pay $ 64,548 $ 69,277 $ 82,578 $ 85,918 $ 85,918 $ 3,340 4.0% Other Pay $ 43,175 $ 39,747 $ 26,000 $ 28,250 $ 28,250 $ 2,250 8.7% Shift Differential,Dispatchers $ 16,780 $ 18,017 $ - $ - $ - $ - 0.0% Sick Time Buy Back $ - $ - $ 18,556 $ 18,741 $ 18,741 $ 185 0.0% Vacation Time Buy Back $ - $ - $ 8,605 $ 10,709 $ 10,709 $ 2,104 0.0% Holiday Overtime $ 34,274 $ 39,838 $ 4,711 $ 3,364 $ 3,364 $ (1,347) -28.6% Personal Day Overtime $ 22,282 $ 23,837 $ - $ - $ - $ 0.0% Vacation Leave Overtime $ 87,145 $ 88,689 $ $ $ $ 0.0% Sick Leave Overtime $ 36,013 $ 25,470 $ $ $ $ 0.0% Injury Pay Overtime $ 24,781 $ 13,565 $ $ $ $ 0.0% Training/Conference Overtime $ 86,891 $ 93,779 $ $ $ $ 0.0% Court Overtime $ 31,053 $ 26,073 $ $ $ $ 0.0% Salary Reserve $ - $ - $ $ 11,112 $ 11,112 $ Total:'Personnel Costs $ 4,265,224 $ 4,216,380 $ 4,356,922 $ 4,524304 $ 4,493,743 $ 125,709 3.1% Electricity $ 50,121 $ 56,168 $ 55,000 $ 58,000 $ 58,000 $ 3,000 5.5% Heating Fuel $ 13,273 $ 12,314 $ 17,000 $ 18,000 $ 18,000 $ 1,000 5.9% Software $ 56,501 $ 36,935 $ 38,891 $ 39,600 $ 39,600 $ 709 1.8% Water $ 1,402 $ 3,438 $ - $ - $ - $ - #DIV/0! Repairs&Maintenance $ 39,570 $ 35,639 $ 35,850 $ 39,500 $ 39,500 $ 3,650 10.2% Radio repair&maintenance $ 16,340 $ 47,887 $ 20,963 $ 22,000 $ 22,000 $ 1,037 4.9% Vehicle Maintenance $ 5,592 $ 4,298 $ 4,500 $ 4,800 $ 4,800 $ 300 6.7% Equipment Rental/Lease $ 17,106 $ 17,781 $ 23,027 $ 23,656 $ 23,656 $ 629 2.7% Outside Professional Services $ 11,470 $ 8,335 $ 12,500 $ 12,500 $ 12,500 $ - 0.0% Advertising $ - $ 209 $ 1,250 $ 1,250 $ 1,250 $ 0.0% Contract Services $ - $ 3,229 $ - $ - Special Assessment(NEMLEC) $ 9,825 $ 4,825 $ 5,500 $ 5,500 $ 5,500 $ 0.0% Training&Education $ 10,467 $ 30,441 $ 42,550 $ 42,550 $ 42,550 $ 0.0% Telephone $ 21,929 $ 20,082 $ 27,550 $ 27,850 $ 27,850 $ 300 1.1% Postage Services $ 2,551 $ 2,237 $ 2,878 $ 2,850 $ 2,850 $ (28) -1.0% K-9 Expenses $ 2,955 $ 2,509 $ 4,200 $ 4,200 $ 4,200 $ - 0.0% Office Supplies $ 16,063 $ 13,056 $ 15,500 $ 14,500 $ 14,500 $ (1,000) -6.5% Materials&Supplies $ 27,840 $ 29,828 $ 20,164 $ 27,265 $ 27,265 $ 7,101 35.2% Printing&Forms $ 4,066 $ - $ 3,450 $ 3,450 $ 3,450 $ - 0.0% Vehicle Fuel $ 65,202 $ 78,302 $ 85,500 $ 95,000 $ 85,500 $ - 0.0% Guns&Ammo $ 24,010 $ 13,339 $ 13,399 $ 13,500 $ 13,500 $ 101 0.8% Uniforms&Clothing $ 64,618 $ 63,291 $ 73,850 $ 79,050 $ 79,050 $ 5,200 7.0% Dues/Memberships&Subscriptions $ 12,236 $ 8,480 $ 14,550 $ 14,500 $ 14,500 $ (50) -0.3% Other Charges&Expenses $ 8,366 $ 13,018 $ 1,500 $ 13,250 $ 1,500 $ - 0.0% Animal Control $ 4,143 $ 4,666 $ 7,550 $ 7,550 $ 7,550 $ - 0.0% Capital Purchases>$5,000 $ 53,759 $ 125,748 $ 132,365 $ 154,000 $ 68,000 $ (64,365) -48.6% Vehicles $ 143,163 $ 152,611 $ 139,530 $ 142,905 $ 142,905 $ 3,375 2.4% Total: Expense Costs $ 682,569 $ 788,664 $ 799,017 $ 867,226 $ 759,976 $ (39,041) 49% Total: Police Costs $ 4,937,793 $ 5,005,044 $ 5,155,939 $ ', 5,391530 $ 5,263,719 $ 86,668 1-W14 - 162- Police Personnel Listing FY17 FY18 F^Y19 FY20 STAFF STAFF STAFF STAFF VARIANCE: +4- Deparfinent Title POS. POS. POS. POS. j 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 Departmental Revenue 2017 2018 2019 2018 2020 Revenue Sourse ACTUAL ACTUAL BUDGET PROJECTED REWD Police Fee's $ 2,221 $ 2,337 $ 5,000 $ 2,400 $ 4,200 Police 10%Admin Fee's $ 62,799 $ 52,950 $ 45,000 $ 68,362 $ 47,800 License to Carry Firearms $ 6,013 $ 5,550 $ 6,000 $ 5,500 $ 5,700 Parking Fines $ 16,210 $ 12,845 $ 16,000 $ 16,000 $ 12,800 Court fines $ 33,328 $ 40,950 $ 34,800 $ 34,800 $ 54,000 False Alarms $ 4,925 $ 2,276 $ 4,200 $ 4,200 $ 3,200 $ 125,495 $ 116,908 $ 111,000 $ 131,262 $ 127,700 Police Department 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 - 163- FIRE DEPARTMENT • Increased mercantile engine company 1„ inspections and preplans for commercial businesses by 20%. Recipient of the 2018 Gladys and Tony Sakowich Humanitarian of the Year from the Kiwanis Club of Greater 1 Lawrence. Internally established a department managed online burn permit process g p linked to the town GIS mapping software system for better tracking of open burning season at a cost savings to the department. MISSION STATEMENT FY 20 GOALS The North Andover Fire Department is • Integrate additional software platforms dedicated to the protection and preservation of to assist the department with online life and property, through aggressive fire permitting, personnel management, suppression, fire prevention, emergency equipment maintenance and tracking medical services, public education, hazardous • Continue working with the town IT materials control and containment, the department on expanding our ability to mitigation of other disasters both natural and reach residents through multiple social manmade, and assisting the public in all areas. media avenues. • Working with Building Department and SIGNIFICANT CHANGES the Health Department establish an occupancy inspection for rental housing The Fire Department hired four new members to certify code compliance. with the retirement of 3 firefighters and one • Coordinate training with the transfer. Those positions have been replaced Massachusetts Department of Fire with four new hires. Services with Fire Officers to increase effectiveness and efficiency of our Fire Prevention Bureau. PRIOR YEAR ACCOMPLISHMENTS Develop and implement an interactive portion to our adopt the hydrant • Established a full time EMS program. coordinator position in order to oversee training, education, MATRIS reporting, QA/QI program and other related emergency medical service requirements. • Completed public safety radio infrastructure project. - 164- Fire Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent EE,penseLineItem ACTUAL ACTUAL ADOPTED REQUESTED REGM'D Change Change Personnel Salaries,Full-Time $ 3,394,310 $ 3,488,191 $ 3,583,929 $ 3,802,977 $ 3,802,977 $ 219,048 6.1% Overtime $ 631,819 $ 681,389 $ 696,159 $ 713,563 $ 710,082 $ 13,923 2.0% Longevity $ 4,065 $ 8,888 $ 7,450 $ 8,800 $ 8,800 $ 1,350 18.1% Holiday Pay $ 257,054 $ 262,846 $ 273,054 $ 267,809 $ 267,809 $ (5,245) -1.9% Academic Pay $ 56,683 $ 60,650 $ 70,000 $ 70,000 $ 70,000 $ - 0.0% Other Pay $ 11,500 $ 11,632 $ 18,000 $ 16,000 $ 16,000 $ (2,000) -11.1% Sick Time Buy Back $ - $ - $ 2,717 $ 3,186 $ 3,186 $ 470 0.0% Personal Day Overtime $ $ $ - $ - $ - $ - 0.0% Vacation Leave Overtime $ $ $ $ $ $ 0.0% Sick Leave Overtime $ $ $ $ $ $ 0.0% Injury Leave Overtime $ $ $ $ $ $ 0.0% Salary Reserve $ $ $ $ 916 $ 916 $ 916 EMT Pay $ 195,803 $ 209,950 $ 212,537 $ 227,596 $ 227,596 $ 15,060 7.1% Total: Personnel Costs $ 4,661,234 $ 4,723,646 $ 4,863,846 $ 6,110,847i $ 6,107,366 $ 243,621 6.0% Expenses Electricity $ 26,177 $ 28,706 $ 23,250 $ 23,267 $ 23,267 $ 17 0.1% Heating Fuel $ 16,508 $ 16,292 $ 18,000 $ 20,000 $ 18,000 $ - 0.0% Software $ - $ - $ 14,088 $ 31,283 $ 31,283 $ 17,195 0.0% Water $ 3,275 $ 2,306 $ - $ - $ - $ - 0.0% Repairs&Maintenance $ 30,964 $ 28,644 $ 30,000 $ 30,477 $ 30,477 $ 477 1.6% Radio&Transmitter $ 1,418 $ 4,238 $ 3,000 $ 3,000 $ 3,000 $ - 0.0% Vehicle Maintenance $ 50,504 $ 67,385 $ 63,000 $ 70,000 $ 63,000 $ 0.0% Equipment Rental/Leases $ 3,120 $ 3,120 $ 3,300 $ 3,300 $ 3,300 $ 0.0% Data Processing $ 8,808 $ 10,281 $ - $ - $ - $ 0.0% Medical/Physical Services $ - $ 1,324 $ 2,000 $ 3,680 $ 3,680 $ 1,680 0.0% Contract Services $ 79,523 $ 91,330 $ 87,000 $ 87,425 $ 87,425 $ 425 0.5% Training&Education $ 19,311 $ 16,344 $ 39,775 $ 39,290 $ 39,290 $ (485) -1.2% Fire Prevention $ - $ - $ - $ 3,000 $ - $ - 0.0% Ambulance Training/Education $ 12,794 $ 15,836 $ 14,761 $ 16,705 $ 16,705 $ 1,944 13.2% Telephone $ 13,959 $ 9,518 $ 13,640 $ 14,840 $ 13,640 $ - 0.0% Postage $ 445 $ 222 $ 600 $ 600 $ 600 $ - 0.0% Office Supplies $ 1,975 $ 2,516 $ 3,100 $ 3,500 $ 3,500 $ 400 12.9% Printing&Forms $ 864 $ 413 $ 1,050 $ 1,050 $ 1,050 $ - 0.0% Ambulance $ 39,779 $ 31,434 $ 38,000 $ 40,448 $ 40,448 $ 2,448 6.4% Vehicle Fuel $ 22,084 $ 30,018 $ 30,000 $ 30,000 $ 30,000 $ - 0.0% Tools and expendables $ - $ - $ 3,840 $ 4,000 $ 4,000 $ 160 0.0% Protective Equipment $ 33,860 $ 31,255 $ 36,000 $ 43,750 $ 36,000 $ - 0.0% Uniforms&Clothing $ 47,735 $ 48,124 $ 47,665 $ 57,375 $ 57,375 $ 9,710 20.4% Auto Mileage $ 2,144 $ 326 $ 500 $ 500 $ 500 $ - Dues/Memberships&Subscriptions $ 3,520 $ 3,383 $ 3,883 $ 5,883 $ 5,883 $ 2,000 51.5% Other Charges&Services $ 7,337 $ 4,512 $ 2,000 $ 2,000 $ 2,000 $ - Fire Alarm $ 1,193 $ 1,477 $ 4,000 $ 4,000 $ 4,000 $ - 0.0% Fire Investigation $ - $ 322 $ 500 $ 3,000 $ 500 Capital Outlay $ 62,691 $ 66,389 $ 69,344 $ 121,250 $ 79,834 $ 10,490 15.1% Furniture $ 6,834 $ - $ - $ - $ - Total: Expense Casts $ 496,822 616,716 $ 662,296 $ 663,623 $ 698,767 $ 46,461 8A01o', Total: Fire;Department Costs $ 6,048,066 $ 6,239,260 $ 6,416,141 $ 6,774,470 $ 6,706,123 $ 289,982 5A°/a - 165- Fire Department Personnel Listing F17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE' Department Title PPS. POS. POS. POS. Fire Fire Chief 1 1 1 1 0 Fire Deputy Chief 1 1 1 1 0 Fire EMS Coordinator 0 0 0 1 1 Firefighters 44 44 44 44 0 Lieutenant 9 9 9 9 0 Administrative Secretary 1 1 1 1 0 Total 56 56 56 57 1 Fire Departmental Revenue 2016 2017 2018 2019 2020 Revenue Sourse ACTUAL ACTUAL ACTUAL PROJECTED RECM'D Ambulance Fees $ 959,662 $ 977,739 $ 1,038,719 $ 960,000 $ 960,000 Fire Alarm Fees $ - $ 11,000 $ 13,000 $ 11,000 $ 13,000 Fire Permit Fees $ 51,640 $ 42,521 $ 41,750 $ 45,000 $ 47,000 Fire Department Other Funding Fund Fund Name Fund Type MGL Fund UsesBalance Fire SAFE Grant Grant C44 53A Public Fire Safety Education $ 10,747 Pay for participation in the District 6 Fire Hazmat Grant C44 53A Haz-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 Fire TAG LEPC Grant C44 53A local 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 - 166- PUBLIC SAFETY SALARY RESERVE 202© 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent ' Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Salary Reserve $0 $48,769 $233,957 $0 $0 $ (233,957) Announcement of Retirement $0 $0 $0 $0 $0 $ - Total: Personnel Casts $0 $48,769 $233,967 $0 $0 -$233,957 pi Expenses Total; Expense Costs $0 $0 $0 $0 $0 $0 0.0% Total: Public Safety Salary Reserve $0 $48,769 $233,967 $0 $0 -$233,957 4.0% - 167- BUILDING MISSION STATEMENT The mission of the North Andover Building Department is to contribute to the protection of the public and enhancement of the unique character of North Andover's built environment, through equitable interpretation and enforcement of Federal, State and Local building codes, Architectural Access Board (AAB), and the North Andover Zoning and General Bylaws. The Building Inspector is also the American with Disability Act (ADA) enforcement officer. The Building Department provides exceptional customer service and is dedicated to the health, safety and welfare of the residents, businesses, employees and visitors of the Town of North Andover. SIGNIFICANT CHANGES The past year saw the Building Department undergo personnel changes with the following positions: Paul Hutchins was appointed as Inspector of Buildings, the Local Inspector position was then vacated and filled, along with the Electrical Inspector position. PRIOR YEAR ACCOMPLISHMENTS • The Building Department, following the September 13, 2018 Merrimack Valley Gas Explosion worked with State and Local Plumbing and Gas Inspectors, Electrical Inspectors and Building Officials to bring back online 1500 properties that were impacted by the event. The Building Department coordinated with Town of Andover, the City of Lawrence, the North Andover Fire Department, and the State's Department of Public Safety to coordinate inspections for thousands of plumbing and gas permits from the date of the event through mid-December, 2018. It is anticipated much of 2019 will include review and finalization of installation of appliances, for those 1500 North Andover impacted residential and commercial properties. The Building Department also worked with North Andover Fire Department to answer resident and business owner concerns, followed up on outstanding work orders, and monitored potential Carbon Monoxide leaks. • Continued the annual public safety inspections,inspected and permitted 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. Due to the Gas Emergency, inspections were put on hold, but the Plan will commence implementation during the remainder of the 2019 fiscal year. - l6s- • Staff participated in ongoing training programs that included live instruction, webinars, and on- line videos on the Massachusetts State Building Code to maintain certification. The Building Inspector worked to pass the Mass. State Certified Building Official exam in December 2018. FY20 GOALS • Work with the Planning Department to insert Building Department expectations in to the"Guide for Doing Business in North Andover" to assist business owners with the zoning and building requirements and processes. • Increase enforcement and clarification of the Zoning Bylaws by educating contractors and public through the use of informational pamphlets, bulletins, etc. by December 31, 2019. • Continue 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, 2020. • Working with Fire Prevention and the Health Department establish an occupancy inspection for rental housing to certify code compliance by June 30, 2020. • Continue to schedule bi-monthly training programs for all staff to include live instruction, webinars, and on-line videos aimed at improving proficiency in zoning, building code, customer relations and proficiency through June 30, 2020. • Continue to expand the use of the Technical Review Committee to meet zoning and planning objectives identified in the Master Plan through June 30, 2020. - 169- Building Inspection Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent F­Znse Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Chan a Chan e Personnel Salaries,Full-Time $ 265,332 $ 277,610 $ 274,692 $ 301,222 $ 301,222 $ 26,530 9.7% Wages,Part-Time $ 2,227 $ 14,281 $ 10,260 $ 10,500 $ 10,500 $ 240 2.3% Longevity $ 1,225 $ 1,525 $ 1,525 $ 1,725 $ 1,725 $ 200 13.1% Salary Reserve $ - $ - $ - $ 882 $ 882 $ 882 Total; Personnel Costs $ 268,784 $ 293,417 $ 286,477 ,$ 314,328 $ 314,328 $ 27,851 9.7% Expenses Outside Professional Services $ - $ 450 $ - $ - $ - $ - 0.0% Advertising $ - $ - $ - $ - $ - $ 0.0% Conferences In State $ 1,590 $ 1,104 $ 2,500 $ 2,500 $ 2,500 $ 0.0% Training&Education $ 2,057 $ 1,232 $ 2,800 $ 2,800 $ 2,800 $ - 0.0% Telephone $ 1,147 $ 1,049 $ 1,700 $ 2,060 $ 2,060 $ 360 21.2% Postage Services $ (61) $ 420 $ 600 $ 600 $ 600 $ - 0.0% Office Supplies $ 148 $ 192 $ 300 $ 300 $ 300 $ 0.0% Printing&Forms $ 1,060 $ 390 $ 750 $ 750 $ 750 $ 0.0% Vehicle Fuel $ 1,126 $ 778 $ 2,200 $ 1,200 $ 1,200 $ (1,000) -45.5% Uniforms&Clothing $ 445 $ 200 $ 225 $ 900 $ 900 $ 675 300.0% Auto Mileage $ 5,121 $ 1,157 $ 2,000 $ 1,630 $ 1,630 $ (370) -18.5% Dues/Memberships&Subscriptions $ 495 $ 285 $ 650 $ 650 $ 650 $ - 0.0% Other Charges&Expenses $ 2,107 $ 782 $ 1,300 $ 1,300 $ 1,300 $ Vehicle $ - $ - $ - $ - $ - $ - Total. Expense Costs $ 16,236 $ 8,038 $ 16,026 $ 14,690 $ 14,690 $ (336) -2.2% Total. Building Code Costs $ 284,019 $ 301,4655 $ 301,502 $ 329,018 $ 329,018 $ 27,516 9.1% Building Inspection Personnel Listing FY17 FY18 FY19 FY24 STAFF STAFF STAFF STAFF VARIANCE Department Title POS. POS. POS, POS. +/( 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 0.8 0.8 0.8 0 Department Assistant 1 1 1 1 0 Total 4.3 4.6 4.6 4.6 0 Building Inspection Revenue 2016 2017 2018 2019 2020 REVENUE SOURCE ACTUAL ACTUAL ACTUAL PROJECTED RECM'3 Builing Inspection Fees $ 1,314,053 $ 1,197,989 $ 910,493 $ 775,000 $ 775,000 Plumbing Inspection Fees $ 132,167 $ 108,844 $ 100,017 $ 89,000 $ 97,000 Electrical Inspection Fees $ 188,181 $ 154,762 $ 167,219 $ 130,000 $ 150,000 Gas Permits $ 42,432 $ 50,204 $ 37,239 $ 36,000 $ 38,000 $ 1,676,832 $ 1,511,799 $ 1,214,968 $ 1,030,000 $ 1,060,000 - 170- EMERGENCYMANAGMENT 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. - 171- Emergency Management Budget 2020 2020 2417 2418 2019 KEPT TOWN MGR Dollar Percent F__�Pense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Wages Part-Time Director $ 5,533 $ 5,671 $ 5,799 $ 5,930 $ 5,930 $ 131 2.3% Salary Reserve $ - $ - $ - $ - $ - $ - Total: Personnel Costs $ 6,633 $ 6,671 $ 6,799 $ 6,930 $ 6,930 $ 131 2.3°/m Expenses Radio&Transmitter $ 26,063 $ 11,873 $ 15,000 $ 8,000 $ 8,000 $ (7,000) -46.7% Vehicle Maintenance $ - $ 2,455 $ 3,000 $ 4,000 $ 4,000 $ 1,000 0.0% Training&Education $ - $ - $ 61 $ 61 $ 61 $ - 0.0% Telephone $ 4,252 $ 4,993 $ 6,966 $ 6,500 $ 6,500 $ (466) -6.7% Postage Services $ 176 $ 150 $ 150 $ 150 $ 150 $ - 0.0% Office Supplies $ - $ 249 $ 500 $ 250 $ 250 $ (250) 0.0% Uniforms&Clothing $ - $ 1,304 $ 4,000 $ 5,550 $ 5,550 $ 1,550 0.0% Other Charges&Expenses $ 2,999 $ 4,994 $ 5,000 $ 4,000 $ 4,000 $ (1,000) -20.0% Capital Outlay $ - $ - $ - $ - $ - $ - 0.0% Totals` Expense Costs $ 33,491 $ f 26,019 $ 34,677 $ 28,611 $ 28,611 $ (6166) -17.8%' Total: Emergency Management $ 39,424 $ 31,694 $ 40,476 $ 34,441 $ 34,441 $ (6,036) -14.9%, - 172- by-laws,grants petitions of location for utilities, DIVISION OF PUBLIC WORKS and maintains engineering records and GIS PUBLIC WORKS DEPT data. SIGNIFICANT CHANGES Nancy Barry, long time Administrative Secretary for Public Works retired after 1901 i ✓ / i Y years of service. In addition, Tara Hurley, Department Assistant accepted a position with another community. As a result of these departures and an internal reorganization, Joanna Salib was hired as Department Assistant. PRIOR YEAR ACCOMPLISHMENTS • Completed over $1M of roadway MISSION STATEMENT improvements on eleven (11) different roadways. This included work on The Department of Public Works (DPW) Boxford Street, Salem Street, Monteiro mission is to provide professional quality Way, and Quail Run. maintenance, repair, construction services, and . Approximately $75,000 of sidewalk capital improvements while operating the repairs/improvements to existing following infrastructure: one hundred and fifty sidewalks were completed. (150) miles of streets; approximately one hundred and seventy five (175) acres of parks, . Two new support vehicles, a new playgrounds, school grounds; the Town beach; the Town Common; all public shade trees; one bacichoe, and a new sander were hundred and fifty (150) miles of water mains; purchased for the DPW to aide in daily ninety (90) miles of sewer mains; twenty two operations and snow removal activities. (22) sewer lift stations; five (5) high lift water • Construction of the High/Water/Elm booster stations; and, maintain and fuel a fleet of over one hundred (100) vehicles. Street intersection improvements were Furthermore, the Department's mission is also completed in September 2018. The project included the resurfacing of the to provide the highest quality drinking water by maintaining the Town's water supply, Lake entire length of Water Street, Clarendon Cochichewick, and by optimally operating the Street, and East Water Street. The project drinking water treatment plant, which delivers has enhanced the Mill and Machine Shop an average daily consumption of 3.2 million Village area as well as improved safety in the area. gallons and a yearly total of over a billion gallons. Providing uninterrupted solid waste . Working together with the Town of and recycling removal is also a mission of the Department through a private hauler. Andover, City of Lawrence, and Additionally, the DPW provides rapid response Columbia Gas, attended daily conference to all snow, ice and other inclement weather calls and weekly meetings to coordinate emergencies, as well as water and sewer breaks. the restoration efforts in response to the The DPW enforces water, sewer and drainage September 2018 gas disaster. - 173- Merrimack Valley Planning Commission • The Lake Cochichewick Study Group, (MVPC) the location and condition which included representatives of the information of the existing sidewalks Harbor Master, Conservation were collected and the database will be Department,Planning Department, DPW, used to support the new sidewalk and the Water Treatment Plant continues connectivity program. to implement improvements to the shore along the Lake to assure continued high • Utilized outside consultant to update the water quality in the Town's water supply. existing pavement management software The clean-up activities related to the including performing inspections of the demolition of the Old North Pump Station roadways and updating the rating system. were completed and six (6) new boat During the update the existing sidewalk storage racks were constructed at this information collected by the MVPC was location. Any derelict boats have been combined with the paving database to removed, trash and litter clean up along aide in future tracking of the shore continues to be a challenge but repairs/replacements and support the new is improving. The initiative included an sidewalk connectivity program. annual Lake Clean-up Day. • Assisted outside consultant with the • Utilized outside consultant to perform the development of the new Recreation design and permitting of the replacement Complex design drawings and of the existing culvert located on Barker specifications for bidding in early 2019 Street as part of the new culvert with an anticipated construction start date assessment/replacement program. Future of April 2019. Capital Improvement funds will be used for the construction activities. • Approximately 400 catch basins were cleaned to continue compliance with the • Coordinated the construction of the EPA MS4 Stormwater Permit. proposed upgrades to the existing Boat Ramp for the Fire Department including • Swept 240 lane miles of roadway. compliance with the issued Order of Conditions from the Conservation • Utilized two (2) senior volunteers from Commission. the Senior Volunteer Tax Write-off program to continue our record scanning • Made repairs to deteriorated drainage program and update plan database. infrastructure including the rebuilding of approximately twenty (20) catch basins • The Engineering Department provided and resetting an exposed drainage pipe in reviews, comments, and engineering the backyard of 160 Water Street. input on various projects before the Planning Board, Board of Appeals, and • Utilized outside consultant to assist with Conservation Commission. In addition developing a culvert assessment program Engineering staff were instrumental in the including performing field work to assess following projects: a subset of culverts within the Town and locate the culverts using the Town GPS ✓ Coordinated the installation of for inclusion in the GIS mapping. the underground utilities and completion of the site work at • Through a grant application with the the newly constructed - 174- kindergarten building as part of • To assist the Fields Committee with the the Anne Bradstreet Early construction of the new Recreation Childhood Center. Complex at the existing Middle School ✓ With the retirement of the fields. Assistant Town Manager, assisted with the coordination of . To achieve substantial completion of the construction of the new Route 125 roadway improvements and Atkinson School playground sidewalk installation by December 2019. including working with the School Department and PTO. . To plan, design and oversee construction ✓ Working with the Planning of the FY20 Roads Program: Department, Conservation ✓ To plan and design improvements Agent, and Town Counsel by July 30, 2019; and assisted with the permitting of ✓ To substantially complete the Multi-Use Trail to connect construction of program by June 30, the Mills to the Town Trail 2020. system. ✓ Repaired ongoing drainage issue • To work in coordination with strategic creating an icing condition at the partners, including MassDOT, to develop intersection of Chadwick Street and implement a sidewalk plan: and Chickering Road (Rte 125). ✓ To complete an existing conditions ✓ Attend monthly GIS plan by July 2019; coordination meeting with the ✓ To develop a two-year plan by IT, Planning, Conservation, December 1, 2019; and Assessors, Police, and Fire ✓ To construct 2,000 linear feet of Departments. new sidewalk by June 30, 2020. ✓ Working with IT and the Town's consultant assisted with . To develop and implement a town-wide the general housekeeping and Tree replacement program by installing standardization of the existing twenty five trees by May 31, 2019. GIS files and information to be shared between Town . To continue to improve drainage departments. structures in roads and improve culvert ✓ Engineering purchased a new crossing where damage has occurred due GPS system to assist with the to beaver activity or age of infrastructure update of the asset management through June 30, 2020. program and specifically the electronic mapping of • To comply with the new EPA NPDES infrastructure throughout the Phase 11 MS4 Permit: Town including water, sewer, ✓ To complete Annual Report by and drainage. September 30, 2019; ✓ To develop Stormwater FY 20 GOALS Management Plan (SWMP) and • To coordinate the restoration program of submit to EPA by September 30,2019; the street and sidewalks within the 2018 ✓ To continue compliance with the Gas Impact area. EPA MS4 Stormwater Permit and to clean approximately 800 catch - 175- basins by June 15, 2020; and ✓ To sweep approximately 240 lane miles of roadway by December 1, 2020. - 176- Public Works -Administration Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change' Personnel Salaries,Full-Time 440,787 452,141 451,741 498,681 498,681 $ 46,941 10.4% Wages,Part-Time - - 3,000 3,000 3,000 $ - Longevity 3,263 3,438 3,438 1,437 1,437 $ (2,001) -58.2% Salary Reserve - - - 18,512 18,512 $ 18,512 Total: Personnel Costs $444,050 $455,578 $458,178 $521,630 $521,630 $63,452 13.8% Expenses Equipment Rental/Lease 6,655 7,221 7,920 9,000 9,000 $ 1,080 13.6% Contracted Services - 1,362 2,000 1,400 1,400 $ (600) 0.0% Training&Education 2,290 7,890 6,000 6,000 6,000 $ - 0.0% Telephone 6,425 8,964 6,200 6,200 6,200 $ 0.0% Postage 193 145 200 200 200 $ 0.0% Office Supplies 2,323 2,893 2,000 2,500 2,500 $ 500 25.0% Printing&Forms 190 471 700 - - $ (700) -100.0% Uniforms&Clothing 700 924 450 225 225 $ (225) -50.0% Auto Mileage 420 310 400 400 400 $ - 0.0% Dues and Subscriptions 230 338 300 300 300 $ 0.0% Other Charges&Expense 97 - 250 250 250 $ 0.0% Total: Expense Costs $19,522 $30,515 $26,420 $26,475 $26475 $55 0.2°/a'' Total: Administration Costs $463,572 $486,097 $484,598 $548,105 $548105 $63,507 13.1%' Public Works-Refuse&Recycling Budget 2020 2020 2017" 2018 _2019 DEPT TOWN MGR Dollar, Percent .' Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Chance Personnel Salaries,Full-Time 68,690 29,189 27,778 28,033 28,033 255 0.9% Overtime 11,204 3,974 6,000 6,000 6,000 - 0.0% Longevity - Total: Personnel Costs $79,894 $33,163 $33,778 $34,033 + $34,033 + $266 0.80/0 Expenses Advertising - 178 10,000 6,000 6,000 (4,000) Contracted Services 681,052 665,640 680,000 720,000 720,000 40,000 5.9% Hazardous Waste Day 9,150 9,556 12,000 15,000 15,000 3,000 25.0% Materials&Supplies 61 30 550 550 550 - 0.0% Dumping Fees 529,601 569,094 605,000 620,000 620,000 15,000 2.5% Uniforms&Clothing 1,050 375 200 400 400 200 100.0% Total: Expense Costs $1,220,914 $1,244,874 $1,307,760 $1,361,960 ; $1,361,960 $64,200 4.1°/a;', Total. Refuse&Recycling Costs $1,300,808 $1,278,036 $1,341,628 $1,,396,983 $1„,396,983 $54,466 4.1%; - 177- Public Works-Streets &Sidewalks Budget 2020 2020, 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Salaries,Full-Time 357,394 440,103 480,210 472,139 472,139 (8,071) -1.7% Overtime 25,697 40,920 25,000 25,000 25,000 0.0% Summer Help Salaries - - 5,000 5,000 5,000 Salary Reserve - - - - - Total: Personnel Costs $383,091 $481,022 $610,210 $602,130 $602,130 (8,071) -1.611/0 Expenses Street Lighting 135,267 149,646 125,000 135,000 135,000 10,000 8.0% Engineering Services 1,435 41,250 30,000 30,000 30,000 - 0.0% Repairs&Maintenance 41,538 41,676 60,000 62,000 62,000 2,000 3.3% Equipment Rental/Lease - - - - - - 0.0% Advertising 2,224 1,032 - - - - 0.0% Contracted Services 68,435 53,278 60,000 80,000 80,000 20,000 33.3% Training&Education 1,291 635 2,000 2,000 2,000 - 0.0% Storm Water Permitting Mandate 32,865 - 37,000 45,000 45,000 8,000 21.6% Outside Detail 13,674 23,625 25,000 30,000 30,000 5,000 20.0% Materials&Supplies 23,859 28,253 40,000 40,000 40,000 - 0.0% Regulatory Street Signs 6,356 4,125 3,500 3,500 3,500 0.0% Road Oil&Bituminous 17,613 18,456 15,000 15,000 15,000 - 0.0% Uniforms&Clothing 6,125 7,500 7,600 7,000 7,000 (600) -7.9% Dues/Memberships&Subscriptions 925 650 1,000 1,000 1,000 - 0.0% Other Charges&Expenses 35,408 4,253 5,000 5,000 5,000 0.0% Capital Outlay 59,642 49,875 80,000 80,000 80,000 - 0.0% Total: Expense Costs $446,666 $424,262 $401,100 $636,600 $636,600 ' $44,400 9.0% Total: Street&Sidewalks Costs $829,747 $906,276 $11001'310 $1,037,630 $1,037,630 $36,329 3X% Public Works Structures &Grounds Budget 2020 2020 2017 2018 2010 DEPT TOWN M4R Dollar Percent F___ Ex_P...e Line Item ACTUAL ACTUAL i ADOPTED REQUESTED RECWD Change Change Personnel Salaries,Full-Time 199,841 218,060 226,291 239,039 239,039 12,748 5.6% Salaries,Part-Time - 17,215 17,504 18,636 18,636 1,132 0.0% Overtime 11,990 19,844 11,500 15,000 15,000 3,500 30.4% Summer Help Salaries 5,600 17,256 14,000 14,000 14,000 - 0.0% Longevity 525 - - - - - Salary Reserve - - 5,000 5,000 Total: Personnel Costs $217,966 $272,376 $269,296 $291,674 $291,674 $17,380 8,3%' Electricity 80,205 118,216 99,200 105,000 105,000 5,800 5.8% Heating Fuel 43,131 46,758 45,000 46,000 46,000 1,000 2.2% Water/Sewerage 7,000 5,561 - - - - 0.0% Engineering - 77,800 - - - 0.0% Repairs&Maintenance 38,141 28,335 37,000 35,000 35,000 (2,000) -5.4% Outside Professional Services 67,836 75,610 70,000 75,000 75,000 5,000 7.1% Advertising - - 300 200 200 (100) -33.3% Contract Services 77,639 63,366 50,000 55,000 55,000 5,000 10.0% Telephone 928 181 1,000 1,000 1,000 - 0.0% Materials&Supplies 18,644 18,058 21,000 25,000 25,000 4,000 19.0% Building Repairs&Maintenance 14,963 10,192 10,000 10,000 10,000 - 0.0% Uniforms&Clothing 2,525 2,813 3,570 3,200 3,200 (370) -10.4% Other Charges&Expenses - - - 200 200 200 #DIV/01 Construction 295,000 Capital Outlay - Total: Expense Costs $351,012 $741,891 $337,070 $366,600 $356,600 $18,630 S.6°/a'. Total: Structures&+Grounds Costs $568,968 $1,014,266 $606,366 $647,274 $647,274 $36,910 6.7% - 178- Public Works Vehicle Maintenance Budget 2020 2424 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED REDM'D Change Change Personnel Salaries,Full-Time 94,756 98,817 100,976 102,100 102,100 1,124 1.1% Salaries,Part-Time - - - 18,720 - Overtime 4,039 3,664 2,000 2,000 2,000 - 0.0% Longevity - - - Total: Personnel Costs $98,796 $102,481 $102,976 $122,820 $104,100 1,124 1.1"1a' Expenses Vehicle Maintenance 87,044 58,000 85,000 85,000 85,000 - 0.0% Contracted Services 6,283 30,073 20,000 22,000 22,000 2,000 10.0% Vehicle Supplies 53,687 51,789 50,000 50,000 50,000 - 0.0% Vehicle Fuel 23,430 (6,203) 38,000 35,000 35,000 (3,000) -7.9% Uniforms&Clothing 1,400 1,500 1,600 1,600 1,600 0.0% Dues/Memberships&Subscriptions - - 150 150 150 - Vehicle 115,899 67,912 78,000 98,000 98,000 20,000 25.6% Total: Expense Costs; $287,743 $203,070 $272,760 $291,760 i $291,760 19,000 7,0%; Total: Vehicle Maintenance Cost $386,638 $306,551 $375,726 $414,570 $396,860 20,124 5.4% Public Works -Snow&Ice Removal 2020 2020 2017 2018 2019 DEPT; "TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change + Change Personnel Overtime 89,283 201,990 100,000 110,000 110,000 10,000 10.0% Total: Personnel Costs $89,283 $201,990 $100,000 $110,000 $11,0,000 $10,000 10.0% Expenses Repaires&Maintenance 83,109 53,497 60,000 65,000 65,000 5,000 8.3% Equipment Rental/Lease 245,176 710,978 500,000 510,000 510,000 10,000 2.0% Telephone 47,791 13,961 16,200 18,000 18,000 1,800 0.0% Vehicle Fuel 32,089 66,806 70,000 70,000 70,000 - 0.0% Gravel&Sand 11,050 8,636 12,000 15,000 15,000 3,000 25.0% Salt 262,107 474,554 200,000 205,000 205,000 5,000 2.5% Other Charges&Expenses 6,754 57,827 8,000 7,000 7,000 (1,000) -12.5% Capital Purchases 82,850 38,067 - - Total: Expense Costs $770,926 $1,424,326 $866,200 $890,000" $890,000 $23,800 2.7%' Total: Snow&Ice Removal Coasts $860,209 $1,626,316 $966,200 $1,000,000 $1,000,000 $33,800 3.6% - 179- Public Works Personnel Listing FY17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE Department Title POS. POS. POS. PUS. +/( Adm instration 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 Project Manager 0.00 0.00 0.00 1.00 1 Town Engineer 1_0 1_0 1_0 1_0 0 Total Administration 6.76 5.76 6.75 6.75 1.00 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 1.60 1.60 1.60 1.60 4.00 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 1 1 1 1 0 Total Streets&;,Sidewalks 14.00 1!0.00 10.00 10.00 tlrtlfl 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 4.76 4.75 4.75 4.76 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 24.00 24.04 24.00 26.00 1.00 - 180- Public Works Departmental Revenue Title 2016 2017 2018 2019 2020 Revenue Sourse ACTUAL ACTUAL ACTUAL PROJECTED RECM'D Per ton Wheelabrator Host Comm Fee $1,544,007 $1,515,906 $1,607,132 $1,578,461 $1,591,405 Annual agreement Wheelabrator Annual Payment $295,683 $298,764 $304,717 $303,121 $306,910 Recyling fee collected 8'Fluorescent Bulbs $900 $0 $300 $0 $0 Recyling fee collected Oil Recycling $343 $314 $319 $0 $0 Recyling fee collected Paper Recycling $29,769 $20,772 $39,146 $0 $0 Recyling fee collected Tin&Aluminum $0 $0 $998 $0 $0 Recyling fee collected Recycling Fees(Cyr Recycle) $13,487 $10,641 $17,171 $45,000 $48,000 $1,884,189 $1,846,396 $1,969,783 $1,926,583 $1,946,315 Public Works Other Funding Fund Fund Name Funding Sourse Fund Type MGL Fund Uses Balance Roadway improv Andover/Osgood Andover/Osgood Grant Mass Highway Special Revenue C44 S53A Street $ 5,044 DPW Recycling Bins,Etc Fees for recycle bins Special Revenue C44 S53A Replenish recycle bins $ 1,579 Home Composting Fees for composting bins Special Revenue C44 S53A Replenish composting bins $ 1,154 DPW Field Maintenance donations Special Revenue C44 S53A Maintain athletic fields Town wide $ 1,765 Jared/N Sherwood Drive funds from developers Special Revenue C44 S53A To complete development work $ 15,450 Flag Fund donations Special Revenue C44 S53A Maintain Bradford Standpipe $ 5,164 construct sidewalks on existing Sidewalk Fund Subdivison Developers Special Revenue C44 S53A town roads $ 1,040 Form completion and acceptance of Foxwood Subdivision Foxwood Develper Special Revenue C44 S53A subdivision $ 27,871 To fund activity of the NA Solid Solid Waste Advisory Recycling of books Special Revenue C44 S53A Waste Advisory Committee $ 3,910 Removal of infiltration and inflow Sewer Mitigation Subdivison Developers Special Revenue C44 S53A from towns sewerage system $ 343,842 funds raised through taxes on gasoline and reditributed to cities Chapter 90 and towns State Chp 90 Road repairs and maintenance $ (119,351) - 181- HEALTH DEPARTMENT MISSION STATEMENT The mission of the Health Department is to protect and promote public health, the environment and wellbeing of the Town of North Andover residents, businesses and visitors. SIGNIFICANT CHANGES The Department is hiring a new Health Inspector. PRIOR YEAR ACCOMPLISHMENTS • Completing the transition to all online permit applications. • Continuing to improve 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 low cost food safety trainings for licensed food establishments. • Hosting food code trainings for all establishments as Massachusetts adopted the 2013 Federal Food Code from the 1999 food code. • Expanded the vaccine program and offer pneumonia vaccine, increased flu vaccine administration and will offer shingles vaccine. • Continued to assess the opioid epidemic through conversations with the Board of Health, other town departments and community and regional entities. Continuing collaboration with other departments and the Community Support Coordinator. • Increased awareness of the Sharps Recover Program by posting notice on the Town's website, working with the Fire Department and issuing community press releases. • Implemented, in conjunction with Youth & Recreation Services, a new Running Series for preschool age kids through third graders in the spring and fall. • Implemented 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 had Dr. Potee present on the adolescent brain and addiction at North Andover high school. Increased the Department's social media presence with outreach and posts. • The trash truck monitoring and enforcement program is increasing compliance and permitting. • Drafted and approved an addendum to the body art regulations to regulate on permit new procedures and services being offered by body art practitioners - ls2- FY20 GOALS • Implement a rental housing inspection program and rental occupancy permit to help protect tenants and landlords. • Review the need for drafting and adopting Animal Regulations. • Continue opioid and substance abuse outreach and education. • Continue the Board of Health guest speaker series. • Review and update all of the content on the Health Departments website. • Increase dumpster permits and ensure all dumpsters are permitted annually and inspected. • Purchase and install dog stations around town common and determine other areas that may also need them. • Sponsor adolescent and adult Mental Health First Aid training for employees and residents through various town departments. - 183- Health Department Budget 2024 2020 2017 2018 2019 DEP'T TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Salaries,Full-Time $ 213,210 $ 215,380 $ 221,810 $ 225,477 $ 225,477 $ 3,667 1.7% Wages,Part-Time $ 8,775 $ 7,575 $ 7,575 $ 8,165 $ 8,165 $ 589 7.8% Overtime $ - $ - $ - $ - $ - $ - Longevity $ 1,910 $ 1,250 $ 1,320 $ 1,410 $ 1,410 $ 90 6.8% Salary Reserve $ - $ - $ - $ 882 $ 882 $ 882 Total: Personnel Costs $ 223,896 $ 224,206 $ 230705 $ 236,933 $ 236,933 $" 6,228 2.3% Expenses Outside Professional Services $ 3,600 $ 3,600 $ 3,600 $ 3,600 $ 3,600 $ - 0.0% Advertising $ - $ - $ 400 $ 400 $ 400 $ 0.0% Contracted Services $ - $ 129 $ 280 $ 280 $ 280 $ 0.0% Training&Education $ 500 $ 959 $ 3,000 $ 3,000 $ 3,000 $ 0.0% Telepone $ - $ - $ 720 $ 720 $ 720 $ 0.0% Postage Services $ 271 $ 732 $ 400 $ 400 $ 400 $ 0.0% Office Supplies $ 298 $ 300 $ 300 $ 400 $ 400 $ 100 33.3% Printing&Forms $ 666 $ 280 $ 600 $ 700 $ 700 $ 100 16.7% Vehicle Fuel $ 290 $ 370 $ 400 $ 400 $ 400 $ - 0.0% Uniforms&Clothing $ 350 $ 200 $ 225 $ 675 $ 675 $ 450 200.0% Auto Mileage $ 400 $ 592 $ 750 $ 1,000 $ 1,000 $ 250 33.3% Total: Expense Casts $ 6,375 $ 7,162 $ 10,676 $ 11,676 $ 11,676 $ 900 8.4°la' Total Public Health Casts $ 230,271 $ 231,367 $ 241,380 $ 247,608 $ 247,608 $ 6,128 2.6% Health Department Personnel Listing FY17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE Department Title PPS. POS. POS POS. +1(-) General Fund Health Director 1 1 1 1 0 Health Inspector 0.8 0.8 0.8 0.8 0 Public Health Nurse 0.8 0.8 0.8 0.8 0 Department Assistant 1 1 1 1 0 Total 3.6 3.....6 3.6 3.6 0 Revolving Fund Health Health Inspector 0_2 0_2 0_2 0_2 0 Total 0.2 0.....2 0.2 0.2 -© - 184- Health Department Revenues 2016 2017 2018 2019 2020 Revenue Sourse ACTUAL ACTUAL ACTUAL PROJECTED RE M-D Health Permits $ 52,899 $ 54,170 $ 34,285 $ 57,000 $ 52,000 Weights and Measurers $ 4,878 $ 3,138 $ 4,556 $ 4,400 $ 4,400 $ 57,777 $ 57,308 $ 38,841 $ 61,400 $ 56,400 Health Department Other Funding Fund Fund Name Fund Type MGL Fund Uses Balance Hire food consultant to inspect food Health Dept Food Consultants Revolving C44 53E1/2 establishmens annually $ 42,674 Hire septic consultant to provide myriad of Health Dept Septic Consultants Revolving C44 53E1/2 septic inspections $ 39,353 various health and flu clinics as well as Health Dept Revolving Revolving C44 53E1/2 purchase medical supplies $ 27,805 Maintain and setup trash truck regulations and Wheelebrator-Public Safety Revolving C44 53E1/2 pay for police enforcement of regulations $ 123,827 - 185- ELDER SER VICES positive impact on the visibility of the Public Health Nurse, it has put a strain upon the availability of program space within the Senior Center. Identified need for proposed respite program. Program has now been scheduled for FY 2021 due to lack of current space availability. PRIOR YEAR ACCOMPLISHMENTS • Second annual community health fair which included 20 vendors and an estimated 350 seniors attended. Our keynote speaker was Neurologist MISSION STATEMENT Jonathan Jackson, MD. • On Veterans' Day, 100 meals were Elder Service creates an atmosphere that prepared at the Senior Center and acknowledges the value of human life, affirms delivered to homebound elders by four the dignity and self-worth of the older adult in volunteers and four drivers. the community and maintains an atmosphere of • Maintained the Hats 4 Vets and Hats 4 respect, trust, and support. Kids program with our knitting group, as well as young women from the SIGNIFICANT CHANGES Crochet Community Service Club in the Dominican Republic. Hats were The Commonwealth of Massachusetts State distributed to the Anne Bradford Early Funded Formula Grant was increased from Childhood Center, 12 crocheted $9.70 per older adult to $12.00 for a total of blankets were presented to the Reeds $64,140, a 23.71% increase over last year's Veterans Outreach Center and 5 baby grant. carrier blankets were delivered to the Pregnancy Care Center both located in The Board of Selectmen approved changes in Haverhill. the Senior Tax Work-off Program. Each • Maintained Intergenerational programs participant must complete 100 hours of service with participation from North Andover for an abatement of $1,200. With the IRS Youth&Recreation Services, Thomson mandated OBRA contribution of 7.45% School, Kittredge School, High School, combined with the Medicare tax of 1.45%, the and Middle School. participant's abatement for 100 hours of Tax • Maintained the annual Giving Tree Work-off is a net deduction in the amount of drive, by providing gift bags which $1,093.00 of their property tax. The Senior Tax were distributed to 100 homebound Work-Off program has been extended for a full seniors during the holiday season. Each year. This change has been very positive for all gift bag contained a Market Basket, the town departments that benefit from the Stop Shop or CVS gift card,ten greeting work off program. cards with postage stamps, along with various personal needs items that were The Health Department Public Health Nurse donated by various business partners was moved to the Senior Center conference within the community. room to support the hiring of a Community • Maintained growth of"Dementia Social Worker. As much as this has had a Friends" as part of the Dementia - ls6- Friends Massachusetts Initiative. Our FY 2020 goal will be to train 3 "Champions," (trainers,)which will go out into the • An increase of the Friendly Visitor community and create program by adding an additional Part workshops/seminars in order for North Time grant funded position. Andover to be "Dementia Friendly" • Initiate a memory cafe pilot in with a goal of training 250 people by partnership with area locations and end of 3rd quarter. vendors, which will provide a • Initiated Social Cultural Saturdays with welcoming memory making a place for the intent to promote cross-cultural and people living with memory changes. educational awareness. • Maintained and promoted through the • Partnering with community support Alzheimer's Association another Early coordinator and fire department to Stage Alzheimer's support group to promote senior wellness checks accommodate the increasing number of quarterly in various areas of the inquiries and waitlist for those wanting community. to participate. Currently, there are 20 • To create a comprehensive Community participants, which we are estimating Service Division, Multi-Department will increase by 50%by spring 2019. Organization Resource Guide by • Initiated and continued growth of September 1, 2019. community outreach efforts by • To create a division-wide (inward and partnering with the Accidental Food outward facing) Master Planning Bank to senior housing communities. Calendar by January 2020 to promote • Partnered with the Veterans resource sharing, optimize program Department to transport Veterans and offerings and increase their families in need of local food interdepartmental collaboration. banks by using Elder Services vans • To create a main Community Services twice monthly. Division launching web page to co- • Continued and maintained the growth market the Divisions and create a "one- of Friendly Visitor Program by stop-shopping" site for community scheduling quarterly Outreach Events programs for residents of all ages by to be held at each of the North Andover January 2020. Housing Facilities. The Friendly • To create a Community Services Visitor Program will include a variety Division Citizen Service database by of events to include, but not limited to March 2021, which will allow for all Instructional, Informational, Holiday departments to share information to Themes and Special Interest Topic(s) maximize the level of service delivery to be completed by September 2018, and resources available to North December 2018, March 2019, and June Andover residents and families. 2019. • Continuing collaboration with the Health Department to purchase shingles vaccines for seniors. - is7- Elder Services Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change '. Personnel Salaries,Full-Time $ 241,951 $ 237,675 $ 243,429 $ 246,821 $ 246,821 $ 3,392 1.4% Wages,Part-Time $ - $ - $ - $ 1,693 $ 1,693 $ 1,693 Longevity $ 3,550 $ 4,650 $ 4,650 $ 5,150 $ 5,150 $ 500 10.8% Salary Reserve $ - $ - $ - $ - $ - $ - Total: Personnel Costs $ 246,601 242,32E $ 248,079 $ 263,664 $ 263,664 $ 6,686 2.3% Expenses Repairs&Maintenance $ - $ 23 $ - $ - $ - $ - 0.0% Equipment Rental/Lease $ 1,982 $ 2,626 $ 2,676 $ 2,776 $ 2,776 $ 100 3.7% Training&Education $ 230 $ 855 $ 2,000 $ 2,000 $ 2,000 $ - 0.0% Telephone $ 1,136 $ 1,079 $ 1,037 $ 1,038 $ 1,038 $ 0 0.0% Postage Services $ 2,427 $ 1,564 $ 2,300 $ 2,500 $ 2,500 $ 200 8.7% COACommunity Education $ 1,634 $ 450 $ 1,000 $ 1,000 $ 1,000 $ - 0.0% Health Clinic $ 4,425 $ 4,330 $ 4,500 $ 4,500 $ 4,500 $ 0.0% Social Activities $ 3,790 $ 6,015 $ 4,000 $ 4,000 $ 4,000 $ 0.0% Mental Health Lectures $ 150 $ - $ 1,250 $ 1,250 $ 1,250 $ 0.0% Office Supplies $ 10,003 $ 7,548 $ 6,000 $ 6,000 $ 6,000 $ 0.0% Vehicle Fuel $ 2,598 $ 2,971 $ 6,000 $ 6,000 $ 6,000 $ 0.0% Uniforms&Clothing $ 350 $ 400 $ 450 $ 900 $ 900 $ 450 100.0% Auto Mileage $ 1,255 $ 1,519 $ 1,500 $ 1,500 $ 1,500 $ - 0.0% Dues/Memberships&Subscriptions $ 1,305 $ 1,324 $ 1,544 $ 2,000 $ 2,000 $ 456 29.5% Other Charges&Expense $ - $ 3,120 $ - $ - $ - $ - 0.0% New Programs $ - $ - $ 15,000 $ - $ - $ (15,000) 0.0% Total Expense Costs $ 31,286 $ 33,823 $ 49,267 36,483 $ 36,463 $ (13,794) -28.0% Total: Elder Services Costs $ 276,787 !$ 276,148 $ 297,336 289,127 $ 289,127 (8,209) 2.8%;, Elder Services Personnel Listing FY17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE Department Title POS. POS. POS. POS. +1(-) 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 - iss- Elder Services Other Funding Fund Fund Name Funding Sourse Fund Type MGL Fund Uses Balance COA Elder Affiars Grant State Grant Special Revenue Part time salaries, Reception postion, C44 53A Nutrition Site Coorinator, Data Entry Clerk $ 34,719 COA Revolving Program fees Revolving C44 53E1/2 Help fund part time staff $ 10,656 COA Elder Donations Donations Special Revenue Service activites, special function C44 53A entertainment, staff development,etc. $ 10,994 COA Water Cooler Donations Donations Special Revenue C44 53A to purchase bottled water for water cooler $ 419 Friends of the North Andover Senior Center Inc Their mission is to promote, sponsor and support programs and services whose primary activities are by and for the senior population of the town of North Andover in accordance with the goals and policies of the North Andover Council on Aging.: The Friends is a group of concerned individuals working to create awareness, to educate and identify senior needs. The Friends support the older adult within the North Andover community by providing financial transportation assistance,emergency funds for utility support social events and scholarship support. - 189- • With the help of IT Director Chris McClure, implemented an online request YOUTH & RECREATION system for renting town fields. SERVICES PRIOR YEAR ACCOMPLISHMENTS • Implemented a Mentor Volunteer Program (MVP) connecting high school mentors with middle school mentees. r �� w'� • Migrated to our new security/surveillance �w ( system. ` Installed two cell boosters to improve cell service in the Youth Center. • For the 4fh year in a row, the Stevens Pond Bathing Beach facility operated without B J any closures. u ,.,i,r �' I� c ,1 ����� �n AN • A guard shack and kayak/canoe rack constructed by NA Eagle Scouts were MISSION STATEMENT added to Stevens Pond. The mission of North Andover Youth & • 2018 Thanksgiving Drive serviced 80 Recreation Services is to provide the North Andover families. community, youth and their families with staff, • 2018 Holiday Drive serviced 250 North resources and programs with the goal of Andover youth. empowerment and building self-esteem. The • In collaboration with NA Public Schools, positive experience of this involvement enriches and strengthens the fabric of our conducted a Gift Card Drive to support community for today and a lifetime. families affected by the gas crisis. • Experienced a major increase in usage of SIGNIFICANT CHANGES online registrations for memberships and • Increased collaboration with other programming. Merrimack Valley non-profits. • Received $25,000 grant from the State to • NAYRS and NAPS signed a begin MVP Mentoring program and Memorandum of Understanding to recreation services. communicate regarding NAPS students • Successfully established the Youth who attend NAYRS programs. Centered podcast. • Successfully relocated the Summer Fun • The JNHYC, Inc. held another successful Atkinson School location to Sargent auction, annual fund campaign, and School. carnival, and awarded $12,000 in • Added the ability to rent canoes to the membership scholarships and $15,000 in Stevens Pond Bathing Beach facility. college scholarships to high school seniors. - l9o- • 81h Grade membership is up 20% over last year. • Addition of social/emotional programming at the Youth Center. • Successfully piloted a collaborative youth track program with the NA Health Department. • Expanded popular Girls Week program to serve 45 middle school girls. • Continued to be cutting edge with our social media. FY19 GOALS • Recreation complex goes out to bid this fiscal year, and construction of complex begins Spring 2019 through FY2020. • Complete Community Organization Resource Guide by September 1, 2019. • Continue preliminary plan for Youth Center expansion that is being considered for FY22 budget by March 1, 2020. - 1�1- Youth &Recreation Services Budget 2424 202© 2017 2018 2019 DEPT TOWN MGR Dollar; Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED REGM'D Change Change Personnel Salaries,Full-Time $ 242,745 $ 254,443 $ 273,884 $ 282,964 $ 282,964 $ 9,080 3.3% Lifeguards $ 36,377 $ 36,592 $ 38,000 $ 40,760 $ 40,760 $ 2,760 7.3% Longevity $ 1,975 $ 2,325 $ 2,325 $ 2,575 $ 2,575 $ 250 10.8% Salary Reserve $ - $ - $ - $ - $ - $ - Total: Personnel Costs $ 281,097 $ 293,360 $ 314,209 $ 326,299 $ 326,299 $ 12,090 3.8% Expenses Repairs/Maintenance $ 17,336 $ 17,406 $ 13,989 $ 21,304 $ 21,304 $ 7,315 52.3% Equipment Rental Lease $ 3,707 $ 3,881 $ 4,400 $ 4,950 $ 4,950 $ 550 12.5% Contracted Services $ 963 $ 3,463 $ 5,113 $ 11,853 $ 11,853 $ 6,740 131.8% Training&Education $ 1,295 $ 1,845 $ 3,000 $ 3,000 $ 3,000 $ - 0.0% Telephone $ 1,056 $ 1,079 $ 1,200 $ 1,100 $ 1,100 $ (100) -8.3% Postage Services $ 400 $ 700 $ 700 $ 500 $ 500 $ (200) -28.6% Office Supplies $ 2,066 $ 1,880 $ 2,000 $ 2,200 $ 2,200 $ 200 10.0% Printing&Forms $ 1,635 $ 1,463 $ 1,700 $ 1,900 $ 1,900 $ 200 11.8% Vehicle Fuel $ 778 $ 909 $ 1,900 $ 1,600 $ 1,600 $ (300) -15.8% Dues/Memberships&Subscriptions $ - $ 75 $ 200 $ 200 $ 200 $ - 0.0% Other Charges&Expenses $ $ - $ - $ - $ - $ Vehicles $ $ - $ - $ - $ - $ Total: Expense Costs $ 29,236 $ 32,701 $ 34,203 $ 48,608 $ 48,608 $ 14,406 42.1% Total: Youth Services Costs $; 310,333 326,061 $ 348AII $ 374,907 $ 374,907 $ 26A95 7.6°/u', Youth&Recreation Services Personnel Listing FY17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE Department Title PUS. POS. PUS, POS. +/(-) 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& Recreation Services Departmental Revenue 2016 2017 2018 2019 2020 Revenue Sourse' ACTUAL ACTUAL ACTUAL PROJECTED RECKD Bathing Beach Receipts $ 33,170 $ 32,031 $ 32,031 $ 32,000 $ 28,000 - 192- Youth & Recreation Services Other Funding Fund F- FundingSuurse Fund Type MGL Fund Uses Balance Pays for program supplies and part Youth Services Revolving Revolving Fund C44§53E1/2 time staff $ 304,008 Building related J Hermann Youth Center Donation C44§53A repairs $ 7,880 Recreational Recreation Programs Revolving Fund C44§53D program expense $ 8,897 - 193- VETERANS SER VICES MISSION STATEMENT To keep the promise of President Abraham Lincoln: To care for the Veteran, his widow and his orphan. The Veterans Services Department is to advocate on behalf of all the Commonwealth's Veterans and their family members in providing them with quality support services and to manage an emergency as well as a static financial assistance program for those Veterans and their dependents that are in need of benefits and services as outlined in the provisions of Chapter 115 of the General Laws. SIGNIFICANT CHANGES On August 8, 2018, Governor Baker signed into law "The Brave Act", introducing another set of improvements which strengthen services and supports for veterans, their families and includes changes to existing legislation to include bonuses paid to the families of deceased Veterans. The Brave Act also closes many loopholes in The Valor Act diversion program that was meant to help our Veterans who are dealing with PTSD and other issues from their service to our country. 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 August. The eligibility of each veteran or widow must be verified annually. Also $199 Million Dollars are being allocated for a 154 bed renovation of the Chelsea Soldiers Home. The Brave Act also increases the Veterans tax write off program from $1000.00 to $1500.00. PRIOR YEAR ACCOMPLISHMENTS • This office has established food bank delivery to our Veterans and their spouses. The food bank consists of fresh vegetables and high quality donations. The recipients are our districts low income Veterans and their families. Changes from last year include that Crystal now tracks and submits the names of recipients. The mobile food market is now being delivered by Veterans Tax Write off program. • Increased working relationship with the North Andover Senior Center, and the newly hired Community Support Coordinator. This office makes referrals to both of these offices during client interaction. • 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 6 Veterans, of North Andover in a new career, complete with needed training for the position. This has taken some of the younger c115 recipients off of c115 benefits, paid through the town and helped these veterans to become self-sufficient. • 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 Administrations S.A.V.E. team to coordinated services for this homeless Veteran. This office was also able to collaborate with the Veterans Northeast Outreach program located in Haverhill to - 194- assist these Veterans in financial stability. This office was also able to coordinate clinical services through the Lowell Vet Center to these Veterans. Through these collaborations this office was able to foster positive relationships with these community partners. • 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 20 GOALS • This office will create an easy to use checklist mechanism through ensure services are thorough and not only address the crisis or particular situation the Veteran or care partner is going through at that moment. In this way this office can ensure complete use of assets to assist the Veteran or care partner. • Veterans Services will coordinate with the Elder Services Dept. to transport Veterans and their families in need to local food banks to maximize town resources. Volunteers from Veterans Services trained in use of the Elder Services Vans will transport them to and from these facilities twice monthly 2020 Community Services Division Goals • Fo clean: a comps ehensiVe Community Service Division, Multi-Department O ganiza11011 Resource Guide by September- 1, 2019; • Fo create a diNision-i6de (inward and otim-ard leasing) Master Planning Calendar byJailual 2020 to promote resource sharing, optimize program offerings and increase interdepartmental eollaboratioll; • Fo create a main Community Services DINIsion launching iveb page to co-rrlarket thy: Departments and create a "one-stop-shopping" site for community programs for residents of all ages by Ja11ua11 2020.; and • Fo create a Community Services DINIsion Citizen Service database by March 2021, ii-hich will allow for all departments to share: information to maximize: the level of deliVeii' of services and resources available to North Andover-residents and families. - 195- Veterans Services Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR dollar Percent Expense Line Item ACTUAL i ACTUAL ADOPTS? REQUESTS? i RECM'D Change Change Personnel Salaries-Full Time $ 52,589 $ 45,707 $ 54,127 $ 55,210 $ 55,210 $ 1,083 2.0% Salaries-Part Time $ 19,276 $ 19,998 $ 18,611 $ 19,033 $ 19,033 $ 421 2.3% Stipend,Graves Officer $ - $ - $ - $ - $ - $ - Longevity $ $ $ $ - $ - $ Salary Reserve $ $ $ $ 381 $ 381 $ Total: Personnel Costs $ 71,866 $ 65,706 $ 72,739! $ 74,623 $ 74,623 ,$ 1,604 2.6% Expenses Training&Education $ 2,170 $ 2,340 $ 2,400 $ 2,400 $ 2,400 $ - 0.0% Patriotic&Civil Celebrations $ 1,923 $ 1,648 $ 2,000 $ 2,000 $ 2,000 $ 0.0% Rental of Veterans Quarters $ 277 $ - $ 1,200 $ 1,200 $ 1,200 $ 0.0% Graves Registration $ 2,620 $ 2,767 $ 4,000 $ 4,000 $ 4,000 $ 0.0% Telephone $ 518 $ 540 $ 1,380 $ 1,380 $ 1,380 $ 0.0% Postage $ 202 $ 208 $ 600 $ 700 $ 700 $ 100 16.7% Office Supplies $ 1,995 $ 1,528 $ 1,600 $ 1,600 $ 1,600 $ - 0.0% Auto Mileage $ 1,049 $ 613 $ 1,000 $ 1,000 $ 1,000 $ 0.0% Dues&Subscriptions $ 200 $ 85 $ 250 $ 250 $ 250 $ 0.0% Veterans Benefits $ 234,658 $ 229,827 $ 325,000 $ 325,000 $ 325,000 $ 0.0% Other Charges and Expense $ 3,281 $ 3,907 $ 2,300 $ 2,300 $ 2,300 $ Capital Outlay<$5,000 $ - $ - $ $ $ $ Totals Expense Costs $ 248,893 $ 243,463 $ 341,730i $ 341,830 $ 341,830 $ 100 0.0% Total: Veterans Benefits Costs $ 320,768 $ 309,168 $ 414,469 $ 416,453 $ 416,463 $ 1,604 0.5% Veterans Services Department Revenue 2015 2016 2017 2018 2019 Revenue Sourse ACTUAL ACTUAL ACTUAL ACTUAL ADOPTED Veterans Benefits(Boxford) $ - $ 37,118 $ 17,258 $ 16,427 $ 17,200 *FY15 receipts was not received until FY16 Veterans Services Departmental Revenue 2016 2017 2018 2019 2020 Revenue Sourse ACTUAL ACTUAL ACTUAL PROJECTED i RECM'D Veterans Benefits(Boxford) $ 37,118 $ 17,258 $ 16,427 $ 18,593 $ 17,200 *FY15 receipts was not received until FY16 - 196- STEVENS library services in 6 elementary school buildings. However, the shared position was MEMORIAL LIBRARY only one facet of the Stevens / NAPS partnership. While this particular position has I� evolved, the partnership is stronger than ever. PRIOR YEAR ACCOMPLISHMENTS "�`�� %�%;;� • The Children's picture book collection will be reviewed for materials to keep at Stevens and materials suitable to "seed" the new Kindergarten Building library while maintaining a solid collection at Stevens. Successfully t�,w u,:. .,. F, � ' � seeded the new Anne Bradstreet l � Kindergarten Library with approximately 1,000 picture books. MISSION STATEMENT Additionally, more shelving units were placed in the elementary schools. The Stevens Memorial Library is committed to . provide outreach to diverse North enhancing the quality of life for our diverse Andover locations by having three community and is free and open to all. The `pop-up library" events. The Stevens Library is a hub fostering literacy and lifelong Memorial Library Teen Librarian learning opportunities providing access to cohosted the monthly North Andover materials and resources, technology,programs High School Book Discussion with the and space for people to connect engage and High School Library Media Specialist learn. in the High School Library during the SIGNIFICANT CHANGES lunch periods. The Library participated in the annual Sheep Shearing on the The Library was one of the buildings effected Common. The Library was part of the by the September 13"natural gas emergency in Kindergarten Registration events and North Andover. The Library operated its full joined the Senior Centers Health Fair, schedule, including programs, for nearly 59 using all of these opportunities to promote the Library, its many days without its gas supply. Major kudos are resources, and how to use them. due to the staff and patrons for this impressive response to a difficult situation. As cold • Expand the Library's adult services by weather approached, the Library made adding pathfinders on 3 subject areas modifications to a few windows to install an relevant to North Andover residents. external, alternative heating solution. When the The Library added weekly Tech Help gas service was restored, all modifications were Drop-in sessions and a quarterly Tech returned to their original state. Topics speaker program. New handouts The summer marked the end of the Stevens / range from New device?Start here to E- North Andover Public Schools (NAPS) Shared Library options, to Freegal music. Librarian position. With the opening of the Featured programs were Cybersecurity, Bradstreet School, the school district needed 3 Digital Photography, and Cutting the full-time library media specialists to provide Cord: alternative streaming services. - 197- • Expand North Andover Schools (NAPS) • Expand Library's outreach by partnership. The Library hosted several partnering with North Andover town special events for North Andover departments and committees. First time School District, ranging from a partners this year were the Town's neighborhood meeting for the incoming Sustainability Committee, offering a Superintendent, to Kindergarten meet film series at the Library, and the North and greet days while the Bradstreet Andover Police Dept.'s (NAPD) building was under construction, and Animal Control Officer, offering an the Educators Hall of Fame Reception. Animal Education Series. The first Stevens and the School District co- NAPD program, Birds of Prey, drew a sponsored the 2nd Annual North large crowd. Andover Race Amity Day. Stevens helped locate items for North Andover • Expand STEM and STEAM awareness High School's new Archive and History utilizing the LSTA Grant awarded to the Learning Lab. And, Stevens' news Library. Stevens' $7,500 Federal reach was greatly extended by having its Library Services and Technology Act own column now in the (LSTA) grant purchased a number of Superintendent's monthly newsletter to mini-robot and engineering kits for the NAPS families. Children's collection. As part of Stevens Library of Things, they can be • Expand patron materials in new areas. borrowed by patrons. The North Along with the addition of STEM kits Andover Middle School (NAMS) 6fh for patrons, Stevens' Library of Things grade Science Teachers visited the added its first music instruments(guitar, Library to learn about the kits and later banjo, and ukulele) and a telescope. borrowed them for classroom use. FY20 GOALS • Share STEM expertise with others beyond the library community. • Enhance patron awareness of Library Stevens' Head of Children's Services services by increasing Stevens' media was a co-presenter twice this year in presence, literature, and at least 3 state-wide events for educators. Both programs held outside the Library presentations demonstrated the building. partnership between apublic library and a public school district. Stevens, the • Enhance Children's Services by NAPS Library Media Specialists, and reorganizing the Children's collection to the NAPS K-12 STEM Director, make it more accessible to patrons, presented at the MassCUE including creating Picture Book City by (Massachusetts Computer Using March 1, 2019. Educators) Conference and at the Massachusetts STEM Summit • To create a comprehensive Community Conference. Their work this year is a Service Division, Multi-Department result of 2 grants, a Stevens' grant with Organization Resource Guide by NAPS as a partner, and an NAPS grant September 1, 2019. with Stevens and Merrimack College's McQuade Library Educational Resource Center as partners. - l9s- Stevens Memorial Library Budget 2020 2020 2017 2018 2019 Dept Town Mgr Dollar Percent Ex ense Line Item ACTUAL ACTUAL ADOPTED Requested Recm'd Change Chan e Personnel Salaries-Full-Time $ 376,459 $ 412,865 $ 452,035 $ 440,945 $ 440,945 $ (11,090) -2.5% Salaries-Part-Time $ 305,212 $ 309,965 $ 303,331 $ 321,670 $ 324,968 $ 21,637 7.1% Overtime $ 16,522 $ 9,876 $ 5,000 $ 15,558 $ 15,558 $ 10,558 211.2% Longevity $ 3,652 $ 4,742 $ 4,808 $ 5,352 $ 5,352 $ 544 11.3% Sunday Time/Bonus $ 18,846 $ 23,740 $ 26,270 $ 26,270 $ 26,270 $ - 0.0% Salary Reserve $ - $ - $ - $ 12,211 $ 12,211 $ 12,211 Total: Personnel Costs $ 720,690 $ 761,188 791,444 822,006 $ 826,303 $ 33,860 4.3%' Expenses Electricity $ 28,939 $ 27,642 $ 27,500 $ 27,500 $ 27,500 $ - 0.0% Heating Fuel $ 10,111 $ 8,435 $ 9,700 $ 9,700 $ 9,700 $ 0.0% Water $ 1,691 $ 1,757 $ - $ - $ - $ 0.0% Repairs&Maintenance $ 5,842 $ 6,443 $ 7,000 $ 7,000 $ 7,000 $ 0.0% Equipment Rental/Lease $ 2,068 $ 2,068 $ 2,412 $ 2,412 $ 2,412 $ 0.0% Contracted Services $ 41,768 $ 42,464 $ 52,048 $ 42,464 $ 42,464 $ (9,584) -18.4% Software Licenses $ 11,687 $ 11,775 $ 11,625 $ 11,700 $ 11,700 $ 75 0.6% Conference/Meetings $ - $ 775 $ - $ - $ - $ - 0.0% Telephone $ 712 $ 1,206 $ 1,500 $ 1,750 $ 1,750 $ 250 16.7% Postage Services $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - 0.0% Office Supplies $ 4,072 $ 6,282 $ 4,000 $ 4,000 $ 4,000 $ 0.0% Materials&Supplies $ 4,881 $ 4,255 $ 4,000 $ 4,000 $ 4,000 $ 0.0% Building Repairs&Maintenance $ 12,550 $ 13,120 $ 14,100 $ 14,100 $ 14,100 $ 0.0% Vehicle Fuel $ 42 $ 28 $ 100 $ 75 $ 75 $ (25) -25.0% Periodicals $ 8,060 $ 8,038 $ 8,350 $ 8,350 $ 8,350 $ - 0.0% Books $ 85,865 $ 100,044 $ 95,000 $ 100,000 $ 100,000 $ 5,000 5.3% AV/Electronic Materials $ 48,012 $ 48,298 $ 50,000 $ 55,000 $ 55,000 $ 5,000 10.0% Uniforms&Clothing $ 2,538 $ 3,425 $ 4,143 $ 4,230 $ 4,230 $ 88 2.1% Auto Mileage $ 544 $ 936 $ 600 $ 700 $ 700 $ 100 16.7% Equipment Technology-Replacement $ - $ - $ - $ - $ - $ - Total: Expense Costs $ 270,383 $ 287,991 $ 293,078 $ 293,981 $ 293,981 $ 904 0.3%' Total: Library Costs' $ 991,073 $ 1,049,180 $ 1,084,621 $ 1,116,987 1,119,286 $ 34,763 3.2%'. - 199- Stevens Memorial Library Personnel Listing FY17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE' Department Title PUS. PUS. PUS. PUS. +/(-) 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 0.5 0 Library Assistant 2.8 3.1 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 1.1 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 0.4 0.5 0.6 0.6 0.0 Assistant Children Librarian 0.5 0.5 0.5 0.5 0 Technical Sery&Ref Librarian 0.5 0.5 0.5 0.5 0 Shared Staff with School 0.5 0.5 0.5 0.5 0 Total 15.1 15.43 15.53 15.53 0.0 Stevens Memorial Library Departmental Revenue 2016 2017 2018 2019 2020 Revenue Sourse ACTUAL ACTUAL ACTUAL PROJECTED RECWD Library Fines $ 2,314 $ 2,490 $ 2,975 $ 1,263 $ *We do not budget for Library Fines,these are misc receipts for lost books and other materials Stevens Memorial Library Other Funding Fund Funding Sourse Fund Type MGL fund Uses Balance Library Donations Revolving Fund C44§53EA Misc Library supplies $ 5,050 Library equipment and other items Library State Aid Revolving Fund C44§53EA as needed $ 90,130 Staff professional development, replace furniture and other items as •Library Trust Funds Trust needed $ 787,378 *Library Trust is owned and managed by the Trustee's of the Library -200- ADMINISTRATIVE SUPPORT SERVICES MISSION STATEMENT Administrative Support Services consists of the purchasing function and the Community Support Coordinator. 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. The North Andover Community Support Coordinator serves the biopsychosocial needs of the North Andover Community by intervening in crisis situations to provide stabilization services. Additionally, the office collaborates with municipal departments,the school department and other partners to support the provision of town-wide support services. SIGNIFICANT CHANGES The position of Community Support Coordinator was added to Administrative Support Services. PRIOR YEAR ACCOMPLISHMENTS Purchasing: • To digitize purchasing documents and records so that they can be more easily stored and searched by December 31, 2018. Community Support Services: • The Community Support Services office provided crisis intervention services to seventeen North Andover families, collaborated with the NA Public Schools to provide two educational workshops to parents, collaborated with NA Police department in hosting the National Drug Take Back Day activities, and partnered with Lawrence Police Department in facilitating a weekly regional provider meeting that intervened in one hundred twenty seven high-risk situations in the Merrimack Valley. FY20 GOALS Purchasing: • To develop a Procurement Handbook for use by town employees outlining procurement procedures and an overview of applicable state laws in order to implement a standardized method for municipal departments to obtain quotes, bides or proposals for the purchase of goods and/or services by June 30, 2020. • To obtain Massachusetts Certified Public Purchasing Official (MCPPO) designation by December 31, 2019. Community Support Services: -201- • To create a comprehensive Community Service Division, Multi-Department Organization Resource Guide by September 1, 2019; • To create a division-wide(inward and outward facing) Master Planning Calendar by January 2020 to promote resource sharing, optimize program offerings and increase interdepartmental collaboration; • To create a main Community Services Division launching web page to co-market the Departments and create a "one-stop-shopping" site for community programs for residents of all ages by January 2020; • To create a Community Services Division Citizen Service database by March 2021, which will allow for all departments to share information to maximize the level of service delivery and resources available to North Andover residents and families; and • To create ongoing community assessment tools to inform the development and implementation of community-wide, evidence-based support programs for residents in need by September 2019. -202- Administrative Support Budget 2020 2020 2017, 2018I 2019 DEPT TOWN MGR Dollar Percent ' Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Salaries,Full-Time $ 144,426 $ 54,920 $ 130,950 $ 133,569 $ 133,569 $ 2,619 2.0% Longevity $ 1,163 $ 763 $ 763 $ - $ - $ (763) -100.0% Announcement of Retirement $ - $ - $ 32,480 $ 35,510 $ 35,510 $ 3,030 Total: Personnel Costs $ 146,689 66,683 $ 164,192 169,079', $ 169,079 $ 1,866 3.00/6 Expenses Advertising $ - $ 152 $ 250 $ - $ - $ (250) 0.0% Training&Education $ 1,038 $ 2,749 $ 1,100 $ 2,600 $ 2,600 $ 1,500 136.4% Telephone $ 480 $ 480 $ 480 $ - $ - $ (480) -100.0% Postage $ 22 $ 46 $ 250 $ 100 $ 100 $ (150) -60.0% Office Supplies $ 233 $ 97 $ 250 $ 250 $ 250 $ - 0.0% Printing and Forms $ 829 $ - $ - $ 200 $ 200 $ 200 0.0% Auto Mileage $ 251 $ 230 $ 300 $ 100 $ 100 $ (200) -66.7% Dues&Subscriptions $ 156 $ 159 $ 300 $ 1,970 $ 1,970 $ 1,670 556.7% Other Charges&Expense $ 200 $ 217 $ 250 $ 100 $ 100 $ (150) -60.0% Total: Expense Costs $ 3,208 $ 4,131 $ 3,180 $ 6,320 $ 6,320 $ 2,140 67.3% Total: Adm n Support Costs $ 148,797 $ 69,814 $ 167,372 $ 174,399 $ 174,399 $ 3,996 4.r/4 Administrative Support Personnel Listing FY17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE Department Title POS, PCIS. POS. PCIS. Administrative Suppport Director 0.5 0.5 0.5 0.6 0.1 Payroll Coordinator 1 0 0 0 0 A/P Clerk 0 0 0 0 0 Community Support Coordinator 0 0 1 1 0 Total 1.5 0.5 1.5 1.6 0.1 Auditing Budget 2020 2020 2017 2018 2019' DEPT TOWN MGR Dollar Percent'' Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECOWD Change Change! Expenses Auditing Services 54,600 54,080 55,000 50,000 $50,000 (5,000) -9.1% Total: Expense Costs $54600 $554,080 $55,000 $50,000 $50,000 -$5,000 -9.1% Total: Auditing Costs $54600 $54,080 $55,000 $50,000 $50,000 -$5,400 -9.1%' -203- 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 support 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 that sustain, enhance, and extend the delivery of high quality, customer-focused service. In support of this mission, the Department is tasked with primary responsibility for long-range planning; resource acquisition and integration; network security, reliability and continuity for all Municipal & School operations. SIGNIFICANT CHANGES The Technology Department created a new Social Media Intern position in FY2019. The 10 hour per week position is responsible for developing content and managing all of North Andover's social media channels. The position has significantly increased the quality,quantity,and engagement of social media posts. This increased social media presence was effective in communicating to residents during the Columbia Gas Explosion in September 2018. The Technology Department also expanded the Administrative Assistant position to Administrative/Technical Assistant to recognize the evolution of that role. PRIOR YEAR ACCOMPLISHMENTS • Awarded Massachusetts Community Compact Grant to complete Government and IT Continuity of Operations Plans. • Helped successfully migrate end of life MA state CAMA assessing software to Patriot CAMA software. Linked Patriot to permitting system and online property lookup dashboard. • Upgraded the two end of life town firewalls, eliminated end of life bandwidth concatenaters, increased total bandwidth from 750mbs to 950mbs, and upgraded VPN clients and services for all town and school networks. Installed and configured the firewall monitoring virtual appliance for better insight into web activities. The school was able to save money terminating Umbrella web filtering and using the new firewall filtering instead.Upgraded network switches at Franklin, Sargent and Atkinson School from 1GBps to IOGBps connection to the core. • Implemented RAVE alerts and Smart911 public safety profile systems. Increased enrolled citizens from 400 in the old system to over 2000 in the new system. Coordinated media outreach campaign and ongoing assistance resources at the senior center and library. • Assisted the Town Clerk's Office with the deployment, support, and maintenance of electronic Poll Pads. The Poll Pads were used without issue at the Special and Annual Town Meetings in 2018 along with the early voting. The Poll Pads greatly improved the efficiency of checking in voters and will continue to be used in FY 2020. -204- • Helped successfully negotiate the Verizon PEG Access Cable contract renewal. This increased operating funding for NACAM from 2.7% of gross revenue to 4%for both Verizon and Comcast cable contracts. • Assisted the Clerk and Planning offices in the codification of the Town Charter and Bylaws. This resulted in a standardized and continually updated online tool and mobile app to make accessing these documents easier. • Implemented GETS/WPS priority/emergency cell phone routing registration for all town cell phone users. This allows priority access and prioritized processing of phone calls in times of emergency. This feature was used by public safety personnel during the Columbia Gas Fires in September 2018. • Played an integral role in the management of the Columbia gas crisis. Organized and staffed technology component for remote gas crisis claims center in abandoned commercial space, produced timely social media posts to keep public up to date, designated website page for all gas related updates, fielded heavy traffic through website chat line to keep constituents informed, created real time street listing database to inform residents of when they could safely return home. • Installed cell phone boosters at NA Youth Center and Public Works to increase reception for employees and constituents. Upgraded BOS meeting room projector and AV equipment. Replaced the town hall data center core UPS system. • Managed network connectivity for the new Anne Bradstreet Early Childhood Center. • Installed all new patron zero clients and monitors for the Library. Upgraded the Children's patron computers to the new Userful cloud platform as a pilot program. • Upgraded the PRI phone trunks to fiber for all town and school sites. • Installed a Virtual Wireless LAN controller and upgraded all the remaining wireless access point devices to the latest 2702 models. -205- Information Technology Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECOWD Change Chan`e Personnel Salaries,Full-Time 537,755 560,652 589,768 612,081 612,081 22,313 3.8% Salaries-Part Time - - - - - - Longevity 3,425 3,925 3,325 4,325 4,325 1,000 30.1% Salary Reserve - - - - - - Total Personnel Costs ! $541,180 $564,577 $593,093 $616,406 $616,406 $23,313 3.9% Expenses Network 130,000 159,978 165,640 148,000 148,000 (17,640) -10.6% Repairs&Maintenance 20,000 20,000 20,000 20,000 20,000 - 0.0% Outside Professional Service 312,100 290,500 300,000 313,200 313,200 13,200 4.4% Software Licenses 88,930 107,916 96,400 111,350 111,350 14,950 15.5% Training&Education 17,825 18,000 18,000 18,000 18,000 - 0.0% Telephone 32,000 24,907 25,300 27,000 27,000 1,700 6.7% Postage 1 - - - - - 0.0% Office Supplies 1,499 1,800 1,800 1,500 1,500 (300) -16.7% Uniforms 175 200 225 - - (225) 0.0% Auto Mileage 2,050 2,500 1,200 1,200 1,200 - 0.0% Dues and Subscriptions 300 - - - - Equipment Technology-Replacement 100,000 100,000 100,000 100,000 100,000 0.0% Total: Expense Costs $704,880 $725,800; $728,565' $740,250 $740,250 $11,685, 1.6q/o'' Total: Inform ationTenhnology'Costs $1,246,060 $1,290,377! $1,321,658 $1,356,656 $1,356,656 $34,998 2.6q/a', Information Technology Personnel Listing F 17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE Department Title PUS. POS. PUS, POS. +/(-) Information Technology IT Director Town 1 1 1 1 0 IT Director-School 0.4 0.4 0.6 0.6 0 Network Engineer 1 1 1 1 0 IT Systems Support 6 7 7 7 0 Total 8.4 9.4 9.6 9.6 0 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 $ 16,150 To support the institutional Comcast Revolving Fund C44§53A network $ 18,110 -206- FA CILI TIES MANA GEMENT MISSION STATEMENT To provide safe, functional and efficient building facilities for municipal and educational operations. SIGNIFICANT CHANGES The Building Maintenance Supervisor duties continue to steadily expand into an increasing amount of "hands on" maintenance work. PRIOR YEAR ACCOMPLISHMENTS • Provide project management for outsourced and "self-performing" projects: 1. Atkinson School: boiler and Unit Ventilator replacement, Chimney repair & sealing 2. Kittredge School: toilet room renovation, crawl space ventilation system 3. Middle School: door& toilet partition replacements 4. High School: hot water heater& storage tank replmt, wall sealants, HCP ramp walls 5. Utility subsidized steam trap replacements 6. Stevens Estate: AC system, boiler replacement 7. Thomson School: Art Rm. Roof deck waterproofing • Provided a responsive resource to building occupants/stakeholders regarding the identification/investigation/resolution of building related issues. • Continued consolidation of procurement and management of building systems testing, certification,preventive maintenance and management. FY20 GOALS • Improve building project performance using the facilities department as a "project resource" to include; 1. Planning, feasibility, budgeting, "prioritization, coordination and quality control 2. Continued use of"self-performing" delivery method for small projects. • Continued/expanded use of outsourced contractors and service providers. • Continued planned replacement/upgrade of building components on a timely basis to address "end of service life" issues and to avoid emergency procurements. • Continued improvements/repairs/replacement of building envelopes to include roofing, insulation, and waterproofing. • Develop and implement additional energy conservation projects as part of the `Green Community' energy reduction program. • Recommissioning of EMS to maintain energy efficiencies. -207- • Promote the hiring of the mechanical services technician position thru the school district to ensure a seamless transition of mechanical maintenance services as part of a succession plan and to alleviate the current"hands on" demands of the building maintenance supervisor. • Participation in the "Master Plan 11" project during the project development, design & construction phases. • Projects: 1. Stevens Estate: ballroom roof replacement, boiler replacement, new toilet room 2. Library: front stair structural &weatherization repairs/improvements 3. EMS: software upgrades, connect buildings & eqt. 4. RCx (ReCommission) EMS 5. Roof replacement program —Phase I 6. Middle School - Lighting upgrade 7. Atkinson School—boiler replacement (Phase II) 8. CO detectors — school facilities • EMS: o Software upgrade o Connect NAFD 4 1 & ABECC to town wide system o Connect new ABECC HVAC eqt. To EMS • Assist Deputy and Assistant Town Managers in development of a consolidated facilities services program for municipal buildings. • Continued utilization of EMS (Energy Management System) and MEI(Mass Energy Insight) to provide: 1. Energy savings & operational efficiency 2. Local schedule control and monitoring 3. Timely diagnosis and response to system problems 4. Identification of target facilities for energy conservation measures -208- Facilities Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED RECM'D Change Change Personnel Salaries,Full-Time 169,408 172,796 177,133 180,675 180,675 3,543 2.0% Seasonal Help - - - - - - Longevity 550 600 1,200 1,300 1,300 100 8.3% Salary Reserve - - - - - - Total: Personnel Costs: $169,968 $173,396 $178,333 $181,976 $181,976 ! $3,643 24°/m; Expenses Advertising $ 1,704 $ 629 $ 250 $ 250 $ 250 - 0.0% Contract Services $ 62,339 $ 34,178 $ 35,000 $ 15,000 $ 15,000 (20,000) -57.1% Training&Education $ - $ 295 $ 500 $ 500 $ 500 - 0.0% Telephone $ 1,011 $ 819 $ 1,000 $ 600 $ 600 (400) -40.0% Postage $ 93 $ 39 $ 250 $ 250 $ 250 - 0.0% Office Supplies $ 356 $ 236 $ 500 $ 300 $ 300 (200) -40.0% Materials and Supplies $ 280 $ 1,240 $ 2,000 $ 750 $ 750 (1,250) -62.5% Printing and Forms $ 437 $ - $ 100 $ 100 $ 100 - 0.0% Building Repairs and Maintenance $ 76,188 $ 77,102 $ 65,767 $ 122,467 $ 122,467 56,700 86.2% Vehicle Fuel $ 217 $ 266 $ 200 $ 500 $ 500 300 150.0% Auto Mileage $ - $ - $ 100 $ 100 $ 100 - 0.0% Dues&Subscriptions $ 275 $ 275 $ 300 $ 300 $ 300 - 0.0% Other Charges&Expense $ 568 $ - $ 250 $ 100 $ 100 (150) -60.0% Capital Outlay $ 18,902 $ 27,791 $ 35,000 $ - $ - (35,000) -100.0% Totals Expense Costs $162,370 $142,870 $141,217 $141,217'; $141,217 $4 0.0%! Total: Facilities Costs $332,327 $316,266 $319,660 $323,192 $323,192 $3,643 1.1%' Facilities Personnel Listing FY17 FY18' FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE Department Title POS, POS, POS. POS. Facilities Director 1 1 1 1 0 Maintenance Facility Manager 1 1 1 1 0 Total 2 2 2 2 0 -209- EDUCATION STRATEGIC PLAN 0 All Students: To ensure allstudents are provided equal access to an excellent ` education that encourages them to improve their capacity to think r critically, communicate effectively, understand and manage emotions, and engage in academic risks. • Professional Practices: To hire and develop excellent educators who utilize data,professional development and School Administration Building collaboration to continually adapt their practices to best meet the needs of all MISSION STATEMENT students. The mission of North Andover Public Schools • Consistent & Rigorous Curriculum: is to cultivate a respectful community of To provide a consistent and rigorous engaged learners, insightful thinkers, and curriculum that encourages all students effective communicators. to learn to the depth and distance of their abilities and leave our school with The assessment for the Education Department the skills and knowledge necessary to is set in large part by the Education Reform succeed in college, career and life. Act of 1993 and subsequent laws related to Education Reform. The total FY20 Recommended School Budget of$ 50,580,170 represents an increase of $1,828,199 or 3.75% from FY19, along with an additional one time disbursement of $120,000 to be used for Special Education programs. Although Chapter 70 school aid had only a small increase in the Governor Budget, it does not keep pace with the increases in contractual and other obligations. F Details of the School Departments budget can Sargent School be found in the separate budget document developed by the School Committee. -210- Recommend and budget for programs and initiatives to improve progress of the High Need learners, including Special Education services, and Parent/Learning Community Engagement, while containing costs. t ............. .................... Atkinson School SCHOOL COMMITTEE BUDGET, DIRECTIVES 0 Retain and/or add necessary teaching positions to support the core teaching and learning mission • Maintain class sizes to meet guidelines, with no class exceeding 28 students. Franklin School Our goal remains class size of a. Grades k-2 class size: 18-22 b. Grades 3-5 class size: 23-25 c. Secondary level: class size to meet programming needs d. Our goal is to reduce the percentage of classes K-5 that exceed these class size guidelines to 7.9%by FY20 (An effective 0%) • Align the FY20 budget with the strategic objectives and initiatives outlined in the approved North ............... Andover Public Schools Strategic Plan. Middle School • Ensure that we have the needed resources to staff and support the Anne Bradstreet Early Childhood Center (ABECC) in year 2. • Continue to provide our faculty up-to- date instructional materials -211- Education Budget 2019 i FY20 2017 2018 2019 PRIC SCH COMM Dollar Percent', Expense Line Item ACTUAL ACTUAL PROJECTED REQUESTED REWD Change Chan e Expenses Districtwide $ 2,078,058 $ 2,084,924 $ 2,267,914 $ 2,358,232 $ 2,358,232 $ 90,318 4.0% Elementary $ 10,983,086 $ 11,324,672 $ 11,322,623 $ 11,942,631 $ 11,942,631 $ 620,008 5.5% High School $ 8,004,878 $ 8,362,022 $ 8,614,478 $ 9,118,910 $ 9,118,910 $ 504,432 5.9% Maintenance $ 2,940,511 $ 3,024,541 $ 3,153,821 $ 3,086,585 $ 3,086,585 $ (67,237) -2.1% Middle School $ 5,549,518 $ 5,755,673 $ 6,053,122 $ 6,323,140 $ 6,323,140 $ 270,018 4.5% Special Education $ 13,110,351 $ 13,298,346 $ 14,386,648 $ 14,681,668 $ 14,681,668 $ 295,020 2.1% Technology $ 396,386 $ 408,181 $ 420,636 $ 430,949 $ 430,949 $ 10,313 2.5% Transportation $ 2,465,569 $ 2,776,828 $ 2,532,729 $ 2,638,056 $ 2,638,056 $ 105,327 4.2% Early Childhood Center(ECC) $ - $ - $ - $ - $ - 0.0% Total Expense Education $ 46,628,367 $ 47,036,187 $ 48,761,971 $ 60,680,170 $ 60,680,1�70 $ 1,828,199 3.8%' Special Education $ - $ $ $ - $ 120,000 $ 120,000 0.0% Regional Vocational Tech School $ 423,527 $ 447,859 $ 470,252 $ 491,750 $ 491,750 $ 21,498 4.6% Essex County Agricultural School $ 156,480 $ 223,392 $ 223,392 $ 223,392 $ 223,392 $ - 0.0% Total Assessments $ 680,007 $ 671,261 $ 693,644 $ 716,142 $ 836,142 $ 141,498�, 20.4° Total Education $ 46,108 364 $ 47,706,438 $ 49,446,616 $ 61,296,312 $ 61,416,312 $ 1,969,697 4.0%' Educations Position List Comparison FY16 FY17 FYI FY19 FY20 EDUCATION STAFF STAFF STAFF STAFF STAFF VARIANCE DEPARTMENTS POSITIONS POSITIONS POSITIONS POSITIONS POSITIONS +/(.) Administrative Assistants 19.5 19.5 22.1 22.1 22.1 0 Paraprofessionals and Aides 103.2 103.2 115.8 115.8 115.8 0 Teachers and Other Professionals 307.1 307.1 311.1 315.6 320.1 4.5 Nurses 8.8 8.8 8.8 9.8 10.8 1 Custodians and Maintenance 26.7 26.7 26.7 27.7 27.7 0 School Administration 12 12 13 14 14.2 0.2 District Administration 4 4 4 4 4 0 Total 481.30 481.30 501.50 509.00 514.70 5.70 -212- 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 Budget 2020 2016 2017 2018 2019 TOWN MGR Dollar Percent Expense Line Item i ACTUAL. ACTUAL ACTUAL ADOPTED' RECM'D Change Chan le Expenses Health Insurance $ 8,984,148 $ 9,038,458 $ 9,516,641 $ 11,500,000 $ 12,300,000 $ 800,000 Total Health Insurnace $ 8,984,148 $ 9,038,458 $ 9,516,641 $ 11,500,000 $ 12,300,000 $ 800,000 7.0% Property&Casualty Insurance $ 388,425 $ 274,018 $ 291,476 $ 420,000 $ 400,000 $ (20,000) Total Property&Casualty Insurance $ 388,425 $ 274,018 $ 291,476 $ 420,000 $ 400,000 $ (20,000) -4.8% Total: Health-Property Insurance Expenses $ 9,372,673 $ 9,V2,477 $ 9,808117 $ 11,920,000 $ 12,700,000 $ 780,000 U% The rates in the chart below are the actual rates for FYI as of July 1, 2017. -213- GIC HEALTH INSURANCE RATE CHART FOR ACTIVE EMPLOYEES Individual Cost Subscribed before January 1, 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 $ 566.29 $ 141.57 $ 424.72 7 Fallon Community Health Plan Select HMO 25/75 $ 765.62 $ 191.41 $ 574.22 9 Harvard Pilgrim Independence Plan PPO 25/75 $ 826.68 $ 206.67 $ 620.01 19 Harvard Pilgrim Primairy Choice Plan HMO 25/75 $ 603.23 $ 150.81 $ 452.42 26 Health New Fn land HMO 25/75 $ 550.97 $ 137.74 $ 413.23 0 NHP Care HMO 25/75 $ 580.43 $ 145.11 $ 435.32 16 Tufts Health Plan Navigator PPO 25/75 $ 743.45 $ 185.86 $ 557.59 50 Tufts Health Plan Spirit HMO Type 25/75 $ 564.24 $ 141.06 $ 423.18 22 Unicare State Indemnit Plan/Community Choice IPPOType 25/75 1 $ 502.16 $ 125.54 $ 376.62 6 Unicare State Indemnit Plan/Plus IPPOType 25/75 1 $ 696.09 1 $ 174.02 1 $ 522.07 18 N Rate Total Employee Town Number of Health Plan Plan type Split Cost Share Share Enrollees Unicare State Indeminit Plan/Basic with CIC Indemnit 50/50 $ 1,058.39 $ 529.20 $ 529.20 1 Unicare State Indeminit Plan/Basic without CIC Indemnit 50/50 $ 1,009.67 $ 504.84 $ 504.84 0 Individual Cost Subscribed after January 1, 2073 Rate Total Employee Town Number of Health Plan Plan type Split Cost Share Share Enrollees Harvard Pilgrim Independence Plan PPO 35/65 $ 826.68 $ 289.34 $ 537.34 3 Tufts Health Plan Navigator PPO 35/65 $ 743.45 $ 260.21 $ 483.24 7 Unicare State Indemnit Plan/Community Choice PPO Type 35/65 $ 502.16 $ 175.76 $ 326.40 2 Unicare State Indemnit Plan/Plus PPO Type 35/65 $ 696.09 $ 243.63 $ 452.46 6 Individual Cost Subscribed after July 1, 2015 Rate Total Employee Town Number of Health Plan Plan type split Cost Share Share Fnrollees Harvard Pilgrim Independence Plan IPPO 1 50/50 1 $ 826.68 1 $ 289.34 1 $ 537.34 1 1 Tufts Health Plan Navigator IPPO 1 50/50 1 $ 743.45 1 $ 260.21 1 $ 483.24 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 $ 1,422.99 $ 355.75 $ 1,067.24 11 Fallon Community Health Plan Select HMO 25/75 $ 1,855.55 $ 463.89 $ 1,391.66 11 Harvard Pilgrim Inde endence Plan PPO 25/75 $ 2,009.40 $ 502.35 $ 1,507.05 56 Harvard Pilgrim Primary Choice Plan HMO 25/75 $ 1,529.10 $ 382.28 $ 1,146.83 57 Health New England HMO 25/75 $ 1,306.54 $ 326.64 $ 979.91 1 NHP Care HMO 25/75 $ 1,496.10 $ 374.03 $ 1,122.08 22 Tufts Health Plan Navigator PPO 25/75 $ 1,811.87 $ 452.97 $ 1,358.90 160 Tufts Health Plan Spirit HMO Type 25/75 $ 1,355.43 $ 338.86 $ 1,016.57 14 Unicare State Indemnity Plan/Community Choice PPO Type 25/75 $ 1,236.52 $ 309.13 $ 927.39 14 Unicare State Indemni Plan/Plus IPPO Type 1 25/75 $ 1,654.54 $ 413.64 $ 1,240.91 7 N G Rate Total Employee Town Number of Health Plan Plan type Split Cost Share Share Enrollees Unicare State Indeminity Plan/Basic with CIC Ihidemnity 1 50/50 1 $ 2,343.45 1 $ 1,171.73 $ 1,171.73 1 Unicare State Indeminity Plan/Basic without CIC Indemnity 50/50 $ 2,232.53 $ 1,116.27 $ 1,116.27 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 $ 2,009.40 $ 703.29 $ 1,306.11 5 Tufts Health Plan Navigator PPO 35/65 $ 1,811.87 $ 634.15 $ 1,177.72 11 Unicare State Indemnity Plan/Community Choice PPO Type 35/65 $ 1,236.52 $ 432.78 $ 803.74 5 Unicare State Indemnity Plan/Plus PPO Type 35/65 $ 1,654.54 $ 579.09 $ 1,075.45 4 GIC HEA L TH INS ORA NCE RATE CHART FOR RETIREE'S Non Medicare Eligible(under 65 yrs) Individual Cost Total Number of Rate Split Health Plan Plan type Cost Fnrollees to/go 14/86 15/85 18.3/81.7 21.6/78.40 25/75 35/65 50/50 Fallon Community Health Plan Direct HMO $ 566.29 2 2 Fallon Community Health Plan Select HMO $ 765.62 6 2 3 1 Harvard Pilgrim Inde endence Plan PPO $ 826.68 5 5 Harvard PAgnfnPrirmry Choice Plan HMO $ 603.23 3 1 2 1 Health New England HMO $ 550.97 0 NHP Care HMO $ 580.43 2 2 Tufts Health Plan Navigator PPO $ 743.45 7 1 6 Tufts Health Plan Spirit HMO Type $ 564.24 3 1 2 Unicare State Inderrmit Plan/Community Choice PPO Type $ 502.16 2 2 Unicare State Inderrmit Plan/Plus PPO Type $ 696.09 5 2 3 Total Number of Rate Split Health Plan Plan type Cost Fnrollees to/go 14/86 15/85 18.3/81.7 21.6/78.40 25/75 35/65 50/50 Unicare State Indemini Plan/Basic with CIC Inderrmi $ 1,058.391 17 1 1 1 1 15 1 Unicare State Indemini Plan/Basic without CIC 11ndenmity 1 $ 1,009.67 1 0 Non Medicare Eligible(under 65 yrs) Family Cost Total Number of Rate Split Health Plan Plan type Cost Fnrollees to/go 14/86 15/85 18.3/81.7 21.6/78.40 25/75 35/65 50/50 Fallon Community Health Plan Direct HMO $ 1,422.99 1 1 Fallon Community Health Plan Select HMO $ 1,855.55 5 4 1 Harvard Pilgrim Inde endence Plan PPO $ 1,529.10 3 3 3 Harvard PAgnfnPrirmry Choice Plan HMO $ 2,009.40 9 2 Health New England HMO $ 1,306.54 0 NHP Care HMO $ 1,496.10 0 Tufts Health Plan Navigator PPO $ 1,811.87 13 2 10 1 Tufts Health Plan Spirit HMO Type $ 1,355.43 1 1 Unicare State Indemnit Plan/Community Choice PPO Type $ 1,236.52 3 3 Unicare State Indemnit Plan/Plus PPO Type $ 1,654.54 5 5 Total Number of Rate Split Health Plan Plan type Cost Fnrollees to/go 14/86 15/85 18.3/81.7 21.6/78.40 25/75 35/65 50/50 Unicare State Indemini Plan/Basic with CIC Indemni $ 2,343.45 1 8 1 1 7 1 Unicare State Indemini Plan/Basic without CIC 11nderrmity 1 $ 2,232.53 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 Fnrollees 10/90 14/86 15/85 18.3/81.7 21.6/78.40 25175 35/65 50/50 HNE Medicare Plan Medicare $ 386.82 7 3 1 4 Harvard Medicare Senior Plan Medicare $ 382.59 22 1 21 Tufts Med Comm Senior Plan Medicare $ 361.73 15 1 14 Tufts Med Preferred Senior Plan Medicare $ 321.97 6 3 3 Unicare OME w/CIC Medicare 1 $ 368.59 1 255 1 1 145 110 N 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 2020 2016 2017 2018 2019 TOWN MGR dollar Percent' Expense Line Item ACTUAL ACTUAL ACTUAL ADOPTED RECGM'D Change Change Expenses County Retirement $ 4,071,413 $ 4,369,169 $ 4,763,787 $ 5,189,280 $ 5,687,695 $498,415 9.6% Total: Retirement Cost 4,D71A13 $ 4,369,169 $ 4,763,787 $ 5,189,280 $ 5,687,696 $498,415 9.60l0' -218- 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. -219- SPECIAL EDUCATION ASSESSMENT To reimburse the state for providing special needs education to children enrolled in (1) state hospital schools or (2)private institutions, whose placements were made before 1975. REGISTRY OF MOTOR VEHICLES-HOLD PROGRAM The Town has implemented a provision of Massachusetts General Laws Chapter 90 which enables the City to request the State Registry of Motor Vehicles not to renew the license and registration of an operator/owner of a motor vehicle that has two or more outstanding parking tickets. This provision is enacted after the motorist has failed to pay the parking tickets and had an opportunity for a hearing. This program has resulted in a significant decrease in the number of delinquent payments. SCHOOL CHOICE To assess the sending municipality or regional school district for pupils attending another school district under school choice, School choice tuition charges are assessed against the sending district and paid to the receiving school district. CHARTER SCHOOL To assess the sending municipality or regional school district for pupils attending charter schools. Charter school tuition charges are assessed against the sending district and paid to the charter school district. ESSEX COUNTY TECH INSTITUTE To provide funding from sending communities to finance the operating budget of the Essex 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. -220- State Assessments & Offset Receipts Budget 2020 2016 2017 2018 2019 TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ACTUAL ADOPTED RECM'D Change Change Projects Mosquito Control $ 91,843 $ 92,257 $ 94,629 $ 94,629 $ 101,247 $ 6,618 7.0% Special Education $ 17,668 $ 12,639 $ - $ 13,144 $ 26,288 $ 13,144 100.0% Retired Muncipal Teachers $ - $ - $ - $ - $ - $ - Air Pollution Control $ 9,394 $ 9,629 $ 9,696 $ 9,696 $ 9,944 $ 248 2.6% Regional Transit Authorities $ 191,505 $ 192,676 $ 218,300 $ 218,300 $ 217,598 $ (702) -0.3% RMV Non Renewal Surcharge $ 18,580 $ 20,240 $ 20,240 $ 20,240 $ 20,240 $ - 0.0% School Choice Assessment $ - $ 45,069 $ 56,280 $ 46,304 $ 56,811 $ 10,507 Charter School Assessment $ 68,205 $ 79,850 $ 121,777 $ 92,876 $ 119,551 $ 26,675 28.7% Essex County Agricutural Tech $ - $ - $ - $ - $ - $ - Total:Direct Expense $ 397,196 $ 462,360 $ `620,922 $ 496,189 $ 661,679 $ 66,490 11.4% CHERRY SHEET OFFSET RECEIPTS School Lunch $ - $ - $ - $ - $ - $ - Publc Library $ 31,884 $ 31,771 $ 32,092 $ 33,299 $ 33,299 $ - 0.0% Total Cherry Sheet Assessments&Offsets $ 429,070 $', 484,131 $ 663,014 $ 628,488 $ ; 684,978 $ 66,490 10.7% -221- -222- Non-Departmental Budget -223- -224- Finance Committee Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUEST RECM'D Variance Change Expenses Advertising $ - $ 88 $ 50 $ 50 $ 50 $ 0.0% Dues/Memberships&Subscriptions $ 333 $ - $ 350 $ 350 $ 350 $ 0.0% Other Charges and Expense $ 113 $ 369 $ 400 $ 400 $ 400 $ 0.0% Total Expense Costs $ 446 $ 458 $ 800, $ 800 $ 800 $ 0.0% Total Finance Committee Costs $ 446 $ 458 $ 800 $ 800 $ 800 $ 0.0% Legal Budget 2020 2424 2017 2018 2010 DEPT TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ADOPTED REQUESTED REGM'D Change Change Salaries Salaries $ 42,985 $ 66,950 $ 70,855 $ 70,003 $ 70,003 $ (852) -1.2% Longevity $ - $ 960 $ 960 $ 1,078 $ 1,078 $ 118 0.0% Total: Expanse Costs $42,986 $67,010 $71,816 $71,082 $71,082 -$784 -1.0% Expenses Legal Services $ 24,885 $ 25,380 $ 92,500 $ 92,500 $ 92,500 $ - 0.0% Total: Expanse Costs $24,886 $26,380 $92,600 $92,600 $92,604 0 0.0% Total: Legal Services Costs $67,870 $03,290 $164,316 ;$163,682 $163,682 (734) -4.4°/6 Legal Personnel Listing FY17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE' Department Title PUS, PUS'; PUS, PUS, Legal Council 1 1 1 1 0 Total 1.0 1.0 1.0 1.0 0.0 -225- Unclassified-Shared Cost Budget 2020 2016 2017 2018 2019 TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ACTUAL ADOPTED REGM'D Change Change' Expenses Workers Compensation $ 329,618 $ 448,834 $ 433,878 $ 473,893 $ 445,000 $ (28,893) -6.1% Unemployment $ 47,196 $ 63,377 $ 109,393 $ 90,000 $ 90,000 $ - 0.0% Medicare-Town $ 213,965 $ 228,082 $ 240,660 $ 250,000 $ 260,000 $ 10,000 4.0% Medicare-School $ 500,540 $ 523,072 $ 543,660 $ 521,750 $ 560,000 $ 38,250 7.3% Police and Fire Accident Insurance $ 55,155 $ 61,082 $ 79,845 $ 126,392 $ 145,000 $ 18,608 14.7% Total: Unclassified, $ 1,146,473 $ 1,324,447 $ 1,407,436 $ 1,462,036 $ 1,600,000 $ 37,966 2.60% Capital and Reserves Budget 2020 2016 2017 2018 2019 TOWN MGR Dollar Percent Expense Line Item ACTUAL ACTUAL ACTUAL ADOPTED RECM'D Change Change Expenses Transfer to Stabilization $ 64,412 $ 60,017 $ 159,831 $ 77,656 $ 237,525 $ 159,869 205.9% Transfer to Capital Stabilization $ 213,000 $ 350,000 $ 350,000 $ - $ 350,000 $ 350,000 0.0% Snow and Ice Deficit $ - $ - $ - $ - $ - $ - 0.0% Transfer to Capital Projects $ - $ 114,800 $ 4,165,000 $ 833,505 $ 750,000 $ (83,505) 0.0% Transfer to Special Education Stabilization $ 750,000 $ - $ - $ - $ 588,256 $ 588,256 0.0% Transfer to OPEB Trust $ - $ 50,000 $ 200,000 $ 75,000 $ 193,605 $ 118,605 0.0% Reserve for 27th Payroll $ 408,348 $ - $ - $ - $ - $ - 0.0% Overlay $ 557,130 $ 558,150 $ 566,310 $ 542,391 $ 550,000 $ 7,609 1.4% Total: Unclassified $ 1,992,890 $ 1�,132,967_! $ 5,441,14l $ 1,628,652: $ 2,669,386 $ 1,140,834 74A% -226- ENTERPRISE FUNDS -227- -228- 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 There were no significant changes to the Water Department this fiscal year. PRIOR YEAR ACCOMPLISHMENTS • Replaced one 400 hp finish water pump variable frequency drive and one 30 hp raw water pump variable frequency drive • Installed a generator at the Bradford Standpipe. • Overhauled one Finish water pump • Six main line breaks were repaired. • Ten hydrants were replaced. • A new Water Distribution Utility Truck was purchased. • A contract to design the replacement of Sylvan Terrace water main was completed. FY 20 GOALS • To replace the Water Treatment Plant's ozone system with construction to be completed by June 30, 2020. • Replace PCH-180 tanks by April 30, 2020. • Install new mixing system at the Bradford Standpipe. December 31, 2019 • Conduct a leak detection survey of the Town's water distribution system by June 1, 2020. • Purchase a new truck for the Water Meter Craftsman by Dec 31, 2019. • Evaluate backwash tank, sedimentation basin and mixing tanks for improvements and repairs. December 31, 2019. -229- Water Enterprise Fund Budget LINE ITEM 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent' ACTUAL ACTUAL BUDGET REQUEST RECM'D Change i Change Personnel Salaries-Full-Time 813,827 894,025 944,771 958,243 958,243 13,472 1.4% Salaries-Part-Time 24,426 7,955 5,150 6,000 6,000 850 16.5% Overtime 73,906 77,085 60,000 65,000 65,000 5,000 8.3% Longevity 1,444 1,781 1,781 1,919 1,919 138 7.7% Announcement of Retirement - - - - - - Salary Reserve - - 15,965 15,965 15,965 Total: Personnel Cots $913,603 $980,847 $1,011,702 $1,047,127 $1,047,127 $36,426 3.6°'e'; Expenses Electricity 417,889 364,605 535,000 525,000 525,000 (10,000) -1.9% Heating Fuel 60,865 59,788 60,000 60,000 60,000 - 0.0% Engineering - - 17,500 35,000 35,000 17,500 100.0% Repairs&Maintenance 208,062 194,651 185,000 186,000 186,000 1,000 0.5% Laboratory 31,583 32,871 36,000 39,000 39,000 3,000 8.3% Advertising 152 316 1,000 1,000 1,000 - 0.0% Contracted Services 111,158 112,544 122,000 122,000 122,000 0.0% Training&Education 8,615 10,897 10,600 10,600 10,600 0.0% Telephone 10,658 7,950 10,450 10,450 10,450 0.0% Postage Services 541 984 3,100 3,100 3,100 0.0% Storm Water Permitting Mandate 34,172 43,228 47,000 55,000 55,000 8,000 17.0% Outside Detail 11,449 8,509 9,500 9,800 9,800 300 3.2% Office Supplies 6,554 5,970 7,600 7,800 7,800 200 2.6% Materials&Supplies 96,158 128,628 95,500 95,500 95,500 - 0.0% Vehicle Fuel 2,654 3,642 7,000 7,000 7,000 0.0% Chemicals 106,280 120,874 205,000 205,000 205,000 0.0% Uniforms&Clothing 7,199 8,450 9,425 9,113 9,113 (313) -3.3% Auto Mileage - 762 200 200 200 - Dues/Memberships&Subscriptions 858 1,916 2,400 2,400 2,400 - 0.0% Other Charges&Expenses 16,467 16,566 21,500 18,500 18,500 (3,000) -14.0% Capital Outlay>$5,000 143,229 186,275 219,682 250,640 250,640 30,958 14.1% Vehicle - - - 51,000 118,000 118,000 Subtotal:Expense costs $1,274,643 $1 309,426 $1,606,467 $1,704,103 $1,771,103 $166,646 10.3% Debt Service Principal Long Term 592,979 587,979 561,239 458,682 458,682 (102,557) -18.3% Interest Long Term 93,586 75,477 101,406 68,555 68,555 (32,850) -32.4% MWPAT Principal 267,058 272,453 277,957 283,573 283,573 5,616 2.0% MWPAT Interest 69,047 63,652 58,148 52,532 52,532 (5,615) -9.7% Transfers to Capital Projects 475,000 1,212,500 875,000 775,000 775,000 (100,000) -11.4% Indirects 946,308 969,966 994,215 1,019,070 1,019,070 24,855 2.5% Total: Expense Costs $3,718,621 $4491,461 $4,473,421 $4,361,616 $4,428,616 $44,906 -1.0% -230- 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. • Overhauled two pumps at the Johnson Street station. • Four ruptured pipelines were repaired. • The French Farm Road area was studied for sources of inflow and infiltration. • A ten year plan to reduce infiltration and inflow was submitted to DEP and approved. • Overhauled new generator at Flagship. • Replace generator at Alcott pump station FY 20 GOALS • To complete an evaluation of the twenty-two sewer pump stations to prioritize the upgrade or replacement of the stations by December 31, 2019 • Continue to overhaul pumps, and replace worn out generators and control systems at the twenty two sewer pump stations. • Make repairs on the Saunders Street sewer main by Dec 31, 2019. -231- Sewer Enterprise Fund Budget zcr�� �s ..... tIlIL... ..IK11L... .. Personnel Salaries, Full-Time 339,708 338,744 347,097 351,180 351,180 4,083 1.2% Salaries, Part-Time - - - - - - 0.0% Overtime 27,305 27,257 36,000 40,000 40,000 4,000 11.1% Longevity 894 1,031 1,031 1,119 1,119 88 8.5% Announcement of Retirement - - - - - - Salary Reserve 6,006 6,006 6,006 0.0% Tt ..Ierssets �xtset�s'es Electricity 100,000 120,738 102,000 104,000 104,000 2,000 2.0% Heating Fuel 5,810 14,421 10,000 10,000 10,000 - 0.0% Engineering Services 5,000 36,114 5,000 47,000 47,000 42,000 Repairs&Maintenance 71,865 36,440 78,000 81,000 81,000 3,000 3.8% Advertising - 164 200 600 600 400 Contracted Services 16,743 105 20,100 20,650 20,650 550 2.7% Training&Education - 783 2,500 2,500 2,500 - Telephone 7,136 4,423 14,000 14,000 14,000 0.0% Outside Detail 6,967 2,880 6,500 6,500 6,500 0.0% Materials&Supplies 35,162 32,620 47,000 47,500 47,500 500 1.1% Vehicle Fuel 6,173 7,642 8,000 8,000 8,000 - 0.0% Uniforms&Clothing 2,013 3,013 4,025 3,713 3,713 (313) -7.8% Dues/Memberships&Subscriptions - 75 200 200 200 - OtherCharges&Expenses 2,243 4,339 3,000 1,500 1,500 (1,500) -50.0% Vehicle - - - - 31,000 Capital Outlay<$5 000 8,002 358 10,370 10,575 10,575 205 ,,,,,, 7� ,,,, ��#�,�� 20�11� Debt Service Principal Long Term 878,166 883,151 677,813 606,582 606,582 (71,231) -10.5% Interest Long Term 168,161 148,506 119,738 98,227 98,227 (21,510) -18.0% MWPAT Principal 258,044 265,235 280,754 281,216 281,216 462 0.2% MWPAT Interest 15,342 7,150 1,769 - - (1,769) -100.0% Sewerage Assessment(GLSD) 1,837,329 1,664,895 2,398,522 2,470,500 2,470,500 71,978 3.0% Transfer to Capital 150,000 100,000 100,000 375,000 375,000 275,000 0.0% Indirects 445,321 456,454 467,866 479,562 479,562 11,697 2.5% Tc# Expes'e 4s4 ,,,,,,, $4,t ,476 $ ,789 5f.6 ,, ,,,,$4, 7, 5,,, 4, ... 4fS6,�37 4f74 ,484 � ,,,,,$ .2 „ 5�i,�45 -232- Water & Sewer Enterprise Funds Personnel Listing FY17 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE Department Title POS. POS. POS. POS. Water Administrative Secretary I I I 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 I 1 1 1 0 Mechanic I I I 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 I I I 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 of/���,, // , �//� ,. ,i/�/ /,,,, �, Sewer Administrative Secretary I I I 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 Mcchanic 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 -233- THE STEVENS ESTATE and cocktail option programs have been designed to support our increased product and service offerings in line with the estate's repositioning as a „iw�' premier event destination. As a result, average revenue per wedding has increased 38% over 3 years, including a 13%increase in average revenues in the past year from weddings. In addition, the estate has been consistently booking more sophisticated events in the past year which has led to increased i upselling of additional rental items, time etc., which was in prior years difficult, without the additional staffing capacity. MISSION STATEMENT Year Average Year to % To harness and preserve the historic value of Income per Year Cumulative Wedding Avg. Increase The Stevens Estate as a destination for unique Revenue experiences, and provide hospitality in the Increase pursuit of such with care, professionalism and FY16 $9,654 integrity today, so that we may continue to do FY17 $10,187 6% 6% so, successfully, tomorrow. FY18 $11,739 15% 22% FY19 $13,278 13% 38% SIGNIFICANT CHANGES (61,nth) • The Stevens Estate booked and The estate added a full time Bar and Event executed more than 12 significant Manager and this position was filled by corporate meetings and events in the Victoria Otis in June 2018. Gail Lull, Event prior fiscal year, with repeat business Manager was replaced by Margie Rothschild, a booked for more than 80% of our North Andover resident in May 2018. corporate clients. Our success with the PRIOR YEAR ACCOMPLISHMENTS corporate market is continuing to pay off with referrals from our client planners to other businesses for our • The Stevens Estate received over 2000 services in particular in the tech visitors to its' Fourth Annual of Holly finance and green sectors outside the Days Open House Over 40/o area, in addition to local business in attendees are now repeat visitors at the North Andover and the Merrimack open house and the event is fast Valley. becoming one of North Andover's most popular holiday events. . Facility work completed in the prior year include replacement to current • After review and analysis of our code of the Garden Room's aged air competitive set, anew venue rental conditioning system and removal of the pricing structure was put in place in original furnace and asbestos coverings 2018. This, along with the development in the basement. In addition the garden of the estate's bar and upgraded wine porch or Pinterest Room (behind the -234- kitchen) has been repaired, a defunct • Conduct research on the Aestheticism refrigeration system removed and open movement as it relates to the design and exterior porch walls insulated. By the construction of the SE mansion. Work end of the fiscal year, this room will in collaboration with the Stevens have been repainted. The Pinterest Memorial Library to develop a Room presents an opportunity for the promotion/program for people to view Stevens Estate to increase awareness of during visits to the estate. the estate's green recycling and upcycling program. • Open the mansion a minimum of 2 days per week for access to the general public with written documentation so visitors FY20 GOALS can conduct self-guided tours. • To receive 2,500 visitors to the Holiday Open House on December 13-15, 2019 • Complete phase 2 of CIP boiler/water updated to main house by April 1, 2020 • Research scope and request CPA funds in February 2019 for restoration of the David Neal artwork on the main staircase. • Create a new summer Doggy Days local community event focused on celebrating all things canine with vendor stalls and other activities,to take place in July or August 2019. This will be similar to the Holly Days event and take place over several days. • Purchase and install Event Management software system to automate the sales and inquiry process and manage administrative tasks, scheduling, document creation, reporting and other requirements related to the events business to streamline our processes. • Integration of credit card processing system for Touchbistro bar management/POS system to eliminate double entering of credit card bills and make service more efficient. -235- Stevens Estate Enterprise Fund Budget 2020 2020 2017 2018 2019 DEPT TOWN MGR Dollar Percent LINE ITEM ACTUAL ACTUAL BUDGET REQUEST RECM'D Change Chan e Personnel Salaries-Full-Time 79,973 81,442 123,361 104,643 104,643 (18,718) -15.2% Salaries-Part-Time 59,356 41,003 48,500 68,500 68,500 20,000 41.2% Salary Reserve - - - - - - Longevity - 518 518 - - (518) Total: Personnel Costs $139,329 $122,963 $172,378 $173,143 $173,143 $766 0.4% Expenses Electricity 10,303 10,718 13,493 13,390 13,390 (103) -0.8% Heating Fuel 14,388 17,463 14,600 18,540 18,540 3,940 27.0% Water 5,285 6,331 9,391 - - (9,391) -100.0% Repairs&Maintenance 10,783 9,563 13,000 16,500 16,500 3,500 26.9% Equipment Rental 25,799 28,130 30,000 20,000 20,000 (10,000) -33.3% Laundry Service 7,551 7,388 9,600 9,800 9,800 200 2.1% Advertising 17,060 12,722 10,106 13,000 13,000 2,894 28.6% Contracted Services 492 280 800 4,000 4,000 3,200 400.0% Food Delivery - - 500 650 650 150 0.0% Refunds - - - - - - Liquor,Beer&Wine 25,355 21,235 29,000 30,000 30,000 1,000 3.4% Telephone 2,521 2,335 3,000 3,000 3,000 - 0.0% Postage - 45 100 100 100 - 0.0% Bank Credit Card Charges 1,408 2,302 3,500 3,600 3,600 100 2.9% Office Supplies 1,453 1,181 1,800 2,575 2,575 775 43.1% Materials/Supplies 5,524 3,660 4,500 5,000 5,000 500 11.1% Cleaning Services - - - 5,000 5,000 5,000 0.0% Buildings and Grounds 19,448 26,940 25,000 30,000 30,000 5,000 20.0% Auto Mileage 161 260 200 200 200 - 0.0% Liquor License 3,000 3,100 3,200 3,200 3,200 0.0% License and Permits 100 - 100 100 100 - Other Charges&Expenses 6,098 729 3,200 3,296 3,296 96 3.0% Capital Purchases>$999<$4999 - 14,145 - 10,000 10,000 10,000 Subtotal Expenses: $166,730 $168,624 $176,090 $191,961 $191,961 $6,861 9.6% Indirects 50,032 77,369 79,303 81,286 81,286 1,983 2.5% Total: Expense Costs $206,762 $246,893 $264,393 $273,237 $273,237' $8,844 7.4% Transfer to Capital 125,000 110,000 120,000 50,000 50,000 (70,000) Total: Transfers $126,000 $110,000 $120,000 $60,000 $60,000 -$70,000 0.0% Total: Stevens Dept.Costs $471,091 $478,866 $646,772 $496,380 $496,380 -$60,392 -9.2% Stevens Estate Personnel Listing FY1.7 FY18 FY19 FY20 STAFF STAFF STAFF STAFF VARIANCE Department Title POS. POS. POS. POS. -I-/(-) Stevens Estate Director 1 1 1 1 0 Event/Bar Manager 0 0.8 1 1 0 Admin Asst 03 0.3 0.3 0.3 0 Total 1 2.1 2.3 2.3 0 -236- vQ," IS u ,� h � � �r ��dw m 4�, �'1�Bl d��������b&.�"r � Gy,� ��,�n✓ �I 7 �� ?. q r � F V I l� I f " � N (I II � �� r r••��� a� r.�� � pll / GY! X AI J yy f �r g. � I III Illillll rl i olllil IIII I IIII�� III; r 1119 I m m 2018 Veterans Day Parade 70 a � v m STATISTICS Demo2ranhic 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 -237- DLS At A Glance Report for North Andover Socioeconomic County ESSEX School Structure K-12 Form of Government OPEN TOWN MEETING 2015 Population 29,721 2016 Labor Force 15,494 2016 Unemployment Rate 2.30 2015 DOR Income Per Capita 54,874 2009 Housing Units per Sq Mile 416.72 2013 Road Miles 148.76 Population) 160,498 Number of Registered Vehicles (2014) 8,400 2012 Number of Registered Voters 18,968 Bond Ratings Moody's Bond Ratings as of December 2017* Aa2 Standard and Poor's Bond Ratings as of December 2017* AAA *Blank indicates the comrrunity has not been rated by the bond agency Fiscal Year 2018 Esimated Cherry Sheet Aid Education Aid 8,340,881 General Government 2,496,249 Total Receipts 10,837,130 Total Assessments 495,189 Net State Aid 10,341,941 Fiscal Year 2019 Tax Classification Tax Classification Assessed Values Tax Levy Tax Rate Residential 4,586,840,620 61,509,533 13.41 Open Space 0 0 0 Commercial 323,888,060 6,212,173 19.18 Industrial 179,357,400 3,440,075 19.18 Personal Property 128,146,370 2,457,847 19.18 Total 5,218,232,450 73,619,628 Fiscal Year 2019 Revenue by Source Revenue Source Amount %of Total Tax Levy 73,619,628 63.51 State Aid 11,647,922 10.05 Local Receipts 27,930,946 24.09 Other Available 2,728,050 2.35 Total 115,926,546 Fiscal Year 2019 Proposition 2 1/2 Levy Capacity New Growth 1,127,627 Override Debt Exclusion 590,633 Levy Limit 74,858,153 Excess Capacity 1,238,525 Ceiling 130,455,811 Override Capacity 56,188,291 Other Available Funds FY2019 Free Cash FY2017 Stabilization Fund FY2019 Overlay Reserve 11,096,895 6,752,769 542,391 Fiscal Year 2019 Average Single Fam ily Tax Bill** Number of Single Family Parcels 6,314 Assessed Value of Single Family 553,130 Average Single Family Tax Bill 7,417 State Average Family Tax Bill Fiscal Year 2015 5,214 Fiscal Year 2016 5,418 Fiscal Year 2017 5,616 North Andover issues taxbills on a Quarterly basis -238- 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 15,046 730 4.6% 4.9% 2016 15,494 15,144 350 2.3% 2.8% 2017 16,012 15,361 651 4.1% 4.4% 2018 17,146 16,491 655 3.8% 3.5% *information as of December 31,2017 -239- 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 5.55o/ Sources:Town Assessors -240- DEPARTMENTAL STATISTICS Function/Program 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 General Government Population 27,753 28,352 28,352 28,352 28,352 28,352 28,352 29,217 29,217 29,808 Registered Voters,Annual Town Election 18,059 18,169 17,256 18,307 18,598 18,247 18,247 18,968 19,801 19,168 Town Clerk Births 291 285 285 263 289 289 280 302 248 277 Marriages 78 95 84 74 86 115 83 83 73 10 Deaths 268 296 279 183 251 250 298 330 330 369 Dog Licenses 2,396 2,314 2,361 2,110 2,390 2,132 2,101 2,907 2,982 2,969 Business Certificates 110 87 91 84 92 87 95 92 ill 117 New Voter Registrations 612 1,099 866 1,523 1,450 797 1,251 1,171 2,420 1,512 Passports 786 773 745 701 920 885 875 798 898 1,047 Assessors Single Family 6,164 6,173 6,181 6,198 6,217 6,239 6,258 6,274 6,287 6,305 Condominiums 1,898 1,915 1,929 1,951 1,985 2,028 2,059 2,084 2,105 2,125 Misc Rec 27 28 30 31 30 29 29 29 30 29 Two Family 426 423 420 419 421 417 414 408 405 401 N Three Family 43 43 44 44 43 44 45 47 47 48 Four-eight Family 48 48 50 50 51 52 52 52 53 53 Vacant land 512 492 468 489 462 441 432 429 426 400 Residential/Commercial 37 38 36 37 36 35 34 33 33 33 Commerical buildings and land 435 490 491 492 491 494 508 511 511 510 Industrial buildings and land 82 84 84 84 8 83 83 82 83 82 Personal Property Accounts 844 818 847 882 906 881 902 830 832 826 Chapter 61 -Forestry Property 7 7 7 7 7 7 7 7 9 9 Chapter 61A-Farm Property 143 145 139 137 137 137 137 142 142 142 Chapter 61 B-Recreational Land 9 9 8 7 7 7 7 7 7 7 Exempt buildings and land 438 436 452 460 464 468 471 421 467 467 Public Utilities 4 4 4 4 4 4 4 4 4 4 Utilities valued by State 6 5 5 6 6 6 6 6 6 6 Public Safety Police Complaints Issued 140 110 86 434 589 - 654 635 687 377 Arrests 406 409 396 285 364 312 291 323 374 260 Summons/Hearings 132 368 286 149 214 303 329 290 313 117 Citations 3,742 3,748 2,953 2,938 3,646 2,707 2,278 2,283 1,333 1,947 Parking tickets issued 680 624 645 548 484 - 504 504 440 338 Total number of animal complaints 271 295 297 383 489 467 467 667 449 Function/Program 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fire Incidents Fire and Rescue 1,612 3,986 1,358 1,515 1,396 1,283 1,383 1,755 1,747 1,520 Ambulance Calls 2,650 2,616 2,444 2,663 2,745 2,379 2,500 2,460 2,370 3,120 Smoke Detectors 406 327 401 322 444 613 543 629 701 506 Carbon Monoxide Detectors 377 314 377 295 412 587 520 595 702 50 Fireworks Display Permits 1 1 1 1 1 1 1 1 1 1 Liquid Gas Storage Permits 28 38 29 19 27 65 67 54 50 46 Open Air Burning Permits - - - - - 345 321 321 467 442 Oil Burner Install Permits 46 70 45 26 47 26 20 16 29 26 Sprinkler Inspections 23 13 27 23 32 35 30 19 6 38 Underground Tank Installation 6 22 26 8 6 27 21 23 33 12 Underground Tank Removals 13 6 7 8 2 5 - 1 8 10 Building Department Permits issued 2,214 2,470 2,375 2,774 3,080 3,207 3,583 3,583 3,583 3,890 Education Public school enrollment 4,604 4,614 4,638 4,687 4,766 4,801 4,839 4,788 4,831 4,781 N Human Services Planning Plan reviews 8 2 5 27 33 18 19 16 26 19 Board of Health Inspections Food Est. (related permits&reviews) 198 179 288 225 234 352 319 258 302 239 Septic (all related reviews/permts/inspections) 30 49 46 22 140 202 115 213 155 181 OFFA Haulers/Trash Haulers& Placards 257 237 250 256 241 273 263 226 308 498 Commercial Permits 256 254 262 266 241 295 250 260 247 258 Professional Permits 75 83 82 89 53 101 66 62 70 72 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 21,961 Outreach Case Management 4,243 4,532 8,203 8,895 8,094 9,981 9,828 7,384 269 4,489 Community Education 3,900 7,078 6,708 7,682 8,635 8,417 8,548 7,496 7,399 6,914 Recreation 8,013 9,961 11,221 21,796 13,414 18,005 20,524 12,162 11,727 13,293 Transportation 3,379 4,234 4,285 4,598 6,822 6,377 6,472 4,614 6,323 3,791 Youth& Recreation Services Memberships 611 646 656 694 709 691 684 672 581 612 Summer Programs 75 792 814 854 798 832 876 971 986 997 Overall Services N/A 2,973 2,961 3,098 3,179 3,215 3,263 3,410 3,336 3,459 Function/Program 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Culture and Recreation Library Program attendance 8,060 3,867 4,489 4,122 4,938 6,631 8,358 8,358 10,589 13,453 #of Library Card Holders 29,883 16,465 16,779 17,604 19,094 20,143 20,418 20,418 19,566 20,295 Circulation 213,598 212,970 213,517 206,362 185,419 176,385 193,799 193,799 189,773 185,809 PC& Internet Use 896 914 1,221 1,295 1,273 1,281 1,186 1,186 480 390 Reference Questions 26,758 28,069 28,503 29,318 29,081 30,744 29,848 29,848 17,940 18,962 Inter-Library Loans 49,302 54,073 53,367 56,569 57,952 60,559 59,416 59,416 53,449 59,014 Enterprise Funds Sewer Service connections 31 46 58 14 54 43 34 32 26 28 Water Daily consumption (in million gallons) 2.7371 2.8675 3.0120 2.6328 2.2101 3.0600 3.3100 3.2500 3.1050 3.0704 N Sources:Various Town Departments and Annual Town Report w N/A Information not available CAPITAL ASSET STATISTICS 2020 General Government Number of Buildings 13 Public Safety Police number of stations 1 Fire number of stations 2 Education Number of Early Childhood Schools 1 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 -244- 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. -245- 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. -246- 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 § 53F1/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, -247- 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. -248- 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 '/z 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 1/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 1/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 -249- maximum tax levy allowed for the prior by more than 2 1/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 § 530/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 -250- 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 -251- 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. -252- 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 LAMA 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 MHA 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 -253- 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 -254- TOWN OF NORTH ANDOVER OFFICE OF TOWN CLERK 120 MAIN STREET NORTH ANDOVER,MASSACHXJSETTS 01845 NORrH ?Q4 461D;`1.t.O Joyce A.Bradshaw,CMMC Telephone(97 )688-9501 Town CtM, # * FAX(978)688-95.57 �,SS�cMUS4St� MEMORANDUM TO: Chris Nobile, Chairman, Licensing Commission Members of the Board of Selectmen Andrew Maylor, Town Manager FROM: Suzanne M. Pelich, Asst. Town Clerk DATE: February 11, 2019 SUBJECT: All Alcohol license Application Attached please find the application from Jager Enterprises Co., d/b/a The Wine Lab,Ryan O'Connor-Crow, Manager 18 High Street for an all alcohol license. A legal notice was published. in the Eagle Tribune on February 1,2019 and abutters were duly notified. Included are the recommendation from the Police, Fire and Building Departments. Please do not hesitate to contact me if you have any questions or concerns. Thank you. • ' Town of North Andover Community Development North Andover Town I-lall 120 Main Street North. Andover M.A 01845 phutchixts(cx northandovernia.gov ..v Paul Hutchins Telephone (978) 688-9545 Inspector of Buildings Fax (978) 688-9542 2/5/2019 I have reviewed the request for a Restaurant All Alcohol License. For the wine lab located at 18 high street North Andover, a. With a occupancy of 130 o new modifications are requested,and are current with Certificate of Inspection. Inspector of Buildings Paul Hutchins NORTH ANDOVER ---Community Partnership--- Operations Division Lieutenant Daniel P. Lanen TO: Suzanne Pelich FROM: Lieutenant Daniel P. Lanen RE: Jager Enterprises DATE: January 25, 2019 Please be advised that the following attached request for a Restaurant All Alcohol License has been reviewed. The Police Department has no issues with the license application as filed. A recent background check in May on Ryan O'Connor Crowe for a Farmer-Series Pouring Permit did not find any negative information to disqualify him from the permit. 1475 Osgood Street, North Andover, Massachusetts 01845 Telephone:978-683-3168 Fax:978-681-1172 TO WN OF NOR TH AND VER, MASSA CHUSETTS 40 Fire Department woi 795 Chickering Road, North Andover, MA 01845 Telephone 978-688-9590 Fax 978-688-9594 From: Lt. Michael Beirne February 5, 2019 To:Suzanne Pelich Re:Wine Lab The Fire Department has reviewed the license transfer request for Jager Enterprises Co. d/b/a Wine Lab for an 'all alcohol' liquor license.Since this is an existing license and there are no new modifications to the building,we do not have any issues with that portion of the request however they will need to comply with the Crowd Manager program throughout the term of the license. Michael Beirne Lieutenant/Fire Prevention Officer North Andover Fire Department .4 fi .. ... A*4*�nw. e pipe a/� 6L& 94&OW4MI t r 116 V y Certificate of Completion is t O'Connor-Crowe Ryan Successfuffy conzp&ed the CrowdWanager Training ftogram In accordance with 527 C' R 1.00:24.i,S.6- Designation of a Crowd Manager Date issued:February 4,2019 Expires:February 4,2022 Certificate#: 8Qn2akWvyDF7= Peter Ostroskey State Fire Marshal TOWN OF NORTH ANDOVER BOARD OF SELECTMEN GENERAL LICENSE APPLICATION Indicate if license is: ❑new transfer ❑change of dba ❑other Check type of license you are applying for: ❑ Common Victualler ❑Package Store Restaurant All Alcohol ❑Package Store Wine&Malt ❑ Restaurant Wine&Malt ❑ Club All Alcohol ❑Class I No. of vehicles for display: ❑ Annual Entertainment ❑Class II No. of vehicles for display: ❑ Sunday Entertainment ❑Class III motor vehicle junk license ❑ Electronic Games-list below: ❑Fortune teller ❑Vehicle for hire/taxi No: of vehicles: ❑ Jukebox ❑ Billiard Table-No: of tables Name of Applicant: R YAAl to 'CO41h147 -C g=d CV A Business Name: Sq -.C_ ERr �NTep tS EST o b-- LJ/I�/E`4� If business is a dba,please attach a copy of business certificate. If business is a corporation or LLC,please attach copy: 1. Certificate of Good Standing dated within the last 6 months;and 2. Corporate Vote authorizing business at the stated location. Address of licensed premises: !8' ///C?/C/ ST, AMIZ /-1 Asy b D�Jt' Mailing address(if different from above): Business Telephone No: 7 Business Email: 44 lvW f om F.E.I.N.: 9Z - 337_&s-7, Please check one of the followings: ❑own premises �Iease premises ❑property under P&S Name and address of property owner if different from license holder: RC-► --c C. /7 /yA coo .sf7. x dH r-Cy/i,L r Name T Address If applicable,please attach a copy of the lease or Purchase and Sale Agreement. If applicable,please provide,on paper no larger than 8'/2 x 14: 1. Eight(8)copies of the floor plan of building(including kitchen and seating area);and 2. Eight(8)copies of the site plan indicating parking areas and access to town ways. If applying for a Class I,Class II or Class III licenses,please submit a plot plan that shows: 1. The number of vehicles on display 2. The exact location of the vehicles 3. Customer parking 4. Office area Proposed hours of operation: Monday //:3OA - //:o o P Thursday //L'3yA —ZtLU tC�i'rf-T Tuesday //;SOA - //:D o P Friday //: 30 A --,4ffbv a V7 Wednesday &:SOA-//;oa Q Saturday T%00,4-M1hW,6Q !r Sunday r*.00,4 -to,Oe F (Specify liquor sale hours if different than regular establishment hours): Has applicant operated a similar business? ❑Yes ❑No If yes,please provide: Name of business: Address of business: Federal Tax Number: Do you currently hold a similar license?)Yes ❑No What type? rAgAfeA- s uvER y rCAA41T Have you previously applied for a license?❑Yes ❑No Have you ever had a license revoked? ❑Yes Wo If Yes,please indicate why: I hereby authorize the North Andover Police Department to conduct a fingerprint based national criminal re 'an pro ' said information to the local licensing authority. Z SignIV Date Pursuant to MGL Chapter 62C, §49A and Chapter 40, §57,I hereby certify under the penalties of perjury th all state t have been filed and all state and local taxes have been paid. Z Sign a Datd/ I hereby certify that I have read the conditions included with this application,including the requirement to -Z�L submit to a fingerprint based criminal record check,and agree to comply with any further stipulations that the Licensing Authority may from time to time approve. I also hereby authorize the licensing authority or their agent to conduct whatever investigation or inquiry is necessary to verify the information contained in lication. !Z (A P- Sign ie Date In add' 'on to the documents stated in the application,applicant must provide the following: ABCC Form A,if applicable ❑ Certificate of Good Standing from the Department of Revenue ❑ Check for filing fee of$100.00 made payable to the Town of North Andover ❑ Report of the Technical Review Committee ❑ For corporations-certified copy of Articles of Organization from the Secretary of Commonwealth's Office ❑ For corporations-a vote of the Board of Directors appointing a Manager ❑ For partnerships-copy of the Partnership Agreement ❑ For transfer of a license-Form 983 or 983A ❑ Check for filing fee of$200.00 made payable to the Alcoholic Beverage Control Commission ❑ Check for License fee- $3,000-Restaurant All Alcoholic Beverages $2,000-Restaurant Wine&Malt $2,200-Inn holder All Alcoholic Beverages $2,000-Club All Alcoholic Beverages $2,000-Package Stores All Alcoholic Beverages $1,500-Package Stores Wine&Malt $100.00-One Day All Alcoholic Beverages $75.00 One Day Wine&Malt $50.00 Fortune Teller Please contact the Town Clerk's Office with any questions at(978)688-9501 The Commonwealth ofMassachusetts Alcoholic Beverages Control Commission 239 Causeway Street Boston,MA 02114 www.mass.gov/abcc APPLICATION FOR A NEW LICENSE Municipality NORTH ANDOVER 1. LICENSE CLASSIFICATION INFORMATION ON/OFF-PREMISES TYPE CATEGORY CLASS On-Premises-I2 §12 Restaurant All Alcoholic Beverages Annual Please provide a narrative overview of the transaction(s)being applied for.On-premises applicants should also provide a description of the intended theme or concept of the business operation.Attach additional pages,if necessary. The Wine Lab OWL)is housed within a portion of one building located at 18 High Street in North Andover,MA.TWL currently has an issued farmer winery license which will be surrendered as a part of this transaction.TWL is a restaurant serving small plate style dishes with a major emphasis on pairing wines from both local and global wines with dishes. Is this license application pursuant to special legislation? ('; Yes (: No Chapter= Acts of 2. BUSINESS ENTITY INFORMATION The entity that will be issued the license and have operational control of the premises. Entity Name Jager Enterprises,Co FEIN [82-3328574 DBA the WINE LAB Manager of Record FYAN C.O;CONNOR-CROWE Street Address 18 HIGH STREET,NORTH ANDOVER,MA 01845 Phone 978-836-8761 Email RYAN@THEWINELABNA.COM Alternative Phone Website WWW.THEWINELABNA.COM 3. DESCRIPTION OF PREMISES Please provide a complete description of the premises to be licensed,including the number of floors,number of rooms on each floor,any outdoor areas to be included in the licensed area,and total square footage.You must also submit a floor plan. The Wine Lab is currently operated and housed within a portion of one building located at 18 High Street in North Andover, MA. The premises is located on one(1)ground level floor composed of approximately 3,650 square feet.The premises is composed of main areas(restaurant, kitchen,storage room and function room)with restrooms being located within "shared building space". There is an enclosed raised patio/deck approximately 352 SF. Total Square Footage: 3,650 7 Number of Entrances: 3 Seating Capacity: 130 Number of Floors 1 Number of Exits: 3 Occupancy Number: 4. APPLICATION CONTACT The application contact is the person whom the licensing authorities should contact regarding this application. Name: RYAN C.O'CONNOR-CROWE Phone: F788368761 Title: OWNER Email: IRYAN@THEWINELABNA.COM 1 APPLICATION FOR ANEW LICENSE . CORPORATE STRUCTURE Entity Legal Structure Date of Incorporation 10/28/2017 Corporation State of Incorporation MASSACHUSETTS Is the Corporation publicly traded? (-Yes ( No 6. PROPOSED OFFICERS, STOCK OR OWNERSHIP INTEREST List all individuals or entities that will have a direct or indirect,beneficial or financial interest in this license(E.g.Stockholders,Officers, Directors,LLC Managers,LLP Partners,Trustees etc.).Attach additional page(s)provided,if necessary,utilizing Addendum A. • The individuals and titles listed in this section must be identical to those filed with the Massachusetts Secretary of State. • The individuals identified in this section,as well as the proposed Manager of Record,must complete a CORI Release Form. • Please note the following statutory requirements for Directors and LLC Managers: On Premises(E.g.Restaurant/Club/Hotel)Directors or LLC Managers -At least 50%must be US citizens; Off Premises(Liquor Store)Directors or LLC Managers -All must be US citizens and a majority must be Massachusetts residents. • If you area Multi-Tiered Organization,please attach a flowchart identifying each corporate interest and the individual owners of each entity as well as the Articles of Organization for each corporate entity. Every individual must be identified in Addendum A. Name of Principal Residential Address SSN DOB _ FYAN C.O'CONNOR-CROWE 8 SYCAMORE DR,DRACUT,MA 01826 I I 10/02/1985 Title and or Position _ Percentage of Ownershi Director/LLC Manager US Citizen MA Resident OWNER [50 (:,Yes (7:.No (-Yes ('NoI I (:;Yes (-;No Name of Principal Residential Address SSN DOB TIMOTHY J.O'CONNOR-CROWE F8SYCAMORE DR,DRACUT,MA 01826 1 [087/01/1979 Title and or Position Percentage of Ownershi Director/LLC Manager US Citizen MA Resident OWNER 50 (7. Yes ( :No (:Yes ('No (:;Yes ( No Name of Principal Residential Address SSN DOB F- I I I Title and or Position Percentage of Ownershi Director/LLC Manager US Citizen MA Resident (',Yes ('No ( Yes (,No 1 (' Yes ('No Name of Principal Residential Address SSN DOB F- I I Title and or Position Percentage of Ownershi Director/LLC Manager US Citizen MA Resident (';Yes (- No (`Yes ('No (.Yes ('No Name of Principal Residential Address SSN DOB F- I I I -- . I Title and or Position Percentage of Ownershill Director/LLC Manager US Citizen MA Resident ( Yes ( No ('Yes ('No (`Yes Additional pages attached? C Yes (' No CRIMINAL HISTORY Has any individual listed in question 6,and applicable attachments,ever been convicted of a (':Yes C.No State,Federal or Military Crime?If yes,attach an affidavit providing the details of any and all convictions. MANAGEMENT AGREEMENT Are you requesting approval to utilize a management company through a management agreement? Please provide a copy of the management agreement. (-.Yes (*- No 2 APPLICATION FOR A NEW LICENSE 6A. INTEREST IN AN ALCOHOLIC BEVERAGES LICENSE Does any individual or entity identified in question 6,and applicable attachments, have any direct or indirect,beneficial or financial interest in any other license to sell alcoholic beverages? Yes ® No If yes,list in table below.Attach additional pages,if necessary,utilizing the table format below. Name License Type License Name Municipality RYAN&TIMOTHY O'CONNOR-CROWE FARMER WINERY FARMER-WINERY LICENSE NORTH ANDOVER 613.PREVIOUSLY HELD INTEREST IN AN ALCOHOLIC BEVERAGES LICENSE Has any individual or entity identified identified in question 6,and applicable attachments,ever held a direct or indirect,beneficial or financial interest in a license to sell alcoholic beverages,which is not presently held? Yes R No If yes,list in table below.Attach additional pages,if necessary,utilizing the table format below. Name License Type License Name Municipality 6C. DISCLOSURE OF LICENSE DISCIPLINARY ACTION Have any of the disclosed licenses listed in question 6Aor 6B ever been suspended,revoked or cancelled? Yes ❑ No 0 If yes,list in table below.Attach additional pages,if necessary,utilizing the table format below. Date of Action Name of License City Reason for suspension,revocation or cancellation 7. 000UPANCY OF PREMISES Please complete all fields in this section. Please provide proof of legal occupancy of the premises. • If the applicant entity owns the premises,a deed is required. • If leasing or renting the premises,a signed copy of the lease is required. • If the lease is contingent on the approval of this license,and a signed lease is not available,a copy of the unsigned lease and a letter of intent to lease,signed by the applicant and the landlord,is required. • If the real estate and business are owned by the same individuals listed in question 6, either individually or through separate business entities,a signed copy of a lease between the two entities is required. Please indicate by what means the applicant will occupy the premises Lease Landlord Name IRCG WEST MILL NA LLC Landlord Phone Landlord Email Landlord Address 17 IVALOO ST,SUITE 100,SOMERVILLE,MA 02143 Lease Beginning Date 8/1/2018 Rent per Month P45.0o Lease Ending Date 18/1/2028 Rent per Year 184,540.00 Will the Landlord receive revenue based on percentage of alcohol sales? ( .Yes (: No 3 APPLICATION FOR A NEW LICENSE 8. FINANCIAL DISCLOSURE A.Purchase Price for Real Estate 0 B.Purchase Price for Business Assets 10--- C.Other(Please specify) 0 D.Total Cost 0 SOURCE OF CASH CONTRIBUTION Please provide documentation of available funds.(E.g.Bank or other Financial institution Statements,Bank Letter,etc.) Name of Contributor Amount of Contribution Total SOURCE OF FINANCING Please provide signed financing documentation. Name of Lender Amount Type of Financing Is the lender a licensee pursuant to M.G.L.Ch.138. C Yes (' No (`Yes (' No ('Yes (' No (7 Yes (' No FINANCIAL INFORMATION Provide a detailed explanation of the form(s)and source(s)of funding for the cost identified above. EXISTING BUSINESS. CHANGING LIQUOR LICENSE TYPE. 9. PLEDGE INFORMATION Please provide signed pledge documentation. Are you seeking approval for a pledge?(^Yes 6't No Please indicate what you are seeking to pledge(check all that apply) 0 License Stock Inventory To whom is the pledge being made? 4 MA SOC Filing Number: 201761097140 Date: 10/27/2017 10:03:00 AM i The Commonwealth of Massachusetts Minimum Fee:$250.00 N„. William Francis Galvin - Secretary of the Commonwealth,Corporations Division One Ashburton Place, 17th floor Boston,MA 02108-1512 f Telephone: (617)727-9640 r r i r Identification Number: 001296796 ARTICLE 1 i The exact name of the corporation is: JAGER ENTERPRISES CO. ARTICLE II Unless the articles of organization otherwise provide,all corporations formed pursuant to G.L.C156D have the purpose of engaging in any lawful business.Please specify if you want a more limited purpose: ARTICLE III i i State the total number of shares and par value, if any, of each class of stock that the corporation is authorized to issue.All corporations must authorize stock. If only one class or series is authorized,it is not necessary to specify x any particular designation. y Par Value Per Share Total Authorized by Articles Total Issued Class of Stock Enter 0 if no Par of Organization or Amendments and Outstanding Num of Shares Total Par Value Num of'Shares CWP $0.00010 275,000 $27.50 275,000 ,t G.L.C156D eliminates the concept of par value, however a corporation may specify par value In Article Ill.See G.L.. C156D Section 6.21 and the comments thereto. i ARTICLE IVY' If more than one class of stock is authorized, state a distinguishing designation for each class. Prior to the issuance of any shares of a class, if shares of another class are outstanding,the Business Entity must provide a description of the preferences,voting powers,qualifications, and special or relative rights or privileges of that class and of each other class of which shares are outstanding and of each series then established within any class. { ARTICLE V # The restrictions,if any, imposed by the Articles of Organization upon the transfer of shares of stock of any class are: ARTICLE VI Other lawful provisions,and if there are no provisions,this article may be left blank. I �I �R d Note: The preceding six(6) articles are considered to be permanent and maybe changed only by filing appropriate articles of amendment, ti "d ARTICLE VIt The effective date of organization and time the articles were received for filing if the articles are not rejected within the 1 time prescribed by law. If a later effective date is desired,specify such date,which may not be later than the 90th day after the articles are received for filing, i Later Effective Date: 10/28/2017 Time: 10:00 AM P ARTICLE Vill q The information contained in Article Vlll is not a permanent part of the Articles of Organization. ;b.The street address of the initial registered office of the corporation in the commonwealth and the name w of the initial registered agent at the registered office: Name: RYAN O'CONNOR-CROWE ,r No.and Street: 8 SYCAMORE DRIVE City or Town: DRACUT State:MA Zip: 01826 Country:USA c.The names and street addresses of the individuals who will serve as the initial directors,president, treasurer and secretary of the corporation tan address need not be specified if the business address of the 9 officer or director is the same as the principal office location): Title Individual Name Address(no PO.Box) First,Middle,Last,Suffix Address,City or Town,State,Zip Code a PRESIDENT RYAN O'CONNOR-CROWE 8 SYCAMORE DRIVE DRACUT,MA 01826 USA TREASURER TIMOTHY O'CONNOR-CROWS 8 SYCAMORE DRIVE DRACUT,MA 01826 USA SECRETARY RYAN O'CONNOR-CROWE 8 SYCAMORE DRIVE DRACUT,MA 01826 USA j CEO TIMOTHY O'CONNOR-CROWS 8 SYCAMORE DRIVE a DRACUT,MA 01826 USA CFO TIMOTHY O`CONNOR-CROWE 8 SYCAMORE DRIVE DRACUT,MA 01826 USA VICE PRESIDENT TIMOTHY O'CONNOR-CROWE 8 SYCAMORE DRIVE DRACUT,MA 01626 USA 4 ASSISTANT SECRETARY TIMOTHY O'CONNOR-CROWS 8 SYCAMORE DRIVE DRACUT,.MA 01826 USA DIRECTOR RYAN O'CONNOR-CROWE SYCAMORE ®RAVE DRACUT, U d.The fiscal year end(i.e.,tax year)of the corporation: January e.A brief description of the type of business in which the corporation intends to engage: +I WINERY AND VaNE BAR f.The street address (post office boxes are not acceptable)of the principal office of the corporation: o.and Street: 8 SYCAMORE DRIVE j City or Town. DRACUT State:MA Zip: 01826 Country:USA r g.Street address where the records of the corporation required to be kept in the Commonwealth are hg located (post office boxes are not acceptable): ri No.and Street: 8 SYCAMORE DRIVE i City or Town: DRACUT State:MA Zip: 01826 Country:USA which is its principal office an office of its transfer agent an office of its secretarylassistant secretary X its registered office Signed this 27 Day of October,2017 at 10.04:39 AM by the inco or tor(s). (If an existing corporation is acting as incorporator, type in the exact name of the b . in .s entit.,' the state or other jurisdiction where it was incorporated, the name of the person signing on behalf of said business entity and the title else holds or other authority hy which such action is taken.) RYAN C. O'CONNOR-CROWE i ®2001-2017 Commonwealth of Massachusetts ' All Rights Reserved e MA SOC Filing Number: 201761097140 Date: 10/27/2017 10:03:00 AM THE COMMONWEALTH OF MASSACHUSETTS I hereby certify that,upon examination of this document, duly submitted to me, it appears that the provisions of the General Laws relative to corporations have been complied with, and I hereby approve said articles; and the filing fee having been paid, said articles are deemed to have been filed with me on: October 27, 2017 10:03 AM WILLIAM FF.AP.CIS GALVIN Secretary of the Comnwnwealth A TRUE COPY ATTES WILLIAM FRANCIS GALVIN SEAR TARP kfE COMMONWEALTH DATE w LERK 10. MANAGER APPLICATION A. MANAGER INFORMATION The individual that has been appointed to manage and control the licensed business and premises. Proposed Manager Name RYAN C.O'CONNOR-CROWE Date of Birth 10/02/1985 SSN Residential Address 8 SYCAMORE DR,DRACUT,MA 01826 Email RYAN@THEWINELABNA.COM Phone 1978-836-8761 Please indicate how many hours per week you intend to be on the licensed premises 40 B.CITIZENSHIP/BACKGROUND INFORMATION Are you a U.S.Citizen?* ( -Yes ('No *Manager must be a U.S.Citizen If yes,attach one of the following as proof of citizenship US Passport,Voter's Certificate,Birth Certificate or Naturalization Papers. Have you ever been convicted of a state,federal,or military crime? (7 Yes (*-.No If yes,fill out the table below and attach an affidavit providing the details of any and all convictions.Attach additional pages,if necessary, utilizing the format below. Date Municipality Charge Disposition C.EMPLOYMENT INFORMATION Please provide your employment history.Attach additional pages,if necessary,utilizing the format below. Start Date End Date Position Employer Supervisor Name 1112017 OWNER JAGER ENTERPRISES CO. N/A 05/2016 08/2018 ARCHITECT GALE ASSOCIATES,INC STEVEN MARSHALL D.PRIOR DISCIPLINARY ACTION Have you held a beneficial or financial interest in,or been the manager of,a license to sell alcoholic beverages that was subject to disciplinary action? C Yes (:No If yes,please fill out the table.Attach additional pages,if necessary,utilizing the format below. Date of Action Name of License State City Reason for suspension,revocation or cancellation 1 hereby swear under the p n enalti f g e infopx5jon I have provided in this application is true and accurate: Manager's Signature �.� Date r/k �6Z�J1 t� 5 ADDITIONAL INFORMATION Please utilize this space to provide any additional information that will support your application or to clarify any answers provided above. JAGER ENTERPRISES,CO.WILL BE SURRENDERING THE EXISTING OWNED FARMER WINERY LICENSE IN LIEU OF RECEIVING THE APPROVED LIQUOR LICENSE CURRENTLY BEING APPLIED FOR. APPLICANT'S STATEMENT 1.IRyan C.O'Connor-Crowe the: ❑sole proprietor; ❑ partner; 0 corporate principal; ❑ LLC/LLP manager Authorized Signatory of PAGER ENTERPRISES,CO. Name of the Entity/Corporation hereby submit this application (hereinafter the"Application"),to the local licensing authority(the"LLA")and the Alcoholic Beverages Control Commission (the"ABCC"and together with the LLA collectively the"Licensing Authorities") for approval. I do hereby declare under the pains and penalties of perjury that I have personal knowledge of the information submitted in the Application, and as such affirm that all statements and representations therein are true to the best of my knowledge and belief. I further submit the following to be true and accurate: (1) 1 understand that each representation in this Application is material to the Licensing Authorities' decision on the Application and that the Licensing Authorities will rely on each and every answer in the Application and accompanying documents in reaching its decision; (2) 1 state that the location and description of the proposed licensed premises are in compliance with state and local laws and regulations; (3) 1 understand that while the Application is pending, I must notify the Licensing Authorities of any change in the information submitted therein. I understand that failure to give such notice to the Licensing Authorities may result in disapproval of the Application; (4) 1 understand that upon approval of the Application, I must notify the Licensing Authorities of any change in the ownership as approved by the Licensing Authorities. I understand that failure to give such notice to the Licensing Authorities may result in sanctions including revocation of any license for which this Application is submitted; (5) 1 understand that the licensee will be bound by the statements and representations made in the Application, including, but not limited to the identity of persons with an ownership or financial interest in the license; (6) 1 understand that all statements and representations made become conditions of the license; (7) 1 understand that any physical alterations to or changes to the size of the area used for the sale,delivery,storage, or consumption of alcoholic beverages, must be reported to the Licensing Authorities and may require the prior approval of the Licensing Authorities; (8) 1 understand that the licensee's failure to operate the licensed premises in accordance with the statements and representations made in the Application may result in sanctions, including the revocation of any license for which the Application was submitted;and (9) 1 understand that any false statement or misrepresentation will constitute cause for disapproval of the Application or sanctions including revocation of any license for which this Application is submitted. (10) 1 confirm that the applicant corporation and each individual listed in the ownership section of the application is in good standing with the Massachusetts Department of Revenue and has complied with all laws of the Commonwealth relating to taxes, reporting of employees and contractors,and withholding and remitting of child support. Signature: Date: Title: OWNER CORPORATE VOTE The Board of Directors or LLC Managers of JAGERENTERPRISES,CO. Entity Name duly voted to apply to the Licensing Authority of NORTH ANDOVER and the City/Town Commonwealth of Massachusetts Alcoholic Beverages Control Commission on Dec 3,2018 Date of Meeting For the following transactions (Check all that apply): ® New License ❑ Change of Location ❑ Change of Class(i.e.Annual/seasonal) ❑ Change Corporate Structure(i.e.Corp/LLQ ❑ Transfer of License ❑ Alteration of Licensed Premises ❑ Change of License Type(i.e.club/restaurant) ❑ Pledge of Collateral(i.e.License/stock) ❑ Change of Manager ❑ Change Corporate Name ❑ Change of Category(i.e.An Aicohol/fflne,Malt) ❑ Management/Operating Agreement Change of Officers/ Change of Ownership Interest ❑ Issuance/Transfer of Stock/New Stockholder ❑ Change of Hours ❑ Directors/LLC Managers ❑ (LLC Members/LLP Partners, Trustees) ❑Other ❑ Change of DBA "VOTED:To authorize I RYAN C.O'CONNOR-CROWE Name of Person to sign the application submitted and to execute on the Entity's behalf, any necessary papers and do all things required to have the application granted." "VOTED:To appoint RYAN C.O'CONNOR-CROWE Name of Liquor License Manager as its manager of record, and hereby grant him or her with full authority and control of the premises described in the license and authority and control of the conduct of all business therein as the licensee itself could in any way have and exercise if it were a natural person residing in the Commonwealth of Massachusetts." For Corporations ONLY A true copy attest, A true copy attest, C r ate Officer/LLC Manager Signature Co r ration Clerk's Signature Corporate Vote March J-�,2018 At a meeting of the Officers and Directors for Jager Enterprises Co.d/b/a"The Wine Lab,"held at 18 High Street,North Andover,Massachusetts on March 2018,it was duly voted that the Company apply to the Massachusetts Alcoholic Beverages Control Commission for a Farmer-Winery License pursuant to M.G.L.c.138§19B,(the"License Application's to be exercised at 18 High Street,North Andover,Massachusetts and voted to appoint Ryan O'Connor- Crowe as Manager of Record. Pursuant to the above, The Officers and Directors vote as follows: "VOTED:To authorize Ryan O'Connor-Crowe to sign the License Application in the name of Jager Enterprises Co.,and to execute on the Corporations behalf any necessary papers or documents,and do all things required to have the License Application granted and approved by the Massachusetts Alcoholic Beverages Control Commission." "VOTED:To appoint and approve Ryan O'Connor-Crowe,of Dracut,Massachusetts as the Manager of Record on Jager Enterprises Co.'s Alcoholic Beverages License,and hereby grant Ryan O'Connor-Crowe with full authority and control in the license,within the licensed premises and authoritv and control of the conduct of all business conducted therein as the licensee itself could in any way exercise if it were a natural person residing in the Commonwealth of Massachusetts." This is to certify that a majority of the Officers and Directors of Jager Enterprises Co,a Corporation duly organized under the laws of the Commonwealth of Massachusetts are citizens of the United States and a majority are residents of the Commonwealth. This Corporation has NOT been dissolved. A True Copy Attest R O'Connor-Crowe,Director Timothy O'Croiinor-Crowe,Officer CERTIFICATE OF CORPORATE VOTE This document certifies that on December 03,2018 at 12pm,a special meeting of the Board of Directors of Jager Enterprises, Co. (the "Corporation"),was held at the Corporation's offices at 8 Sycamore Drive, Dracut, Massachusetts. All members of the Corporation's Board of Directors being present and voting, it was unanimously voted that the Corporation would apply for an On-Premises Section 12 Retail Liquor License through the Town of North Andover, Massachusetts. Upon receiving the approved On-Premises Section 12 License,the Corporation will surrender the existing Farmer-Winery License under the same Corporation and same location being applied for the new license. I, a undersigned,certify that this is a true copy. Secretary of Jager Enterprises, Co. JAGER ENTERPRISES, CO. December 03, 2018 s a a m WINE LAB TOTAL architecture I j REA°3F650 SF 1 Sinai:MA02210 Li au�R8N80N ANIXTSPE.A C -=`f--t � �'.'3 � saes-a �ravice!rQAT¢a rta�z�e (�"""1 � yt ` € i� I ^j � L< � ;� I ' I } MNEMAKNd6 car�saes FQ I AW __ — j RCG LLC Cc _ 3 �� r l �--• �:;��—=�F"—: —�' ,1: cow �{3 ( ; ���c °� IN m � Ea !" WINE LAB OCCUPANCY TYPES AND TOILET FIXTURE COUNT t67 it 90} � eQNQaNANFnwe®r .�Ll ! Pa"�A � . � .�v cQUN<Q>ki' rAaiNaN PA,aes. `t+ PFYYATE FU=ON s { e � PaNNadAPu aoeav ��_.== --� � %�; i,�-�•--�--�5:�" t � j (i i �eax cacao-roeu as � _ - f TQPA6Pf0NPP85lWaaT, � , �f t � �I $€ € � 'SC4jMNFEBPR ti! FFS1i3N . T6{9 NUNYW6l�8PATC m §✓ i Stl�i,.!}p� 44gdE.�` �3 184'i96'15 IAW LL, f s: jE E LAB EGRE PLAN 4_ f1w94@° I di d�[Aie 3 4 � , I iQ44 m94ffiE M4M 31t4<' e WINE LAB CODE REVIEW 03-aala As Indicated i aaM�nQ. i A001 WL I WEST MILL NORTH ANDOVER LEASE AGREEMENT DATA PAGE LANDLORD.- RCP West Mill NA'LLC("Landlord'%fits successors and assigns,With-at!addrijs$. ofi clo RCG LLC 17 lvaloo-Street,Suite 1.60 Somerville,.MA 02143 TENANT: J.9ger rEnterprises,Go:; With an addreM of 8 Syciiftre Drive,Dracut,.MA D1 826 LEASETERM- Flue(5)-years from-the Rent.Commdri(cement Date. RENEWAL OPTION(S): TOnant shall have.One(1.)Option. 6 Ronewthe Lease for One-Jl)dive(5)Year Term,as fOrther clarified in Section S.of this Lease. ANNUAL BASE-REKTt patio Monthly -Rentable Base Rent Patio Rent I Annual. Base Year SF [SF SF SF Base Rerit Rierit- 3,378.. 20.0.0 35.2 -10.00 71,080.011 5,923.31 $ i 3,319 2O.50 -.357- 10..2S 72,857.00 15,071.42 $ . $ $ $ 3 3378 21.01 352. 10,51 74,678,43. 6jM.20 $ 54S'3,378 21,54 .352 10.77 76, �39` 6,378.78. 4 %378- 2 .08 [352. 11.04 .78,459.02 S 6,538.25 PREMISES-. Approyjmately.3,37B rentable squate-fdal in the Interibir of that buildi*Mj.khovmas. 'West KV#he.'Suilding")and to be designated as 16 High Street;North AqOqyer, MA.01B45 and 352.souare'fidet of.patto'tpalce._ COMMENCEMENT.DATE OF The Idase shall coinmence upon exec0onof thls.Lease by.both parties(the LEA$E: "Commencement Date). BOja Rent shalt notbe due'and shall not commence until the-first-day 6f the first month subsequent to receipt of a Certificate of Occupancy from the Town of North Andover,but in no event latbrffian August 1.,.2018,as set I'ditki b6ldw lfi.Paraig'raph 3. USE: The teased promises may be used as a foclli�ty to manufacture-aippholic-beverages and more particularly topr6dUce-wine,sell.wine on and off.Pfemiseg,and allow customers to make their.own.wines on the'Prerrises,suViect to all appli6able local and state laws-,end.no-other use without the prior writteh consent6f Landlord- Initial 0K) ........... 1 r r 7 I I WEST MILL NORTH ANDOVER. � LEASE.AGREEMENT LEASE TERMS 1.. Demised Premises. In:consideration for the rents and covenahts•hereinafter set forth,Lasidord.hereby leases to Tenant-the Premises described.on the Data Page of Phis lease and shown in Attachment A.'Tenant.shai! aiso have the non-exclusive use bf..ail portibns-of the Property and'the 130ding.in which the.Preriuses reside that are designated from time.to time-by Landlord for the common use of tenants and-others, such.-As parking areas, sldrawallc§,common camdors,elevalarfoyers,restrcioms,Vending areas and lobby areas(the"Common.Areas), 2. Subordinatibn of lease. Tenant`s rights under'thls Lease Agreement (hereinafter referred to as the"Lease Agreement" or the "Lease")are:and'shali always be subordinate to the operation and eifect of any mortgage, deed of trust or'other security instrument now or hereafter.placed by the,Land Upon rho Premises tirupon property of which the Premises constitute apart, In.consideration of such:agreement of subordination,Landlord agrees to.obtain for Tenant, at Tenant's request;_a Subordination, Non-Disturbance and-Attomriient Agreement i("SNOX) with respect' to any mortgage Or.oth er security Instrument to which this:Lease is or may become subordinate,upon reasonable.and customary terms and'in proper form for recording.Subject.only to Landlord providing-such SNDA upon:request,this clause shall be.self-operatiye.and no further instrument of subordination shall be required. In con#imabon thereof,.Tenant shall execute-such further reasonable.assurance as may be requisite. 3. Term. The term of this Lease CLease.Term`')shall commence upon execution of the lease by both-pardes. Rent -shall.cbrrimence on the frrit'Oy of:the'first month subsequent to receipt.bf a Certificate of Occupancy frorn'the Town of North Andover, but in no event Later than August 1,.2018'. This date will be kno►tin as the "Rent .Commencement Gate". The Lease Term will expire on the expiration of the sixtieth (60th).full calendar month following.the.Rent.Commericement Date:The.date oh which the Lease Term expires is referred to herein as the l "Expiration Date'. The F iirafiorz Date wilt always be the last day of a:given month. Upon execution of this Lease- Tenant shalt remit jo landlord the sum of$17,710'(Fqr First MonlWs Rent and Secudty'Deposit(as de fined.In-Section Therein)). 4, Use of Premises/Exclusivity. The Premises shall be used by the Tenant'solefy for-the purpose of conducting. the, the business as described above and/or on*the Lease Data Page,and.no other use without prior written consent of Landlord. i .5. Anneal .Rent. Tenant covenants to pay to Landlord,:as rant for-the'Premises, an Annual Base Rerit ("Base. i Rent'), as defined on•the.Data.Page,in equal monthly installments,ih.advance,on.or befdrs the first day of wean month of the Lease Term, r The Base kernf includes any and all operating expenses,taxes andlor Insurance costs of`Landlord with regard to the. ownership and.maintenance of the Premises and Building, none of which shall be separately charged to Tenant except as otherwise expressly set fbrth;tn tttls Lease. G. Rent Payments. Tenant shall promptly gay the Basdr Rent-hereln prescribed, and all other charges due and. payable hereunder,Including any additional rent expressly described herein,wheri'and as the same snail become. due and payable'ln accordance•with S'ectiion 5 above.If Landlord shall pay any monies or incur any expense in. l -correction of violation by Tenant of.covpnants herein set forth (beyond any appil(able.riotice'.and cure periods), € the an�ourits so paid o'rincurred shall,on notice lo.Tenant,be considered additional rent payable.by Tenant,with the first installment of Base Rent thereafter to become.due and payable,and may be collected or enforced as:by law provided-in respect of rentals;provided however,.that such Base Rent is ript,and shall not be deemed to.be in lieu of such other remedies at laW br in equity iwhich Landlord has or may have.All Pent shall be paid and delivered to Landlord's representative c/o RCG LLC 17 tval.oq Street, Suite 100, Somerville,. MA 021�43 or at- -such*such other address bri as diord may designate from time to tme in writing or Tenant may make rent payments.to 1 Lan dford via,electronic funds transfer as maybe mutually agreed upon. i l r i l 2-of 13 Initial Y 1 I i WEST MILL NORTH AN ROVER. LEASE.AGREEMENT 7; $ecurlty Deposlt. Landlord shall retain a Security Deposit in the.amount of $11,647 as security for the, perfatmance of Tenant's obligations under this Lease,-including without limitation the surrender of possession of the Premises to Landlord as herein provided. If Landlord applies any part of the deposltAo cure•any defaulf (beycnd any applicable notice and:cum peildds)of Tarrant,Tenant shall on.demand deposit'with Landlord the amount so applied so'that.Landiotd shall.have the full deposition hand at ail times-duririg the term irf.this Lease. Landlord shall return the Security Deposit,less any unpaid balance or any.application of-Security pepostt foWard damages•in-the..event,that the Premises are not surrendered In accordance with the terms of-this Lease,within thirty(30)days of.Tenant•.surrendering possession in accorEdarice with Section.36 of thin Lease.. B. Option to:Renew. TenantshaAaYe the option to renew the Lease for One('I)-Five(5j year option.period(the "Renewa)Period")upon all the terms set forth-in this Lease,except that the rental payments due In the first year of the Renewa[Period.shall be.setatthe prevailing market rate("PMR")pursuanfto PMR Reset Procedure below,and shall be adjusted,in each subsequent year of-the kenewal Period according to the percentage -increase in the Consumef Price Index for all Urban Consumers-.Ali Iterns f CPf=U"j for such period. Tenant may extend the Term ofthe Lease only if a Tenant's Default shall not exist under tfils.Lease at the time-of any:wich election;and by giving-Laridlord written notice of such electlom('Extehs*ion.Notice")not later than nine(9)months oddi'to the expiration of the initial Term. The PM, R Reset Procedure shall'include two components:the'Infortnal Negoilafion Process`and the"Formal Process"Upon.recelpt ofwritteh-notice that the Tenant elects to extend the Lease,Landlord and'tenant shalt hold a 3if-day period of informal neyotiatioris.where they wJ0 attothpt in good.faiih to agree,.an the.PMR in the-first yearof•- 6 Option Term.Good faith shall be defined,in his-lnstance,as holding at least.two meetings to discuss l the PMR.Tenant.end:Landldrd`may reach agreement'an.the PMR during the Informal'Negotiations Process,and if they do,shall execute an amendment to the Lease codifying the agreed upon rents,if Tenant and.Landlord do not:reach agreement on the PMR'dudrig the lnforrral Neg6tiat'rons Process;Tenant may;with written notice no less than four(4)months.priorto the'.exrpiration-6f,the.iriitial Tbtrn eitherinv6ke the Formal Process,in which aif:case the PMR shbe datermined-according to.the.Fgrmal Process,or revoke the.etectim-to extend,in which .case the Lease shall expire on'the initial termination date. If the Tenant elects to invoke the Formal Process,then within ten(1 Q)busi;iess-days of issuance of such notice, 4 Landlord and-Tenant each shall.give notice(the"Determination Notice")tp the other setting forth their resoectivb determinatitzns of-the PMR,and an mutually acceptable Inoependentarbitrator'("Afbitratorl shall be hired to select either the Tenant's PMR or the Landlord's PMR,whichever is closest to the Arbitrator's best estirnate 6f the faitIPMR upon-considering ail information and mataiials-as suVrnitted by.the parties in support of their deiermination•-af PMR, The..Arbitrator shall n6t have the power to add,modify,:or charige.anyof the other provlslons of this Lease: Both Tenant and_Landibid will be.bound.by the:Arbitrator's.decision,and_rent for the first year of the Renewal Period-shalt be set'at the selected-PMR.Notwithsianding the foregoing,under no t circumstances shall the PMR be less than the prior year annual rent;and the parties shalt informAbe Arbitraiot.of Ns cohdittom Tenant and Landlord shalt share the cost of the Arbitrator equally. E;ach:party shall pay its own.legal counsel fees and expenses,if any;in connection with any arbitration under-th'is i section and the parties shall share equally all other expenses and tees of any such arbitration. The Arbitrator shall be a real estate appraiser or consultant who shall have at least ten(10)-years"continuous experience as a commercial real estate appraiser with experience with properties simifar to the Building in the greater Merrimack. Valley arias.Should Tenant and Landlord be unable to.agree:on•an Arbitrator within ten-(10)Wsiness-days of.the Determtnation Notices,each party shall select Its .own arbitrator and those Lwo arbltrators-shall selecta third € arbltratar to be tiie independent arbitrator; ;9: Operating Expanses, Real Estate Taxes; Assessments and Abatements. The Annual Rent in Section 5 includes all of Tenant's allocated share of operating expenses,real.estate taxes and abatements for Buitd'ing and i Premises. , l t I t i 1 tE f i 3af13. initial � l jY 3 1 f WEST MILL NORTH ANDOVER LEAsEAGREEMENT 10. Tenant's Maintenance of Promises. Tehaht shall.not,Without consent in writing of Land1drdi place or maintain -any merchandise or other articles in any vestibule or-entry of the Premises,on1he foot walks'adjateiitlfiere 1:6 or elsewhere on the exterior thereof and Landlord- reserves'the eight.to charge-the Tehan -di'directly fo' f ire r.costs associated with the disposal of items placed In-Common Areas provided that Landlord has delive notice to Tenant twenty-four(24)h6ur§Prior toi disposal of said itemS.ds . . delivered written - Tenant shall maintain the Premises-at its own expense in clean; orderly and.-sanitary pondition,free of insects; rodents,vermin and'other pests;.shall not permit abcumUlaWn of garbage,trash' niWah and.other refuse;and shall remove fhe'Same at its expense*to Common Area dumpsteN maintained by%e Landlord.- Tenant shall abl0e,by the Landlord's reasonable direction for handling c.f waste generated by Tenant and Landlord reserves 5 the fight to:charge the Tenant dire.ddy-for disposal of materials requiring speciattreatmtrit bythe wasbB disposal -bbrnpany. Tenant shall keep-the'Inside of all glass in the doors-and-Windows of the Premises,clean,,shall replace ulterior glass of the Premises which may-beco'Me cracked or broken.and shall,at lhi�own wipenie,keep all vialls,-floors ceilings,fixtures,wiring arld.equipment.,including equlprnient and'systprris forwhich the Landlord performs regular maintenance and.repdirs;In good ordet-a6d.repalr,except fbr ordinary wear and tear,no.gilgence and damage by the Landlord,its agents:or damage by pzsqoty.lnsured against. Tenant.shall not amplify sound Within its Premises, or*engage•in any activities-in-its Promises',' that enable unreasonable levels of horse to emanate Into Common Areas or adjacent tenant spaces. Tenant shall not. -Ongage in any advertising-'or solicitation an the.Pro orty Without Landlord's Wyked c6hs`6rit, Which-shall-not be. p. unreasonably withheld or delayed,-or use advertising media such as flashing lights, lo udspe-akers,"or:6thef forms orsoutid.amplifitallon to proj6pt beyond-IN own"Premises'. Tertarifshall keep all of ftsmechanical apparatus free of,unreasonable Vibration and noise which maybe transmitted beyond the•confides of the Prearlse S; shall-not'cau!B cause or permit unpleasant odors(aS.reasonably-determined by Landlord-and Tenant-or,it Landlord and Tenant disagree, by the local health Inspector)..to:emanate from the'Ptemisds;-and shall cohdUct its business iN the Premises In all sespecis in-a prbf4ssioinal manner. Landlord sholi equip the Premises with a-working electrical -sub-panel, workirig heating and.coollhg.eoulpment sufficient fora typical use of the spicie and shall perform regular maintenance intenance and repair an those systems to keep them in good working order,Tenant shall not-DverloOdthe"electric6l wieffig,jas-svNicLi"br plumbing ser'in .9 the Premises or. wOthln'ihe Priemjses°and may only install any @dditional electrical wiring, plumbing, or-other services which maybe in connoctiori With Tenants ;apparatus.at 11s 6,Wri ftente and ifier.6bfiflning. Landl6rds written approval(such appri6val not to be unreasonably withheld or delayed). Except at may otherwise.be set forth in Section 4i or in-plans and specificatipps attached hereto With reppi§ct to any wiring as'may be included In Landlord's initial Tenant Fit.-Out, -Out, Tenant is r6spomlble.fdr Installation'and maintenance or-S'11:01"its computer wiring,electronic security systems, audfplvlsual wiring-and.data and telephone. .lines. -11.. -compliance with.Laws.. Tice-Tenantacknow.led.gesihatno-trado or occupation shall be:.00hduated in the leased Premises or use made thereof which vAfl be.unlawfUl, hdzardous;improper,unreasonably noisy-or offensive,or contrary'to:any 14w or any municipal by-law or ordinance.in_fierce'now.or hdre'after enacted; promulgated or adopted in'the city or town-In Which the Premises are siluated. Tenant shall conduct Its business in the Premises in all respects:in a:professional.m anner. 'The Landlord sMIJ be responsib 16.for compliance with.requirements imposed by'the Americins'.with Disabilities Act relative to the e Landlord's initial Tenant Fit-Out work to be performed.by.life Landlord pursuant to Section 41.of the Leas6;,the:Tenant shall be-responsible for compi16nce YAth requirements imposed by the-Americans with Disabilities Act relative to any subsequent_work, if any, perfbiTned by the7emifittherein orany reconfiguration of the'spa,ce reiat9d'to.f6mIshIngs,'rWUres or equipment, 12, CandItIGIIS-Of Premises, Landlord shall.deliver Premises to. Tenant.on.the Commencement Date in 'as=js" Condition except fqrthose imprOveimients-speciffed in Section 41 and Attachment f+,which improvements shalt be; r t,the installed by Landlord prior Comrnqnoemertt.Patb,in a good�and Workmanlike manner arid.in ici;drdar­r'-o -yeth.all applicable Taws;curies.and oeinanues. of ----------- WEST MILL NORTH ANDOVER LEASE.AGREEMENT .13, Landlord'sMalhtsrt.aricO. La AdloW shall maintain-the Building and Coitimon Areai al is ovm,expense in clean, orderly and sanitary condition,free of insocts,'roderils,vermin and other podtw shall--not.permit accumulation of .ga6agQi trash,xobbishan'd other ref6s"e,and shall remove the same at its expense.. Landlord agrees.to maintain the structure of the Ruildl%., (including the Premiset),its roof,exterior walls.exterior glats, common area windows and doors, Jand�cziplpg, -fire protection systems; and. healing and cooling equipment, doors,locks,plumbing,mechanical-systems.and electrical vAring of-which'the-teasO premises are a 'part in the same con&tion.a4 Itis-at tare bom-riime'ementof tho term or.as it maybei put in during the term of this lease; reasonable weer and fear,damage by-fire and other casualty only eXQeR*d: unlets such rriblntenartQe is require4 because of the Tenant.or those -for wh6se: conduct the Tenant is legally responsible. Landlord's obligation to maintain such-systems and equipment is predicated upon TenMft intensity 0 use being similar to that-of other bdcupints of the.Building and:in aocordance,with Tenant's stated Use.Any increase in intensity.of use by Tenant,as compared to other sitrillar.occupants in the BUildirig,-shall he'the.re-spahsib)MV of-Tenaflt to-pay upon invoice as Additional Rent. InAhe event.that the Landlord is prevented or delayed by-Teipa6t.from mating any repairs or p6rforrninq any other covenant hereunder by reason-of.4i y-cause-beyond the reasonable control of the.Landlord, the'Landlord shall .not be liable to the Tenant-therefore nor,except as kxprbssly dfh4tnvide,provided in'this Lease,sh*a'll the Tenant .be entitled--to any abatement or reduction.of rent by reason thereof,nor shall titer same give rise to*a claim by.the Tenant that such"fillure cahstituies actual or 6 ohstiuctivg.e`viclion'frorri the teased pr6mlses'or any pait thereof. -14. Repalr:of Premises. Tenant shall repair promptly at its own expense any damage to the Promises caused-by any:act or omission 'of'the'Tianant, its'emplaydesi agents, contractors;'invitees, or licensees, or caused-by bringing into the Premises any property. for Tenant's:use or by the'installation or renl6val of such property, regardless of fault-or by Mom such darnage shall be caused unless caused py Landlordjts agerit,empl9yee or corittactoi-,and in defaiilt-'of such repairs by Tenant-and uponnotice to Tenant, Undlotd.may make.the repairs .and Tenant shall pay, the commercially,reasonable cost thereof to Landlord promptly.upon LandIardW'ddmdn.d thorbfore.prbvided that Landlord has first provided all evidence of repair.costs prior to-commencing such-work including but not limited to proposals,estimates,involves.or bills relaitod to repairs.. 115, .Alteration of Premises: Tenant-shall hot alter'ft'-extahor of lhq-.Preqfkqes and shall.not-make any structural alteration to the Premises or any part thereof without first'obtaining, Landlord's written.appravi3l..of such .alterations, which shall.not be unreasonably withheld; condliforied, or delayed; and any-JimproVernents shelf. Immediately become, the: property of the Landlord and shall remain -upon-the Premises in the absence-of agreement to the contrary_ Tenant,.however, shall have the right.to makeAnteelpri non-structural.altaratlohs, additions and-improvernentseto the..Premises that it shall-doom desirable for the operation of its business,without, Landlord!s consent, proVided that any such alterations,.additions or improvements shall.not dim-inish the value 60 of the I-Premises.nor-impair the:structural jhleqrftjr of-the Pr6mls6s or the building of which the'Premises,is a part. Such alterations shall.be In conformance to applicable governmental codes. 16. Tenant's Work,. Landlord slrall'dellver time Premises as awarm v6billa.bog', as further defined in Section 41. .Upon delivery.of Hie Premises to Tenant Tenant must, at its own cost and expense, further build out the Promises for its intended use, subject-to the.Landlord's:approval,.wbich'ghiili not be unreasbriably'4thbOd or delayed and s*ect to the following conditions..(a)Tenant shall apply for all local and-state.permits Including,if :applicable, an occupancy permit from the Town.of North 'Andover-, (b) all work shall be performed without disruption to other tenants-, (C) Tenant shall only employ licensed and insured contractors and a copy of all construction company liability insurance tartifficat"In.amounts as required by Landlord and shall be.proVided to the Landlord pt.iar-to the commencement of construction activities in the'Premise-!; and (d) the insurance certificate Shall hArne the'Landlord as a d.erilftaie holder and addifidnM insured. -theta conditions re-maln.foranY work done on the Premises during the term of the Lease., 17 Signagii. Landlord-shall at its own expense, provide dire'dory signag6. Unant shall not place or suffer to be placed or maintained on the exteriorof the premises,any slgp, advertising matter or ariy other thing of any l ind withouttfirst-obtWnirig Lamilord's-wrilte"n'ap'' "' I thereof,which shal[n.ot.be unreas6nablv-withheld- conditioned prova I or,delayed,-shall not place or-maintalwany decoration.,lettering or advertising matter air the-:exterior of the glass d6 of-an -w1nw:pr'doorohe Premises obffi6g Landlord's Y ' f t Pr o - ttdi dl written apprqvAl thereof,which shill not be unreasonably withheld,conditioned or d6[aypd;and-shall maintain such sigh,decoration,leftMirig'o6edisi-inig matter or other thing as may Lis approved in good condition and repair at.all times: Tenant shall b6.resporisible for obtaining any applicable.approvals horn local b6ards:or officials related to its propos6d-signage. The cost Of" all signage-as well-as the des ign and approval process to install the signagp voill be.the sole expense of'the th�-' TeriahL'- 5 of Is ALI' .................. 1 l 1 WEST.MILL NORTH ANDOVER LEASE AGREEMENT 118. -Utilities. Landiord wiii provide electrical service, plumbing,.and HVAC to.common areas at its'sole.cost:Tenant shall pay its:sUb-metcired.share of anybUlitles used on the Premises,which shaft be billed from time to-time by Landlord based on meter readings.ai the rates then currently paid by Landidrd.to the Utility proViders: Landlord i shall pajr'for any services to building-wide systems.serving.Tenant's space.Tenant shall use reasonable efforts w minimise lit use.of utilities provided by Laridlotd. Any significant increase in intensity of use by TenanL as- t compared to other similar occupants in the BW[ding,shall be the re.sponsibiCly:o€Tenant to pay upon ihvoiG64'.. Additional Rent. + 1 Landlord shall provide standard electrical service to the Premises:any additional utility-requirements for operation. of the Tenants apparatus must be done with the approval of the Landlord and at TendnCs-sole expense: Tenant j shall install and pay for any telephone,cable,data,or secunty.vli.ng,drservices provided to the-Premises: Landlord shall under no circumstances be liable to.Tenant in damages or.otherwise fat any interruption in service of water,.gas, eiectdcity or other utilities and.services caused by'labor disputes, or by the making of any- necessary repairs or Acts of God.or anything which is beyond,l ancllord's control. Landlord shall not be habit for consequential damages in any event,unless caused by gross negligence of willful misconduct of Landlord.or its i agents oremployees, i 19. Insurance..Mandatory Coverage by Tenant:Tenant shall keep in force at:its own.expensq so long'as this Lease reirialris in effect and'duling.such other time as Tenant.is in possession b€the premises or any part.thereof,the j failaMrig 'insurance, irr each instance with. an insurance company or companies, and in fore, reasonably acceptable to Landlord: (a)Public General Liability.insurance with respect to the.Premises,providing minimum combined.sindle. limits of$.1;oD0,6o0:00 per occurrence and.$2,b00,000.00,aggregaie on account of bodily injury and:prdperty damage, (b) Workmen's Compensation insurance with respect to the operation of Tenant conducted at the .Premises.affording statutory coverage and containing statutory Ilmits Tenant shaiYdblJosit the above polidy or poilcies of such insurance or certificate thereof with Landlord, and all. policies shall name Landlord any persoh, films-or eorporegp'ns.designated by Landlord,"and Tariant as insured parties and shall cohtain an express waiver of any right of-subrogatl.on against Landlord.The foregoing limits shall :be reviewed annually during the term of this Lease,and revised,if necessary,tti conform to prudent practice for similar buslnesses. Optional Coverage by Tenant,The Landlord strongly advises Tenant to keep in force at its own expense so,long as.this Lease remains in-effect-and during:such other-time-as Tenant is in possession of the Premises or any part thereof the following types of insurance,with a deductible amount:equal:on each policy to the lesser of,elther.the ; equivalent of.two monthly installydents ofRent or$10,000: (a)Renters'insurance for.o..qufpment,inventory,stocK,personal property and possession and any other materials in the Premises in foam and amount sufficient fully to cover.Tenant; (b)Flood insurance,if so desired.at.the discretion of the Tenant; j (c)Loss of business coverage;including coverage for lost reyenues,and i (d)Any other insurance tenant believes would be prudent to acquire to cover its use and.'operatlon in the Premises. To the extentthat Tenant-elects not to purchase any-of the above.poficles,Tenant is at rjsk for certain eyents and { acknowledges.that Landlord and its insurance pnfici.es are notlfkeiy liable for loss assoniated.with business li operation.To the extent that Laridtard is liable;its biability shall be capped at the lesser amount of$10,000'or-two i monthly Installments of Rent(the deductible.amounts recbrnmended,hereln),provided said tiabiiity is not for- I willful,wanton;or rieckles§acts on the part of.Landloni. l Coverage Purchased by Landlord.Landlord shall,at its own expense and for the..term of ibis Lease,carry General Liabiltty insurance coverage and-,Pruperty'Casualty lnsurance with Full Replacement Value.on the Building in whieb the Premises issituated. i f l 6of13, Irilttai � �. WEST MILL NORTH ANDOVER LEASE AGREEMENT 10. Indemnification.Tenant ghalf.(subject to applicable waivers of ciaim5 and rights of subMatioh described above) indemnify Landlord and save it.harmiess from and against any and all claims-, actions, damages, liabiily and- expense in connection with loss of.iife,persorial.lnjuiy or:damage to property arising Trom:or but-of the occupancy or use by Tenant of the Premises or any pert thereof(unless arising.from any omission,fault,negligence or other misconduct of Lsridloi�d or any.of its employees,agents,contractors)or occasioned wholly ar in part by any act or omission of'Tenant,its employees,agents,contractors,invitees or licensees. Landlord shall (subject to,applicable waivers-of.claims and'rights of subrogation described above) indemnify Tenant.and save it harmless from and against-any and.all claims, actions, damages, liability and expense In connection >vith loss-of 3ife, personal.injury or damage to property arising.from.or out of any omission, fault, negligence.or other misconduct of Landlord or any of its employees,agents,confractors: 21, Additional instirarice Preriilum. Tenant shall not do or suffer-to be done or keep or sufferto be kept,.anything in, upon or about the Premises which will breach Landlord%policies insuring against.loss or damage by fire.or other hazards (including but not limited to public liability) or which will prevent Landlord front, procuring such policies in companies acceptable.to Landlord:If anything done, omitted to be.done or suffered to be.done by Tenant, er kept or suffered:by Tenant to be kept ih, upon(jr about the Premises shall cause the rate of.fire.or bthec irisurance'on the Premises or other property,-of�Landlord-,In companies to Landlord to be increased beyond j the minimum rate from time tb time applicable to the Premises for•use for the purposes permitted under this i agreement or to such other property or of the Landlord,Tenant-shati pay promptly such increase-upon Landlord's demand provided that Landlord has. !oust provided written evidence of and the extent, of such increase and document thai the Iricrease was specifically caused Ely Tenant. l 22.. Landlord's Access to PrerMses. Tenaht shall perrriit Landlord,its agents,employees and contractors to enter j the Preariises and all pails thereof at reasonable times, upon reasonable:advance notice'during business hours (except in the.event of ari$mergency in which event Landlord may enter the Premises at any time)to inspect:the •same and to enforce or can3r:out any..provisions of this Lease,provided.that.any such inspection shall be-carried out in a commercially reasonable manner and in a manner reasonably calculated to minimize disnaptI6 of j Tenant's bu'stness. The Landlord and its:agents:may show Ahe leased premises to others within six(&)months I before the expiration of the Lease Term.or any extensfon thereof, and may affix to any suitable part of the leased l p.remises,during the six(6)..months before the exgiratlon.of the Lease Term, a notice for letting or selling the l leased premises or.property of which the leased.premises are a part•and Keep the same'-so affifted�without h'rndrance.nr.molestation. I 23. Asslgnmenvsublettlrng. Tenant steal► not have the right-to.assign or sublet all or-any*part of the Premises without Landlord's:prior writteii-consent;which consent shall not be unreasonably withheld or delayed. Landlord's consent: shall not be required to assign or sublet the Premises to a subsidi.ary, affiliate, or surviving entity of. l Tenant in any.merger or acquisition or to a purchaser of ail'or substantially all of Tenant's assets. Consent by I Landlord to.any assignment or subletting shalt not constitute.a waiver of the necessity for such consent:to any subsequent assignment or subletting. i :24, Bankruptcy. if ariy sale of Tenant's interest in.ihe Premises shall be made under execration or similar legal I process, or.if Tanant.shatl be-adludicated as bankrupt:or insolvent and suchadjudication is not vacated'wiihai sb4.(60)days, 601'a receiver or trustee shall be appointed for its business or property,and.such appointment I shalt not.be vacated within sixty(69)-days,or if a corporate reorganization of.Tenant:or any arrangement with Its cteditors shall.be approved by a court under the Federal Bankruptcy, Act, or if in any other manner Tenant's l interest under this Lease:shall pass to another by.ppeiation of law(except as described in Section 23);then In any of said events Tenant shall be deemed to hav& breached a material covenant of this twse and Landlord rriay,at Its optlon,.re-enter the Premises and declare this.Lease and the tenancy hereby created.terminated;-but i notwithstanding such termination,Tenant shall remain liable.for al!rent and damages.which may be due at the � brae of such terrriihatlon and,further, shall be liable for the liquidated damages-set fortis In Section 27 of this # Lease. i I E I i t 7..of 13 t 'WEST MILL NORTH ANDOVER LEASE AGREEMENT 25. Tenant's•Compliance.Tenant covenants and agrees that it will peiforni all agiieeiii.ents herein expressed on its part to be performed, and that it'wr1k promptly upon receipt of written notice specifying a breach by Tenant any such covenant-(e)mluding the..covenw t to pay rent.) commOhde to cure 'any default and comply with such covenant as referenced In such notice;and,furtherr.that€fi Tenent.:shall not commence and proceed diligently to comply with such notice to the reasonable.saCssfactibri of Landlord within thirty,(30)days'-after delivery.thereof, than Landlord rray.at its option enter upon the Premises and;.do the things spec➢fred in said notice,and Landli?ro shall have no €iabiitty to.Tenant fdr airy toss or damages.resulting In any way from sudh action by Landlord (eircept that Landlord agrees to.exercise reasonably due,cane),'and Tenant agrees..to pay promptly upon demand any reasonable expense,incurred by Landlord In taking such action. Any forcible.or other action as may be reasonably,taken by Landlord.shall not be deemed to:be; grid Tenant hereby agrees that it-Adds not constitute, trespass againstthe Tenant,Tenant waiving any rights it has-or may have-with regetds.to actions to be by Landlord pursuantto-this Section. '26. Default. If the Annual Rent agreed to be paid, including ail other sums of money which under the provisions hereof may be cons€dered as.Additionai heat,shal€tie in arreare'In whole.or in part for ten(10)or more business hays after Tenant's recei t of notice.of such failure;Larid€ord-may distrain thereford.If.Tenant shall:violate-either ! (a)the covenant to pay Annual Rent and shall fail-to comply with said covenant within tern (10).,business days after being sent written notice of such:viotation.by Landlord;or(b)any other covenant made by it in the Lease; and shall fail to comply or commence corripllance•tgithin twenty.(20)days after be€ng sent written notice.bf such violation.by Landlord, the Landlord may; at its option, re-enter.the Premises aria declare•this. Lease and the .tenancy hereby created tenpihated,and Landlord shall be.entitled to the benefits of ail provisions of applicable laws respecting kfre speedy recovery of lands and:tenements hold over by tenants or:proceeOngs in forcible:entry i and detainer. 21. Liquidated Damage-upon Tenant's Default.Landlord and Tenant.agree that they cannot foresee When in the Iease term`a breach for rranpaymeht.of refit may occur,what the cpimmercial rental.market would be at the time of a breach,,or what-the cost:of finding another tenant and.the length of time the.ptoperty might remain vacant might be. Therefore, Laridlarcl arzd Tenant further agree that notwithstand)ng re-entry and term€nation pursuant to Section 26,..tn the event of an.uncured default,follow€n_g notice and reasonable opportunity to cure and subject to Landlord's ongoing obligation °to mitigate damages_. Tenant shall become immediately�liable for liquidated t damages in the.amount of file entire rerrta€ring unpaid balance of rent which is due-through the Expiration Date of the Lease or any extensions executed thereto as.well as any damages incurred:by Landlord related to'Une Default and early termination of tine Lease including any reasonable legal fees or other demonstrable costs to collect those damages_ t 28,. Landlord's Remedies. Na rrientiori"in this Lease.bf ariy specific right or remedy_shai€ preclude Landlord from: exercising any other right or from having any. other remedy"or from maintaining any action to which st may. € otherwise be entitleo-either at.law or in•equity,and the failure of Landlord to insist in'any one or more.instances upon a strict performance,of any covenant of'•this Lease or to exerclse.any optiarr or right-herein contained shall riot be.construed as a waiver.or relinquished for the f Aura of such covenant,right.or option, but the'same shall remain in full force.and effect unless the.contrary is expressed in writing by Landlord. 29.. Binding Agreement. This Lease and the covenants and conditions:herein contained shall enure to the beriefit of .and be binding upon Landlord, its`•successors and assigns, and shall enure to.the benefit of Tenant and its- permitted assigns, i 36.. Notices. Followirig the Commencement Oate,any.notice from the Landi6td•to the Tenant relating to.the leased Premises or to the occupancy thereof,shall be deemed duly served if mailed to the teased premises,registered or certified mail;return receipt requested;postage prepaid,addressed to the Tenant,Prior to the'Commencement i Date, notices-from Landlord-to Tenant shall be..:sent to the applicable address set forth on the bath Page: A6y notice from the Tenant to the.Landlord relating to the leased premises'or to the Occupancy thereof, shall:be deemed duly served-, if mailed to the Landlord by certified mall;..refunn receipt requested, postage.prepaid, addressed to the Landlord at such address,as the Landlord may-from time to time advise-in writing. All rent notices:shall be paid.anil sent tb the Landlord as'prescribed in.Seddon 6.Ali other notices should be sent to RCG L•LG,17 Ivaloo:St.Suite 10D,Somerville,MA.02143. Either party may at any tithe,ar from time la tirne,deslgnbte i -in writing a substitute address.for that above.setfofthi and thereafter notices shall be-directed to such substitute address. 8of13* lnit€al . i WEST MILL NORTH AN DOVER LEASE.AGREEMENT 3i. Brokerage. Tehaht and Landlord.,agree that Bdan KnOtap of 1(46r-Williams Commercial fsJho:ohly.brbk6r involved in this.transeatibh Iaicl of-the parties agree's to Indemnify the other against and hold It harmless,from, all liabilities arising from any other claims.by brokers.'(including without imitation the cost-of counsel fees In connection thef6with). 32. -Submission of Uase, The submission of this-Lease f6r.-examinatl6n does.n6t constitute a reservation of or option for the Premises and this Lease becomes effective only upon execution and delivery1harecif by Landlord and Tenant. .13. Vamage10-P remises. If the Premises shall be damaged by fire, the elements; unavoidWe accident or other casualty;in whole or in patt, Landlord shall promptly atIts:own expense cause.such damage-to be repaired.If by reason occurrence.nee.the Fremls�ei shall be rendered untenantable,-Lindlc4shall prom.ptly at 1 . s own ...Q . t I expense cause the damage to be repaired and.the Annual Base Rent.and additional rent meanwhile shall b6 .abated proportionately Eisto the portion of the.Premises.rendered untenan'tabld. Landlord shall promptly at its. own.expense cause such-damage to be repaired unless within sixty-(W) days after said bccuriende Landlord -shall give Tenant YJritteh notice that It has elected not to reconstruct the premises,irr which event this.Lease.and the tenancy-hereby crdatoedshalCcease.as.of the.date-Qf.stld occurrence;the rent.to be Adjusted as of such date; As Used In this section, the term"the premises"shall be taken to exclude-fixtures;floor-covedngr,Turrilture and' equipment owned by Tenant, If"Went, five (26%) percent of go6r.space'of We Premises is untenantable, then- either one of the parties may cancel this Lease ff the Landlord cannot_restore the said-Prothisop to.the'sime- dr tenantable condition, as such pre ases reasonably were pTlbr to casualty within ninety.(9.0) days fi m the: . - occurrence,of thp:casualty. 34. Erninerd-Domaiii. If the wh6le or any part-of the Premises shall be taken under-the.power of eminent domain, this Lease shall terminate, as to the part so taken, an the day when T- 6niant is.required to Yield possession thereof; and Landlord shall-make.,such repairs and alterations as may be necessary in order to restore the part: ootlakento'usefUl conditions;. and the Reett-shall be-reduced prop6rtionately as to.the-oortibn offfie:-Prernises.-so taken.If the amount of the-Premises so fakari.ls.such.as to,irnpairsubstantla8y the usefulness of tha-PrOmises f6r :the purposes for wh lch'thei se'rhe are hereby leased then either party shalt haVerthe option to teffni.nate this.Lease as,of the date T-anqnt is required to yield possessiorf.All compensation awarded for such taking-of thd fee and the leasefi6ld shall belong to and,be the.property 6f Landlord,except the Landlord shall not be,entitled to any portion of the award made to Tenant for the cost of're'm.ovai 4 stock and fixtures aril for its relb'Cation expenses. 3& -,quiet Enjoyment Undlord agrees that-upon Tenan.t'si.paying the Annual.Rent-and peftrming and observing the agrimments, conditions.and other'prov1sr6ns an its part. observed,Ten shall pan to be performed and.obs..ry ail and may . . ...ani. . I Peace'ably. and quietly.have, hold and enjoy,the premises during the Lease Term Without,any manner:of filndia'nce or molestatl6nftom Landlord or anyone claiming Lmder Landlord,subject,however,to the-terms of lf.w- .Lease. 36. Surrbridering Possessilon.At.the terffiInati16 n of this Lease or enants right to.possession by I"of time or otherwise,Tenant shall yield up.immedlate.possession of the.Pr6mlses to-Lbndlord.mill all keys and looks thereto- and all fmorovemeirrts,alterations-and fixtures now.or hereafter.made or installed th19Win,,a'I[in broom-cli-An and _sightly condition and in good rep6ir.,4xcepi for weer and tearand damaigai by-fire-or other casualty and exceptto the extent.that Landlord is re eh required by this Lease to maintain and/or r6pait such improvern-As,-alterations and fixtures.At the' termination of this Lease or Tenant's right'lo possession.Uriant shall.remove-ail Its.trade' ' fixtures, electronic-equipment,security equipment;data transmissiondevic*),removable:metal partitions and any-other liko pr6petty.installed by Tenant At its.6x0ens6;and'Tenant shall repair any-damage to walls,floors or ceillng$ resulting.from the-remoyat of.such items. -In the event of the Tbnants failure to re:m6V'e' ahy-6f.T&hIht!S.:' property from the-Premises,LaAdlord is-liefeby'authorized, without liability to Tenant for loss or damage.thereto,and-at _the.sole:risk,of Tenant;to remove and store any-iof the prooer.ty.at rF8hanVs'e'xp9`nse','&to retain same under Landlord's control ortosell 8t public urpdvat6sale;without notice any-'or all of the-property-not so removed,and to apply-th6-net pr0Wed8.0f.SUGh.saIa tothe payment of-any Ourn-due hereunder,onto d&9troy such property. V. Woldiivejr.-In the event Tenant remains in po,5session of the Premises after the expiration-of the Terrn or Op-ffon Term, as the case-may Ve,'v%thout the exectft[W of b now Lease or renewal of this Lease Tenant,•shall be deemed to..be occupying the Premises.as a-tenant from month to-tnoftth and'shall pay rhonthl.y rent at One -Hundrid Fifty (160.%) percent.of the Rent then.in place, and 'shall additionally be subject to all the other conditions, proviso.ions, and obligations of this.Le.ase.-insofar asAfte same are applicable to'a-rnonth4o-rhorith 9 of 13 WEST MILL NORTH ANDOVER LEASE AGREEMENT S.- Environmental Matters, To the best 6FI­an.dIord's.-knowledge,Landlord repnesehts that there are currently.-no existing-01ritarnipahts,pollutants and other-hazairdous.materials In,on and under the Premises.Landlord agrees to indemnify and hold Tenant harmless ftbrh end against iny-arid-411 liability, damages,tosses,expenses; fines and costs,Including without limitation--costs-.of investigation,defense and cleanup or otP6f arfielldration,arising out ofthe-presence of any'contbrninants,hazardous.substances,pollutants;waste andfor mixtures on,in or unde r the Premises and/or the release of such materials on;In, under orfronsudh Premise6. UM6sspI3ced th6m by 'A Tenant:Tenant agrees that Tertant.shall not use any hazardous materials in oraround the Premises except for ordinary household-cleaners,office supplies-and fbr`rriaterlal.s normally used in the course of and'in connection With'T-6narift.use as described in this Lease. Tenaq1t shall indemnity and hold Landlord harmless for- any hazardous material intrud -around the Premiges-b uced:in,.on or Y Tenant. 39. Liability of Owner. No owner of the property of which the Premisdsare-a-part shall be.liab101er6undbr except for breabhes.of the Landlord'&obligations occurring during the period of such ownership,Theobllgat�ians of theLandlord shall be binding upon the Landlord's.interest in said property, but-fi6i upon.other assets of the Laiidlord, and.no individual partner, agent,-trustee, stQckholder,.officer, direct6r, employeij or.beneficiary of tie Lan4loid shall be personally liable for perf&rhande-of the.Landford's'oblfgaflons her4under: 40. Independent Covenants. NoWthstanding any prpyis..!on of this Lease to the contrary,.Tenant covenants to pay whe-6 due:(wilhout'any 6ftet,'deducil6n,.or abatemeni whatspever)'the Rent Al Base Rpht-payments are due to- Landlord on the.first day of each calendar month unle§6 otherwise specifically provided. Base Rent-shall.be paid .by recent (not more than 30 days old}check.payable to Landlord and shall be sent-to the address noted in Section 6 above,.or at.sudh other address as.Landlord may; tim6to1firlo'by written direct 'TOhant I or- may make.refit payments to Landlord via electronic funds.transfer as may be-mutuaffy.dgraed upon, The- foregoing covenant of Tenant to.-pz�y Rent is an'iridepehdint covenant and Teriant shall have no right to withhold or abate any payment of Rent,or to.offset any amount Against.Rent,Or to ternninafe this.Leate,because.of any. breach or alleged breach of Landlord of this Lease-unless othermise expressly-set.forth herein. Tenant hereby ocknoWledgag andogrees-that(I)It has beenrepresbnb5d bycounsel-of its 6oida in,and has.pedicIpAted fully in, the riegofiatiory ofthis Lease,(4j it understands that the remedies available toA in the event•ofdifa.UIt-.by Landlord' may be morallmited than Ibbse.thAt Would otherwise be available to.it under the common law in the.absence of certain provisions in this Lease, and (!ii) the.so-caned 'do-pendbrit. covenants" rule as davblopW under the common law.(including,w1thbui-_limitation,the statement of such rule as set forth in the Restatement(Second of Properly, Section 7J) shall apply.to_this.Lease.or landlord relationthIp 'of tenant created. :hereu 41. Tenant Fft-Out.The-Premises shall be provided in-a'waft'vanifla b.o)C condition, which shall be provided-At Landidrds sale expense,except forsukh.frnpMvements as-.shown-In.AdachmoRt A., The"warmvanilla box"shall 'Include all demisMg,-partition's'and entry-and'Egress doors to the building 'standard finish, an exposed plywood sub4066r,a siJbibetered electrfcai panel providing 1 00,amps of three phase power to,the PTmIses,heating And coollng-systems.provldfiig dtleast-gn'e ton of tooling per 400 square1est rented, an-outdoordeck with-bulld7ing' standard railings And finish, and all life safety:and ADA.accessibility to the-01-6m'isos- In ad.difiohi..Landlord shall renovate the shared common area bathrodins'used by Tenant to a building standard spedificallo'n. Tenant shall be respoqs[blq for aft costs to fit out the PrAmIses-forits desired use.. 42. Pairking.Landford.shall provide to T6nant three(3).employee-parking spaces.for-every 1,000 square feet rented by Tenant;,which-shall be unassigned-and'jocaled in the Employee Parking Lots as well as shared use of the adjacent'visitor parking areas. reas.. 43. General. This Lease-and the Fxhibltsattacbed hereto(if any)'set fdfth all-the promisesi-agreembrilsi-conditions and understandings-between Landlord and Tenant with respect to the.Premises, and there are nb promises'i agreements,conditions-&understbfidinds,either arW or Mitten,b6tw6en therh other than.are herein set forth-No subsequent alteration, amendmerit, change or addition to this UB458 shall op.binding upon Uphdiord'or Tenant unless ieduced 6 writing anid%sl6ndd and deliVe.red by each of them. If any-provleioq•of this. Lease or the application thereof to any-person or circumstance shall. be-invalid, Illegal or unenforceable to any exLeenti the remainder of this Lease' "and-the application thereof shall not be.affected and shall be-enforceable.to the fullest. extent kept permitted-by law. io-of 13 WEST MILL NORTH ANDOVER. LEASE AGREEMENT 44. Massacb*U'Safts Li3ase. This- Lease shall be governed by and construed in accordance With the. laws of the CornrnonweEiM.-of Massathusetts.. Tenant agrees that any act[ons-or proceedings to whidh Landlord is, a Party.atleing'diredy or indirectly from this Lease shall,be-*IgMed.in state oi-federal dourt having-iMuswithin the Commonwealth of Massachusetts.and that that Court*shall have jpr19d(t:fion1here6f; 45. N/A. 46. Financing Contingency. The-parties acknowledge that Tedaiint shall be applying- .for debt financing of up 1q. 040.000, and.that should notwithstanding Tenant's diligent efforts,. Tenant shall be unable to secure such - -financing on or before June 16, 2618,.Tbnari(ma} terminate this Lease with Notice to Landlord no later-than June16,201.8(the`Notice AoT6rmWate�j,.1t which Airne.ifsuch Notice to.Tcitmi.mte-isprovidLdtaLandfbid then. unless other otherwise agreed to in writingby theparties.hereto, this lease shall-terminate and its terms shall become,null and vold.and ariy deposits.made herein shall be retufriod to Tena*nt. sill FtI 11 of:13 initial WEST MILL NORTH 'ANDOVER LEASE AGREEMENT' IN WITNESS WH EREQ.F, the LANDLORD and TENANT have hereunto set their hands 414D . and commonseals this. 7--' . day of tjAy 2018.. LANDLORD RC- We�stWlll�LL�C By: David.Sttlnborgh,:Manager Pjo'RCG LLC- 11 lvaloo Street Suite i00 Somerville, MA 0.2143 617625 8.315 TENANT A By:.A.an O'Connor7 -rowe Prdsld'entj Jager Enterprises.Co By. 1166ffftfo'Connor-Crbwo TreasUrer-, Jager Eriterprises Co. VByan UConnor-Crowe�� Quaranto.r By: ' -Wr h '6.6—nnor-'Crowe. Guara or 12 of 13 WEST MILL N.GRTH ANDOVER LEASE.AGItEEMENT i i i i 3 1 fi E E E t I c {J{Y 1)(s 13 of 13 t i FIRST ADDENDUM TO LEASE THIS FIRST ADDENDUM TO LEASE (the "Addendum") is made this"1'. day of c-Calmfe.k, 2018 between RCG West Mill NA LLC, a Massachusetts limited liability company ("Landlord"), and Jager Enterprises Co. with an address of 18 High Street, North Andover, MA 01845 ("Tenant"). RECITALS WHEREAS, Landlord and Tenant executed that certain Lease dated December 27, 2017 (collectively referred to herein with all amendments and agreements regarding that certain Lease as the "Lease") demising certain premises located in West Mill North Andover, at 18 High Street, North Andover, Massachusetts, all as more particularly described in the Lease; and WHEREAS, that Lease is set to expire on and Landlord and Tenant wish to modify the Premises to include approximately 735 additional square feet in the space known as 16 High Street Suite 105 ; NOW, THEREFORE, in consideration of the foregoing and other good and valuable consideration the receipt and sufficiency of which is hereby acknowledged and confessed, Landlord and Tenant hereby agree as follows: 1. The Parties hereby amend the Premises to add approximately 735 rentable square feet of storage space currently known as 16 High Street Suite 105 and shown as attached hereto. 2. Suite 105 shall be added to the Premises on December 1, 2018. 3. The parties agree to modify the rent schedule to include Suite 105, commencing on December 1, 2018, but without modifying the dates of the annual rent escalations: Year Monthly Base Rent Suite 105 Combined Monthly Base Rent 1 $ 5,923.33 $ 1,121.67 $ 7,045.00 2 $ 6,071.42 $ 1,149.71 $ 7,221.13 3 $ 6,223.20 $ 1,178.45 $ 7,401.65 4 $ 6,378.78 $ 1,207.91 $ 7,586.69 5 $ 6,538.25 $ 1,238.11 $ 7,776.36 4. Tenant shall accept the space as-is and shall be solely responsible for any improvements to the space, all of which shall be subject to Landlord's reasonable approval and any terms required by the Lease, except that Landlord shall provide a new sub-metered electric subpanel for the Premises at its own cost and shall move the demising wall out to the newly determined line; Page 1 of 2 5. The parties agree to amend the Use of the Premises to include a full service bar and function space, so long as Tenant acknowledges certain parts of the Premises are located under a professional office space and functions or other "noisy activities that could impose upon the adjacent tenant's quiet enjoyment would not be held in those areas during normal business hours. 6. Except as hereby amended, the Lease shall remain unchanged in full force and effect. If there is any conflict between the terms and provisions of the Lease and the terms and provisions of this Addendum, the terms and provisions of this Addendum shall control. 7. All terms and definitions used in this Addendum not herein defined are to be given the definition of the term as provided in the Lease, unless specifically stated otherwise. IN WITNESS WHEREOF, the parties hereto have executed this Agreement under seal as of the day and year first above written. LANDLORD TENANT RCG West Mill NA, LLC By: By: ' Name: Ryan O'Connor-Crowe Title: President and Personal Guarantor Name: David Steinbergh Title: Vice President l By: f" Z Name: Tim O'Connor-Crowe Title: Treasurer and Personal Guarantor Page 2 of 2 OWN OF NORTH ANDOVER OFFICE OF TOWN COUNSEL 120 MAIN S°(RE E" NC)1Z."H I 1 A NF)O VER, MASSAC"i 1[1SE"d'"1 S 01845 P. TEL FAX�978)'794-17€9 `�uz�ruxc, 'E3��<��i ��i�ir�� ,,� �)7f�)6�3f3�-!�7S5C� Town Counsel seSgaii(iaairortlzaiidoveriiia.g v Memorandum to: Chair and Members of the Licensing Commission From: Suzanne P. Egan, Town Counsel Date: February 7, 2019 Re: Annual Special License Regulations This is to follow up on the proposed amendment to the Licensing Regulations to include the process for the issuance of an Annual Special License. Attached please find the amended language for your review and approval. H. Special Licenses 1. Special License A Special License shall be for institutions of higher education for indoor or outdoor activities, events or enterprises that sell alcohol as provided by M.G.L. c. 138, §14. 2. Purchase Requirements All alcohol offered for sale under a Special License must be purchased from a licensed Massachusetts wholesaler, or a caterer licensed under M.G.L. c. 138, §12C. A list of wholesalers is available at the Town Clerk's Office and on the ABCC's website. 3. Applicant Requirements A Special License may only be issued to a natural person, a natural person may be a manager of a business, organization or non-profit organization. The person requesting to be named on the Special License must sign the application for the license and is responsible for management of the license. A Special License shall not be granted to a person that has an on premises application pending before the Commission or for any premises that has an alcoholic beverage license. An all alcohol Special License is only available to non-profit entities. A wine and malt beverage Special License is available to any enterprise. 4. Special License Conditions A special license application must include a detailed plan describing the location of the licensed premises. Connected rooms within a building that comprise the licensed premises must be clearly depicted. The hours of operation and a security or monitoring plan must be approved by the Licensing Commission. 6. Alcohol Storage Prohibited No alcohol may be stored on any unlicensed premises. Alcohol shall not be delivered to the premises until the Special License is operative. 7. License Posted The licensee shall post the Special License in a conspicuous location. Amend Alcohol Beverages Fee Schedule: A Special License All Alcohol: $6,000.00 Special License Wine &Malt: $4,000.00