Town of Longmeadow Massachusetts

Transcription

1 Town of Longmeadow Massachusetts Annual Budget for the Fiscal Year Beginning July 1, 2017 and ending June 30, 2018 Board of Selectmen Marie Angelides, Chair Thomas Lachuisa, Vice Chair William Low, Clerk Richard Foster Mark P. Gold Town Manager Stephen Crane 1

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4 Table of Contents Page # Introduction Longmeadow Community Profile 6 Town Organizational Chart 7 Boards and Committees 8 Budget Process 12 Budget Instructions 15 Budget Calendar 18 Budget Message 23 Section 1 Budget Summaries Balanced Budget Summary 34 Revenue Budget Summaries 37 Expenditure Budget Summaries 49 Section 2 General Administration Select Board 58 Select Board/Town Manager 62 Moderator 62 Law Department 62 Finance Department 63 Accounting 70 Human Resources 71 Assessors 72 Treasurer/Collector 73 Town Clerk 74 Election & Registration 75 Section 3-Public Safety Police Department & Animal Control 77 Fire Department & Emergency Management Services 88 Section 4-Planning & Community Development Planning & Community Development 97 Building Department 112 Planning Board 113 Zoning Board 113 Conservation Commission 114 Historic Commission 114 Section 5-Longmeadow School District School Department 116 Section 6-Department of Public Works Highway Department 146 Snow & Ice Removal 146 4

5 Grounds Maintenance 147 Building Maintenance 148 Section 7-Community Services Parks & Recreation 151 Storrs Library 161 Cultural Council 170 Council on Aging 171 Veteran s Services 178 Board of Health 184 Section 8-Undistribured Expenses Debt Service 193 Employee Benefits & Insurance 197 Health Insurance 201 Life Insurance 201 Other Benefits/FICA 201 Non Appropriated Expenses 202 State Assessments 202 Reserve for Abatements 203 Cherry Sheet Offset Items 203 Section 9-Enterprise Funds Recycling 205 Water 211 Sewer 218 Section 10-Capital Improvement Capital Projects 225 Appendices A. Glossary of Terms 236 B. Select Board Budget Policies 251 C. Fund Descriptions 269 5

6 LONGMEADOW COMMUNITY PROFILE Founded in 1644, the Town of Longmeadow is a residential community located in western Massachusetts at the southern edge of the Connecticut s River Pioneer Valley. Its 9.02 square miles is bordered on the east by East Longmeadow, on the west by the Connecticut River and Agawam, on the north by Springfield and on the south by Enfield Connecticut. Being 90 miles from the State s capital, Boston, and 25 miles from Connecticut s capital, Hartford, the Town enjoys employment and economic opportunities that exists that exist between the two capitals. The Town s principle highways include Interstate 91 and State Route 5 for north / south traffic and are in close proximity to the Massachusetts Turnpike for east / west travel. Amtrak rail service is located in Springfield and air travel is from Bradley International Airport located halfway between the Town and Hartford. Longmeadow was settled by Springfield residents in the 1640 s, when agriculture was the main economic activity. Longmeadow s lack of fertile soil and water power inhibited its own economic growth so townspeople depended on the City of Springfield for jobs. Longmeadow had a brief period of industrial activity in the mid 1800 s but it was very short lived. Today there is no industry in Longmeadow and the principal character as a desirable suburb of Springfield developed in the early 1900 s remains. The population has grown from approximately 4,000 in the 1940 s to approximately 15,000 today. Longmeadow is considered the premier Town in western Massachusetts. It is characterized by tree lined streets, ample open space in a stunning location where excellent services are provided. 95% of the Town s property tax base is classified as residential. It is a Town of single family homes with two thriving shopping areas comprised of specialty stores. Aesthetic values are also important in Longmeadow. Thirty percent of the Town s land is in permanent open space inclusive of an Olmstead designed Laurel / Bliss Park and 26 acres of farmland along the Connecticut River. Bay Path College (a woman s college and one of the fastest growing colleges in New England) is located in Longmeadow and is the largest not-forprofit landowner in Longmeadow. Longmeadow takes great pride in its commitment to quality education. Servicing approximately 2,800 students, the school district consists of one newly built (as of academic school year) high school, two middle schools and three elementary schools. The Longmeadow School District is consistently one of the highest academically ranking districts in Massachusetts. The ethnic composition of Longmeadow s population is 91% white, 5% Asian, 2% Hispanic, 1% Black and 1% two or more races. The median household income in 2011 was $98,107, which is significantly higher than that of surrounding communities and the statewide average of $62,859. Form of Government: Town Manager Five Member Select Board Open Town Meeting Population: 15,582 Land Area: 9.02 miles Public Roads: miles FY 2017 Tax Rate per Thousand: $23.58 single rate FY 2017 Average Single Family Home Value: $348,753 Town Offices: 20 Williams Street, Longmeadow MA Contact Numbers: Phone # Fax # To find out more about the Town of Longmeadow please visit 6

7 Town Organizational Chart Voters/Open Town Meeting Finance Committee Town Moderator Planning Board Housing Authority Select Board School Committee Board of Assessors Council on Aging Board Board of Health Parks & Recreation Audit Comittee Town Manager *Finance & Administration Office of Superitendent Rules Committee Police & Animal Control Fire & Emergency Management Services Longmeadow Public schools **Planning & Community Development Department of Public Works Parks & Recreation Library Library Trutees Veteran's Services Council on Aging Health Department Code: Elected Appointed Functional Unit *Finance & Administration Includes: Accounting, Purchasing, Human Resources, Assessors, Treasurer & Collector and Town Clerk **Planning & Community Development Includes: Planning Board, Zoning Board, Conservation Commission, Building Department and Historical Society 7

8 BOARDS AND COMMITTEES Longmeadow Moderator Town Manager Select Board Voters Elect Appoints Appoints Appoints Housing Authority Rules Committee Veteran's Agent Audit Committee Moderator Finance Committee Constable Board of Assessors Planning Board (along with the Finance Electrical Inspector Board of Health School Committee Director and Chairman Plumbing & Gas Insp. Building Demolition Comm. Select Board of the Finance Comm.) Auction Permit Agent Cable Advisory Committee Goldwait Fund Keeper of Lockups Capital Planning Committee (Voted at Annual Sealer of Weights & Measures Community Preservation Comm. Town Meeting) Tree Warden Conservation Commission Burial Agent Council on Aging Board of Dir. PVPC-Alternate Cultural Council Historical District Commission Historical Commission Parks and Recreation Commission Recycling Commission *Registrars of Voters Technology Advisory Board Tree Committee Zoning Board of Appeals * Counsel Audit Committee Consists of five members appointed by the Select Board. Appointments are for staggered, three-year terms. The Audit Committee shall review annual financial statements of the Town financial offices, review the independent auditor s management recommendations and provide advice and counsel to the Select Board, Town Manager, Town Accountant and Treasurer. Established pursuant to Section 7-9 of Town Charter. Board of Assessors Consists of three members appointed by the Select Board. Appointments are for staggered, three-year terms. The Assessors determine the valuation for all real and personal property in the Town, approve real estate and motor vehicle abatements and calculate the tax rate based upon action by Town meeting. Established through MGL 21, Section 24, and Section 4-3 of Town Charter. Board of Health Consists of five members appointed by the Select Board, one member must be a physician. Appointments are for staggered three-year terms. The Board has administrative, planning and policy responsibility for the health functions of the Board of Health office which maintains records of health complaints, nuisances, unusual diseases or illnesses and deaths and issues permits and licenses and coordinates health inspections. Established pursuant to Article 2, Chapter 500, Section of Town By-laws. 8

9 Building Demolition Committee Consists of six members, two members of the Historical Commission and four at-large members, not currently members of the Historical Commission, appointed by the Select Board. This committee was formed by vote of Annual Town Meeting 2006 the purpose of which is to limit demolition of buildings built prior to 1901 for a period of nine months from the date of the demolition permit application, to ensure that all alternatives to demolition will be explored before a historical or architecturally important landmark is destroyed. Established pursuant to Article 5, Chapter 800 of Town By-laws. Cable Advisory Committee Consists of five members appointed by the Select Board. Appointments are for staggered three-year terms. The Committee is charged with the authority to provide advice and assistance to the Select Board in monitoring negotiations and compliance with the cable television license agreement and aspects of cable television service. The authority and approval for action is vested in the Select Board as set forth in M.G.L. Chapter 166A, and other applicable regulations. Established by the Select Board in Capital Planning Committee Consists of seven members appointed by the Select Board, one member also being a member of the Finance Committee. Appointments are for staggered three-year terms. The purpose of the Committee is to establish, review and monitor the capital improvements plan and annually report and make recommendations to the Board of Selectmen for annual expenditures at the Annual Town Meeting. Established by the Select Board in Community Preservation Committee Consists of nine voting members pursuant to MGL Chapter 44B as follows: One member of the Conservation Commission, One member of the Historical Commission, One member of the Planning Board, One member of the Parks and Recreation Commission, One member of the Housing Authority, Four members appointed by the Select Board (one of these to be a member of the Finance Committee). Terms are staggered three-year terms. The purpose of the Committee is to study the needs, possibilities and resources of the Town regarding community preservation by consulting with existing municipal boards; to hold public information hearings on the possibilities and make recommendations to Town Meeting for community preservation. Established pursuant to Article 2, Chapter 800, Section of Town By-laws. Conservation Commission Consists of seven members appointed by the Select Board. Appointments are for staggered three-year terms. The purpose of the committee is to promote and develop the natural resources of the Town, protect the wetlands and watershed areas of the Town and to permit and regulate development within wetland areas. Established pursuant to Article 2, Chapter 800, Section of Town By-laws. Council on Aging Consists of fifteen members appointed by the Select Board. Appointments are for staggered three-year terms. The Council on Aging recommends policies and oversees programs for the aging and identifies service needs of the elderly. Established pursuant to Article 2, Chapter 800, Section of Town By-laws. 9

10 Cultural Council Consists of nine members appointed by the Select Board. Appointments are for staggered three-year terms. Members are limited to two consecutive terms. The purpose of the council is to promote cultural activities in the community and to facilitate and coordinate the distribution of state arts lottery funds. Established pursuant to Article 2, Chapter 800, Section of Town By-laws. Finance Committee Consists of seven members appointed jointly by the Moderator, the Finance Director, and the Chairman of the Finance Committee. Appointments are for staggered three-year terms. The Finance Committee holds a hearing on the proposed Town budget and makes recommendations on the Town budget and all articles for Town meeting involving appropriations and reviews all transfers of money from the reserve fund. Established pursuant to Article 3, Chapter 400, Section of Town By-laws. Wm. Goldthwait Fund Trustees Consists of three members appointed by vote at Annual Town Meeting. Appointments are for one-year terms. The trustees evaluate requests for financial help using guidelines provided in the will of the trust fund bequeathed to the Town in The fund provides for the relief of the poor in Longmeadow. Accepted by Town Meeting Vote May 21, Historic District Commission Consists of seven regular members and three alternates appointed by the Select Board. Appointments are for staggered three-year terms. A member may not serve for more than six consecutive years. The Commission is responsible for the preservation and protection of buildings, places and districts of historic or literary significance in the Town and application of the Historic District commission by-law and to review applications to alter buildings and sites within the Historic District. Established pursuant to Article 2, Chapter 800, Section of Town By-laws. Historical Commission Consists of not less than three nor more than seven members appointed by the Select Board. Appointments are for staggered three-year terms. The purpose of the Commission is to preserve and protect the Town s historical artifacts and assets. Established circa 1988, MGL Chapter 40, Section 8D. Park and Recreation Commission Consists of five members appointed by the Select Board. Appointments are for staggered three-year terms. The Commission provides guidance to the Park and Recreation Director regarding the programs, long range planning, use of parks, fields and facilities and reviews the Recreation Department s budget. Established pursuant to Section 4-2 of Town Charter. Recycling Commission Consists of not less than three nor more than seven members appointed by the Select Board. Appointments are for staggered three-year terms. The purpose of the Commission is to establish and administer the Town s recycling plan and develop programs to meet the recycling needs of the community. Established pursuant to Article 2, Chapter 600, Section of Town By-laws. Rules Committee Consists of five members appointed by the Moderator. Appointments are for staggered three-year terms. The Committee recommends to the Moderator rules for the conduct of business of the Town meeting and proposes amendments to the by-laws pertaining to the time, date and format of Town Meeting. 10

11 Established pursuant to Section 2-5(b) of Town Charter Tree Committee Consists of three citizen members, the Director of Public Works and Director of Parks and Recreation. Appointments are for staggered three-year terms. The Committee will help the Tree Warden in setting tree management priorities and in its role of seeking community forestry grants, would coordinate its efforts with the guidance of the Town Manager. Established by the Select Board in March Zoning Board of Appeals Consists of five regular members and three associates appointed by the Select Board. Appointments for regular members are for staggered five-year terms, and associates for staggered three-year terms. The Board hears and decides applications for special permits and petitions for zoning variances and hears and decides appeals in accordance with state and Town zoning regulations. Established pursuant to Article 1, Section C.1 of Zoning By-laws. 11

12 Budget Process The Town of Longmeadow s budget process usually begins in the month of September prior to the July 1 fiscal year start date. Draft budget assumptions are normally drawn up by the Town s Finance Director in consultation with the Town Manager. The draft budget assumptions take into account known financial goals of the Select Board. The draft assumptions are then shared with the Longmeadow Select Board for comment and mutual consent. Once the assumptions are finalized, a numerical presentation is prepared to estimate the surplus or deficit that the assumptions have created within each budgetary fund. The budget assumptions, inclusive of projected surpluses or deficits, and a more precise budget calendar are shared with all Town officials by early November. With the exception of the School Department, first drafts of budgets, inclusive of status reports on prior, current, and next year s goals / accomplishments, are due into the Town Manager s Office by mid-december for initial review. From feedback provided by the Town Manager, the individual departments are then expected to revise and finalize their departmental submittals by the end of January. Throughout this initial process the Finance Director is maintaining updated tallies on the budget amounts while offering input to the Town Manager. The School Department normally holds a separate public hearing on its proposed budget in early February and submits their budget documents to the Town Manager in mid-february. According to the Town Charter the Town Manager must submit his budget recommendation to the Select Board 60 days prior to the Annual Town Meeting which historically is held on the second Tuesday in the month of May. The Town Manager and Finance Director meet with the Select Board to develop a budget recommendation that will be acted upon at the Annual Town Meeting. By Town Charter, the Select Board must come up with their recommended budget 30 days prior to the Annual Town Meeting. The Select Board s recommended budget goes to the Town s Finance Committee who, by Charter, holds a public hearing on the proposed budget and prepares a written report on their recommendations regarding the Select Board s budget. The 30 day window before the Annual Town Meeting allows time for the budget material to be publicized. Again, by Town Charter, the warrant that contains the budget material as well as other matters to be acted upon at Town Meeting must be posted on the Town s website as well as delivered to each household no later than two weeks prior to the Town Meeting The Town of Longmeadow has an open town meeting form of government that acts as the legislative branch. Every registered voter is invited to attend and has the opportunity to not only ask questions and vote on the budget, but may also recommend changes to the budgetary amounts. Once approved / voted, either as recommended or amended, the budget amounts become known as the original budget. It should be noted that the budget is presented and voted on by function (i.e. General Government, Public Safety, Planning and Community Development, Education, Public Works, Community and Cultural Services, and Debt Service / Employee Retiree Benefits / Liability Insurances). Once the original budget is set the only ways to amend the amounts approved by Town Meeting are 1) subsequent Town Meeting vote 2) Reserve Fund Transfer (the Reserve Fund is set up under Massachusetts General Law Chapter 40, Section 6 and is under the control of the Town s Finance Committee. It is budgeted in the General Government section of the Town s General Fund Budget. It is to be used for extraordinary and unforeseen matters) and 3) by provisions of Massachusetts General Law Chapter 44, Section 33(b) that allows within the last two months of a fiscal year amounts may be 12

13 transferred between functional appropriations with the approval of the Select Board and the Town s Finance Committee. Transfers between individual line items within a functional appropriation can be made in accordance with Town policy (see Budget Line Item Transfer Policy in Appendix B) or in the case of the School appropriation School Committee policy. These types of transfers can take place anytime during the fiscal year. 13

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15 Town of Longmeadow 20 Williams Street Longmeadow, MA Tel. (413) FAX (413) FROM: TO: Department Heads Stephen Crane, Town Manager Paul Pasterczyk, Chief Financial Officer DATE: November 4, 2016 SUBJECT: FY 2018 Budget Instructions The FY 2018 Budget process is underway. Budget forms will be distributed shortly. Budget instructions, developed by the Town Manager in conjunction with the Select Board, are outlined below. The Fiscal Year 2016 Town Budget was honored by the Government Finance Officers Association (GFOA). The FY 2017 Town Budget has been submitted for review. Once again, the four principles of the GFOA budget process are: Principle I Establish Broad Goals To Guide Government Decision Making. A government should have broad goals that provide overall direction for the government and serve as a basis for decision making. Principle II Develop Approaches to Achieve Goals. A government should have specific policies, plans, programs, and management strategies to define how it will achieve its long-term goals. Principle III Develop a Budget with Approaches to Achieve Goals. A financial plan and budget that moves toward achievement of goals, within the constraints of available resources, should be prepared and adopted. Principle IV Evaluate Performance and Make Adjustments. Program and financial performance should be continually evaluated, and adjustments made, to encourage progress toward achieving goals. Budget Forecast Projections at this time indicate a budget shortfall of about $900,000. On the sources side, this projection includes using the Town s full property taxing capacity, modest increases in state aid, level funding local receipts, and no use of reserve funds. On the expenditure side, collective bargaining agreements will be funded at the current staff level; expense line items will be level funded; employee benefits are expected to increase at various levels; debt service will be funded at the actual amounts due, and capital has been held at 2.75% of anticipated general fund revenues the level that was the target in the FY 2017 Town Budget. Similarly, the annual contribution to the OPEB trust fund has been held to.75%. Note: this budget shortfall is calculated using conservative estimates and does not include additional personnel or services that may be desired. As we have discussed, the Town is projected to hit the maximum allowable tax rate ($25 not including excluded debt) in the coming years. If that happens, service cuts and personnel reductions will occur and 15

16 the Town is prohibited by law from implementing an operational override. Therefore, it is important that the general fund budget does not increase property taxes to the fullest extent allowed and that expenses are managed as efficiently as possible. The goal is to incrementally reduce the annual growth in the tax rate to avoid hitting the maximum levy. Budget Directive The Town Manager s FY 2018 Town Budget that will be submitted to the Select Board will use a 2.5% factor for increasing the tax levy. As in past years, Departments are asked to fund their current level of FTE s utilizing the current ratified collective bargaining agreements. Departments are also asked to prepare a base-level line item budget to fund all recurring operational expenditures to maintain the current level of services. Given the projected deficit, it is strongly recommended that cost reductions for general fund activities are identified by each Department as opposed to leaving it to the discretion of the Town Manager and/or Select Board. Any increases in either personnel or expense lines must be requested in an itemized supplemental budget request (see below) and should be at least partially offset by proposed reductions in other budget line items. The base-level budget and supplemental requests must be completed and submitted to the Town Manager by close of business on December 9. Executive Team Meetings (ETMs) The ETMs, or meetings between the Department Head, Chief Financial Officer, and Town Manager, are a critical component of the budget process and will occur during the between December 12 and December 23. Department Heads are strongly encouraged to contact the Executive Assistant Debbie House to schedule a meeting as soon as possible. The policy and budgetary directions resulting from these meetings will guide departments as the budget process advances from the base-level phase to the final budget recommendation that will be presented to the Annual Town Meeting. All Departments must provide the following require information in a transmittal memo to the Town Manager: 1. Departmental Mission Statement. If none exists, please prepare a draft with employee input in advance of the ETM. 2. Departmental Organizational Chart 3. FY 2016 Accomplishments, FY 2017 Goals and Accomplishments, and FY 2018 Goals This list should include any grant awards in FYs 2016 and List of Programs and Subprograms 5. Reviews of interdepartmental MOUs/service agreements, if any 6. Requested FY 2018 Expenditures Request (Forms are available on the G drive) 7. FY 2018 Expenditure Detail Each department should fully explain each and every line item expenditure request in detail. 8. Supplemental Budget Requests if needed 16

17 Please keep all supplemental budget requests completely separate from your basic level-services budget request. Each supplemental request must be in line item format along with a narrative that describes the need and includes the documentation for the request. Departments should continue to focus on the narrative aspects of the departmental budget pages first so the financial spreadsheets will be the focus moving as more information becomes available with regard to revenue projections. Budget Calendar The budget calendar is attached. 17

18 FY 2018 Budget and Capital Planning Calendar For May 9, 2017 Annual Town Meeting 2016: August 23 Capital Planning FY 2017 Capital Planning memo sent to Department Heads. September 23 Capital Planning Departmental capital requests due to Town Manager. Capital Planning meetings begin. Late Sept / early Oct Joint Select Board/School Committee Meeting Select Board meets with the School Committee and the Finance Committee to discuss FY 2018 Budget Assumptions, Directives, Goals and Calendar October 3 Select Board Meeting Select Board discusses a draft of the FY 2018 Budget Assumptions, Directives, Goals and Calendar October 17 Select Board Meeting Select Board approves FY 2018 Budget Assumptions, Directives, Goals and Calendar and distributed thereafter to the Town departments November 30 Town Manager submits Capital Plan to Capital Planning Committee December 9 Departmental FY 2018 base-level budgets due to Town Manager December Executive Team Meetings (ETMs) 2017: January 13 Revised FY 2018 Departmental Budgets to Town Manager January 23 (special) Select Board Meeting Select Board meets with Capital Planning Committee for review / update on the FY 2018 Capital Projects Budget January 27 February 6 February 7 February 10 February 14 February 21 (Tues) March 1 (Wed) March 6 March 7-16 March XX Final FY 2018 Departmental budgets to Town Manager Select Board Meeting - Update of FY2017 revenue/expenditure budget by Finance Director and School Business Manager; update FY2018 revenue projections based on Governor s budget (if available). DRAFT School budget to Town Manager; School Committee Budget Hearing, School Committee votes FY 2018 Adopted FY 2018 School Budget to Town Manager Adopted School Budget due to Town Manager per Charter (due 15 days before budget is due to Select Board (March 9) Charter 7-2(b) = Feb 23) School Committee Meeting - School FY 2018 Budget presentation to Select Board and Finance Committee Select Board Meeting Capital Planning Committee s report due Town Manager proposed FY 2018 budget to Select Board (by-law deadline 60 days before ATM = March 9) Select Board Meeting Budget revenue update with Governor s FY 2018 State Aid numbers. Budget presentation and review / Review draft ATM warrant Release Town manager s proposed FY 2018 budget to public and Finance Committee. Post to website (per Charter) (specials) Special Select Board Meetings- Budget / Warrant Review (special) Public Budget Forum Site TBD 18

19 March 20 Select Board Meeting Vote on FY 2018 Budget and Warrant for Annual Town Meeting Select Board Adopts FY 2018 budget. Adopted FY 2018 budget and capital plan goes to Finance Committee (at least 30 days before ATM = April 10) March 31 Last day for Finance Committee to submit warrant article and budget recommendations for publication April 3 Draft warrant and budget to printer April 6 Final budget and warrant to printer April 13 Printer delivers warrant booklets to Reminder and Town Hall April 20 Distribution of warrant and budget to residents by Reminder required by Charter -2-8(c) May 9 Annual Town Meeting June 6 or 13 Annual Town Election 19

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23 Town of Longmeadow, Massachusetts 20 Williams Street, Longmeadow, MA Tel. (413) Fax (413) Town Manager Stephen J. Crane Select Board TO: Chairperson Angelides and Members of the Select Board FROM: Stephen Crane, Town Manager Paul Pasterczyk, Finance Director DATE: March 1, 2017 FY 2017 TOWN BUDGET MESSAGE I am pleased to present the Fiscal Year (FY) 2018 Budget for the Town of Longmeadow. In its final form, this budget will continue the budgeting best practices that recently earned the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA) for the second consecutive year. The four principles of the GFOA budget process are: Principle I Establish Broad Goals To Guide Government Decision Making. A government should have broad goals that provide overall direction for the government and serve as a basis for decision making. Principle II Develop Approaches to Achieve Goals. A government should have specific policies, plans, programs, and management strategies to define how it will achieve its long-term goals. Principle III Develop a Budget with Approaches to Achieve Goals. A financial plan and budget that moves toward achievement of goals, within the constraints of available resources, should be prepared and adopted. Principle IV Evaluate Performance and Make Adjustments. Program and financial performance should be continually evaluated, and adjustments made, to encourage progress toward achieving goals. Budget Process: Initial Forecast: The preparation for the FY 2018 budget began in October 2016 with a joint meeting of the Select Board, School Committee and Finance Committee. Contents of the meeting included an update on the FY 2017 budget process, inclusive of an update to the Town s current financial position. Updated FY 2017 budgetary numbers became the basis for the FY 2018 budget projection. On the Sources side, 1) the full property tax capacity would be utilized, 2) 23

24 both state and local revenues would be remain at current levels, and 3) there would no use of Town reserves for operational expenses. On the Uses side, 1) collective bargaining agreements would funded at the current staff levels, 2) employee / retiree benefits were expected to increase at various levels, 3) debt service would be funded at the actual amounts due, and 4) the funding levels for the Select Board s policies concerning capital and OPEB would be funded at the FY 2017 levels. It should be noted that the FY 2017 levels for the capital and OPEB polices were funded with $250,100 worth of supplemental appropriations utilizing Town reserves at the fall 2016 Special Town Meeting. The use of reserves to balance the FY 2017 Town Budget created a structural deficit in the FY 2018 Budget. In order to maintain level services without the continued use of reserves, the FY 2018 Budget began with a $900,000 projected deficit. As a way to meet the eliminate the deficit in an equitable way, a revenue sharing concept was introduced by the Town Manager and the Finance Director; under this concept, any increased revenues would first be used to meet the FY 2018 non-discretionary budgetary needs (employee/retiree benefits and debt service) and any remaining funds would be apportioned to the school and non-school departments within the general fund with the FY 2017 budgetary percentages as the base. Accordingly, the revenue sharing formula yielded a $206,765 / 0.62% increase to the school general fund budget and a $76,721 / 0.62% increase the remaining portion of the budget. Budget Directive The Town Manager s FY 2018 Town Budget that will be submitted to the Select Board will use a 2.5% factor for increasing the tax levy. As in past years, Departments are asked to fund their current level of FTE s utilizing the current ratified collective bargaining agreements. Departments are also asked to prepare a base-level line item budget to fund all recurring operational expenditures to maintain the current level of services. Given the projected deficit, it is strongly recommended that cost reductions for general fund activities are identified by each Department as opposed to leaving it to the discretion of the Town Manager and/or Select Board. Any increases in either personnel or expense lines must be requested in an itemized supplemental budget request (see below) and should be at least partially offset by proposed reductions in other budget line items. The base-level budget and supplemental requests must be completed and submitted to the Town Manager by close of business on December 9. Budget Process: Revenue Summary The Town s General Fund, which excludes enterprise funds (Water, Sewer and Solid Waste / Recycling), has four major categories: Property Taxes, State Aid, Local Receipts, and Reserves. As the budget process evolved, the estimates made in October 2016, with the exception of reserves, were able to be increased based on current information and played a major role in being able to present a balanced budget for FY Revenues: Property Taxes Property taxes are the largest revenue source of the Town comprising 82.53% of the FY 2018 General Fund revenue budget. Property taxes are levied on real property (land and buildings) and personal property (equipment) used by business firms. The Board of Assessors main responsibility is to determine the value of all real and personal property. Formerly, on a triennial basis, the Town was mandated to revalue its property to fair market value based upon sales data. Under the Governor s Municipal Modernization Act the mandate was changed to every five years. The next scheduled revaluation of this type is scheduled for FY On an annual basis between five year revaluations, interim adjustments are performed and finally, every 9 years the Town is required to complete measure and list valuation which requires a physical inspection of each taxable property in town. The triennial and 9 year measure and list revaluations were completed in FY 2015 bringing our taxable valuations up to date. 24

25 The amount of property taxes the Town can raise is regulated under Proposition 2 ½. In the aggregate the Town may not raise more than 2 ½% of the Town s taxable full and fair cash valuation. This is known as the levy ceiling. Additionally, the annual levy increase may not exceed 2 ½% more than the previous year s Levy Limit plus the additional taxes from any new growth. Any Proposition 2 ½ operating override or exclusions for debt or capital would be added to the levy limit. Overrides require a majority vote at a Town election. Property taxes in FY 2018 are expected to rise by $1,336,855 to $50,615,907. The increase includes all of the allowable 2 ½% plus an estimated $200,000 in new growth, $75,000 of which is attributable to the increased value from the shops expansion. The FY 2018 taxes resulting from previously voted debt exclusions will decrease $250 to $3,794,647. FY2017 Actual FY2018 Estimated % Change or $ amt Prior Year Levy Limit $44,199,453 $45,484,155 Add 2 ½% $1,104,986 $1,137,105 Add New Growth $179,716 $200,000 (est) Add Operating Overrides 0 0 Levy Limit $45,484,155 $46,821,129 Add Net Debt Exclusion $3,794,897 $3,794,647 ($250) Add Capital Exclusion 0 0 Maximum Allowable Limit $49,279,052 $50,615,907 $1,336,855 or 2.64% Actual Levy $49,273,335 $50,615,907 Unused Levy* $5,717 $0 Levy Ceiling $52,240,601 $52,452,645 Remaining Taxing Capacity $6,756,456 $5,631,385 *The unused levy was simply a result of rounding off to two decimal points and dropping any fraction of pennies thereafter. The Town s taxable valuation in FY 2017 was $ 2,089,624,047, an increase of 6.32% over FY With the estimated $200,000 in FY 2018 New Growth the Town s taxable valuation is estimated to be $2,098,105,807. Revenues: State Aid 25

26 State Aid is the second largest revenue source of the Town comprising approximately 9.71% of the FY 2018 General Fund revenue budget. The Town is using the FY 2018 net Local Aid amounts proposed in the Governor s budget or $5,945,100. The Governor s proposed State Aid amounts will need to go through the State s House of Representatives and Senate (the legislature) and then back to the Governor for final approval. It usually takes until early summer before the amounts can be generally determined confidently. The amounts utilized in the FY 2018 budget are felt to be secure given the legislature s history on State Aid. Revenues: Local Receipts Local Receipts comprise approximately 7.76% of the General Fund revenue budget with Motor Vehicle Excise Taxes (MVET) being the largest category of Local Receipts. Other significant General Fund Local Receipts include Ambulance Fees, Penalties and Interest on late payments, Rentals (mainly attributable from our cell tower leases), Other Departmental Revenue, Licenses and Permits and Reimbursements from the Parks and Recreation Department for funding of full time Day Care Salaries and associated benefits. The estimated amount of the FY 2017 Local Receipts was $4,593,837. This is expected to moderately increase in FY 2018 by $158,000 to $4,751,837 mostly as a result of increases in Ambulance receipts ($90,000) and increased contribution from the Greenwood Children s Center ($27,000) to the general fund. Both of these increases are direct service fees and are needed to offset the increased budgetary costs associated with the increasing demand for providing the services. Other adjustments, both positively and negatively have been made to other Local Receipts categories. The adjustments primarily are a result of FY 2017 year-to-date activity along with known outside impacts on the categories. Revenues: Reserves The last category of General Fund funding sources are Reserves. These unrestricted Reserves are mainly comprised of Free Cash and the Operational Stabilization Fund. Free Cash develops when actual receipts exceed estimates and expenditures are less than estimates (appropriations). These amounts are added to any unexpended prior year Free Cash. Free cash is certified annually as of July 1 st of the fiscal year by the State Department of Revenue and the amount is based on the previous fiscal year s end operations and resulting financial statements. The Town s Operational Stabilization Fund was established through Article #15 of the Town Meeting held on November 18, 2003 in accordance with Massachusetts General Law Chapter 40 Section 5B. The balance in the Town s Operational Stabilization Fund as of February 1, 2017 is just over $2.94 million. The Operational Stabilization Fund is considered the true rainy day fund of the Town. The combination of Free Cash and the Operational Stabilization Fund is known as our General Reserves. The policy of the Select Board calls for the total of both to be in the 5-10% range of General Fund operating revenues. General reserves within this level are an indicator that our financial health is favorable. At July 1, 2016 (FY 2017) the General Reserves were 6.49% of the General Fund operating revenues. It is expected that as of July 1, 2017 the General Reserves will drop to below 6.00% of the operating revenues for FY The Town s Operational Stabilization Fund is annually increasing slowly but tight budgeting margins have squeezed Free Cash expectations. The recent history of certified Free Cash shows that it is somewhat volatile: FY 2015 $1,696,857, FY 2016: $1,041,374, FY 2017 $980,932 and an FY 2018 projected amount of only $600,000. Another policy of the Select 26

27 Board is to transfer any Free Cash amount greater than $500,000 after the fiscal year s budget is balanced to the Operational Stabilization Fund. The Town transferred $135,716 to the Operational Stabilization Fund during the May, 2016 Annual Town Meeting and another $55,000 during the October, 2016 Special Town Meeting. At this time, the Town is hoping to transfer an additional $80,000 to the Operational Stabilization Fund at the May, 2017 Annual Town Meeting. This $80,000 is not included in the numbers cited in the previous paragraphs. Free Cash is not a reliable recurring source of revenue and, therefore, it is the policy of both the Select Board and School Committee not to utilize anticipated reserves to fund predictably recurring expenses in the operational budget. No reserves are used to balance the FY 2018 recommended Town budget. Budget Recommendations by the Town Manager: The following is summary of the FY 2018 Town Manager s recommended budget. It follows the guidelines of the Town Charter in the sense that it is balanced without the use of reserves and it meets the Select Board policies for the capital and OPEB funding. This first implementation of the Revenue Sharing concept provided guidance and compromise. Both the school and non-school departments fell within the range of the projected allocations so additional cuts were not needed to balance the budget. GENERAL FUND General Government The Town Manager s recommended FY 2018 budget for General Government is $1,522,774, an increase of $6,027 or 0.40%. The increase is predominately attributable to a new line item in the Select Board / Town Manager s budget of a $7,500 stipend for an Assistant Town Manager. As a number of important projects are expected to confront Longmeadow over the next several years (DPW Facility, Senior / Community Center, Middle School(s) project, Dwight Rd. / Maple St. District Improvement, Financing, Storm Water Enterprise Fund, Converse Street reconstruction, Regional Dispatch) certain responsibilities, especially improved service to the Select Board, will be delegated to another Town employee capable of assisting or assuming certain additional duties. Funding of wage increases are offset by reduction in certain line items, mainly a $25,000 reduction in Town Meeting / Election costs. FY 2017 dealt with a State primary and a Presidential election, neither of which will happen in FY Public Safety The Town Manager s recommended FY 2018 budget for Public Safety is $5,107,478, an increase of $151,169 or 3.05%. The major change driving the budget increase is a revised organizational chart in the Fire Department. Changes, accomplished at different intervals within the fiscal year, include exchanging one Captain position for a Deputy Fire Chief (January 1, 2018) and adding two Firefighter / EMTs (September 1, 2017 and April 1, 2018) to the Department. The majority of the funding for the additional cost will come from ambulance revenue ($90,000) where the demand for services continues to increase as the town s population ages. The additional staff will allow the Fire Department to further increase its utilization of its second ambulance and also have a substantial impact in reducing overtime costs ($20,000 estimated). The Deputy Chief will be a non-union position and will help the Chief manage department operations and personnel. The Police Department has level staffing and will fund its recent collective bargaining obligations that now include a Police Dispatchers union. Planning and Community Development - The Town Manager s recommended FY 2018 budget for Planning and Community Development is $184,707, a decrease of $3,976 or 2.11%. The reduction is mainly attributable to a reduction in temporary part services required in previous years. Additionally the FY 2018 fiscal year has one less paid work day than FY 2017 and the impact shows when the departmental personnel at the top of their pay grades. 27

28 Schools The Town Manager s recommended FY 2018 General Fund budget for the Schools is $33,669,978, an increase of $516,349 or 1.56%. The additional General Fund amount absorbs an anticipated loss of $241,286 in Special Revenue funding. The Town Manager s recommended budget fully funds the requested amount of the School Committee and it is worth noting that the amount is near equal to the revised amount under the Revenue Sharing concept discussed previously. Public Works - The Town Manager s recommended FY 2018 General Fund budget the Department of Public Works is $3,460,842, a decrease of $14,447 or 0.42%. The budget fully funds the collective bargaining obligations while maintaining level services. Reduced budgets in certain electricity line items result from efficiencies and continued participation in Net Metering Credit contracts with solar energy providers. The Forestry line for Trimming and Removal was reduced as DPW staff are doing certain pruning and stump grinding in-house. The Forestry line for Planting was increased as a result of some of those savings. A dedicated team of DPW employees has been assigned full-time to the Sewer Jett Truck, which lowers the General Fund contribution to the wages (a commensurate increase in wages is now in carried in the Sewer enterprise fund). Community Services The Town Manager s recommended FY 2018 budget for Community Services is $1,639,825, an increase of $55,216 or 3.48%. The increase is attributable to three departments. First, the Veterans Benefits account in the Veterans Services Department is up $29,000 as a result of increased benefits payments generated by the expanded outreach by the Director of Veterans Service. Veterans benefits are reimbursed by the State at 75% but lag about 15 months before the revenue is actually received. Second, the Parks & Recreation line item for Day Care Salaries is up $10,000. It is being driven by increased enrollment in day care and after school services. Fees collected for the services are reimbursed to offset the expenses incurred by the General Fund. These expenses include the wages and associated benefits paid to full time employees working within the Day Care program. The third major increase is in the Library where the non-salary expense climbed $9,514 distributed in various line items with the majority of the increase attributable to the Town s contribution toward the regional library s system of book location and distribution $5,764. Debt Service The Town Manager s recommended FY 2018 budget for Debt Service is $4,086,211 a decrease of $1,396 or 0.03%. The majority of the Town s long term debt is structured with level debt service as opposed to level principal. All debt authorizations financed with short term debt is projected to be amortized completely within 5 years of the original issuance of the short term debt. Employee / Retiree Benefits, Liability and Property Insurance the Town Manager s recommended FY 2018 budget for Employee / Retiree Benefits, Liability and Property Insurance is $8,936,700, an increase of 454,769 or 5.36%. Numerous accounts are driving this increase, including, but not limited to Employee Health insurance, up an estimated $153,000 or 5.00%, Retirement assessment up $185,000 or 6.50%, Liability Insurance up $30,000 or 6.12% (driven by recent unfavorable Workers Compensation claims experience). The OPEB funding is at 2.50% of the FY 2018 estimated property tax revenues, per the Select Board policy. The FY % is level from the FY 2017 percentage. Capital the FY 2018 allocation for the Town s capital program is $1,675,000 or approximately 2.75% of the General Fund operating revenues. The FY 2018 percentage is level from the FY 2017 percentage. The 2.75% is in compliance with the Select Board s policy involving the financing of capital projects. An additional $127,500 was appropriated to the Capital Stabilization Fund at the October 2016 Special Town Meeting to cover the shortfall in funding the FY 2017 allocation. These funds may also be used in the FY 2018 capital plan. 28

29 Enterprise Funds- Water, Sewer and Solid Waste / Recycling - The Town Manager s recommended FY 2018 enterprise fund budgets are: Water $2,327,373, a decrease of $28,702 or 1.22%; Sewer $1,925,114, an increase of $9,153 or 0.48% and Solid Waste / Recycling $1,141,710, an increase of $85,781 or 8.12%. The Water budget benefitted from an $110,000 reduction in the anticipated costs in its purchasing costs from the Springfield Water and Sewer Commission. Water rates for FY 2018 have been established and the rate will remain at $3.08 per 100 cubic feet. The Sewer budget absorbed an increase in its anticipated costs from the Springfield Water and Sewer Commission ($22,000) and the reassignment of a departmental worker to operate the Town s Sewer Jett on a regular basis (per the Department of Public Works collective bargaining agreement). A reduction in Sewer debt service offset the increases. Sewer rates for FY 2018 have been established and the rate will decrease by $0.02 to $2.50 per 100 cubic feet. The increase in the Solid Waste Recycling Enterprise fund is being driven by anticipated increases in trash disposal costs, increases in the costs of yard waste from the Recycling Center and the contractual increase in curbside pickup of trash and recyclables. Available Balances as of February 28, 2017: Free Cash $587,406 Operational Stabilization Fund $2,944,987 Capital Stabilization Fund $129,126 Water Retained earnings $592,560 Sewer Retained Earnings $633,722 Solid Waste Recycling Retained Earnings $30,973 Ambulance Reserve $33,638 Conclusion The FY 2018 General Fund operating budget is a 2.03% increase over the FY 2017 General Fund operating budget. The all funds operating budget represents a 1.96% increase over the FY 2017 s operating budget. A more detailed report will be prepared for presentation to Town Meeting, once the final budget is adopted by the Select Board. Sincerely, Stephen Crane Town Manager 29

30 Budget Message 11 Changes in Fund Balances The Town s financial policies are found in Appendix B. The policies cover the Fund Balances in the General Fund, Water Enterprise Fund and the Sewer Enterprise Fund. Covering the General Fund is the General Reserve Balances policy which requires that the combined balances of the Town s certified Free Cash and all Stabilization Funds as of July 1 st of the fiscal year be within 5 10% of General Fund Operating Revenues. Minimum reserve balances for the Water and Sewer Enterprise Funds are set at $500,000. As a result of a large General Fund subsidy to the Solid Waste / Recycling Enterprise Fund operations, no reserve balance is set in that fund. It is important to note that the Fund Balances found on the various funds within the financial statements of the Town are not all available for supplemental appropriation / expenditure. Under Massachusetts General Law, the Department of Revenue, by prescribed formula using the prior year s balance sheet, determines the amount of funds available for appropriation in the General Fund. This amount is known as Free Cash. Additionally the amount within the retained earnings of Enterprise Funds must also be certified before becoming available for appropriation. All sources identified below would be available for appropriation. FY 2017 Actual FY 2018 Projected Free Cash $ 980,932 $600,000 Stabilization Funds 2,837,534 3,000,000 Sub Total $3,818,466 $3,600,000 General Fund Operating Revenues $59,373,235 $61,212,844 General Reserves Percentage 6.43% 5.88% Sewer Enterprise Retained Earnings $980,932 $675,000 Water Enterprise Retained Earnings $595,773 $515,000 While General Reserve Balances are in compliance with the Town s policies, the decline in the percentage of General Fund operating revenues is noted. Tight budgeting of revenues and expenditures leave little margin for significant Free Cash development. The Sewer and Water Enterprise reserves met the $500,000 minimum levels in FY The declines in Sewer and Water reserves are directly attributable to funding capital needs ($368,750 in Sewer projects and $352,350 in Water projects) with reserves in FY FY 2017 operating revenues are projected to exceed budgetary estimates and expenditures are expected to be less than budgeted amounts. No General Reserves were used to balance the FY 2018 operating budget. 30

31 Budget Message 12 TOWN OF LONGMEADOW PERSONNEL SUMMARY FY2014-FY2018 Town Government FY FY FY FY FY FY FY2018 FTE FTE FTE FTE FTE Change Select Boards Office Accounting Department Human Resources Treasurer/Collector Office Town Clerk' Office Assessor's Office Police Department Fire Department Building Department Conservation Committee School Department Highway Department Building Maintenance Grounds Maintenance Parks & Recreation Library Council on Aging Board of Health Veteran s Services Recycling Fund Water Fund Sewer Fund Total Town & School

32 Budget Message 13 Capital Projects For more information on Capital Projects and Planning Please see Section 10-1 thru

33 This Page Intentionally Blank 33

34 Balanced Budget Section 1-1 Town of Longmeadow Sources and Uses Summary FY 2018 Budget FY 2017 FY 2018 Dollar % Budget Estimated Change Change SOURCES Property Tax Levy Limit Prior Year levy Limit 44,199, ,484, ,284, % Add 2.50% 1,104, ,137, , % Add New Growth 179, , , % Add Overrides % Levy Limit 45,484, ,821, ,337, % Debt Exclusions 3,794, ,794, % Capital Exclusions % Max. Allowable Levy 49,279, ,615, ,336, % Actual Tax Levy 49,273, ,615, ,342, % Less Allowance for Abatements (149,077.00) (100,000.00) 49, % Property Taxes (net) 49,124, ,515, ,391, % State Aid (net) 5,816, ,945, , % Local Receipts 4,593, ,751, , % General Fund Revenues 59,534, ,212, ,678, % Other 57, , (48,922.00) % Capital Stabilization Fund 31, (31,000.00) % Free Cash 493, (493,526.00) % Total General Fund Sources 60,115, ,220, ,105, % Water Revenues 2,356, ,327, (28,702.00) -1.22% Water Reserves 3, (3,213.00) % Sewer Revenues 1,915, ,925, , % Sewer Reserves 3, (3,213.00) % Solid Waste / Recycling Revenues 270, , (10,000.00) -3.70% Total All Sources 64,664, ,733, ,069, % 34

35 USES Operating Budget - General Fund General Government Public Safety Planning & Community Dev. School Dept. of Public Works Community Services Debt Service Employee Ben & Liability Ins Sub Total GF Operating Budget General Fund Other Capital Miscellaneous Total General Fund Uses Enterprise Funds Water Operating Budget FY 2017 FY 2018 Dollar % Budget Estimated Change Change 1,516, ,522, , % 4,956, ,107, , % 188, , (3,976.00) -2.11% 33,153, ,669, , % 3,523, ,460, (62,447.00) -1.77% 1,584, ,639, , % 4,087, ,086, (1,396.00) -0.03% 8,481, ,936, , % 57,492, ,608, ,115, % 1,764, ,675, (89,000.00) -5.05% 79, , (23,771.00) % 59,336, ,339, ,002, % 2,356, ,327, (28,702.00) -1.22% Sewer Operating Budget 1,915, ,925, , % Solid Waste / Recycling Oper Budget 1,055, ,141, , % Total All Uses 64,664, ,733, ,069, % Excess (Deficiency) GF Sources vs Uses % **NOTE: Includes General Fund subsidy 785, , , % 35

36 Balanced Budget Section

37 Revenue Summary Section 1-3 Revenue Summary Funding Sources - The Town s General Fund revenues (excludes enterprise funds: Water, Sewer and Solid Waste / Recycling) has four main categories: Property Taxes, State Aid, Local Receipts, and Reserves. Enterprise funds derive revenue mainly from user fees. As shown below, the breakdown of revenues within the Town s budgeted funds has remained relative stable. Revenue Sources Revenue Summary - The Town s General Fund revenues (excludes enterprise funds: Water, Sewer and Solid Waste / Recycling) has four main categories: Property Taxes, State Aid, Local Receipts and Reserves. Property Taxes Property taxes are the largest revenue source of the Town comprising approximately 82.53% of the FY 2017 General Fund revenue budget. Property taxes are levied on real property (land and buildings) and personal property (equipment) used by business firms. The Board of Assessors main responsibility is to determine the value of all real and personal property. Formerly, on a triennial basis the Town was mandated to revalue its property to fair market value based upon sales data. Under the 37

38 Governor s Municipal Modernization Act the mandate was changed to every five years. The next scheduled revaluation of this scope is scheduled for FY On an annual basis between the five year revaluations, interim adjustments are performed and finally, every nine years the Town is required to complete a measure and list valuation which requires a physical inspection of each taxable property in town. The last triennial and measure and list revaluations were completed in FY The amount of property taxes the Town can raise is regulated under the State law known as Proposition 2 ½. In the aggregate the Town may not raise more than 2 ½% of the Town s taxable full and fair cash valuation exclusive of Debt at Capital Exclusions. This is known as the levy ceiling. Additionally, the annual levy increase may not exceed 2 ½% more than the previous year s Levy Limit plus the additional taxes from any new growth. Any Proposition 2 ½ operating override or exclusions for debt or capital would be added to the levy limit. Overrides require a majority vote at a Town election. Net property taxes in FY 2018 are now expected to rise by $1,336,855 to $50,615,907. The increase includes all the allowable 2 ½% plus an estimated $200,000 in new growth, $75,000 of which is attributable to the increased value from the shops expansion. The FY 2018 taxes resulting from previously voted debt exclusions will decrease $250 to $3,794,647. The chart below shows the breakdown of the projected changes in property tax revenues. It should be noted that the Select Board had a goal of not raising the full 2.50% allowed by-law but to only utilize 2.25% thus not raising 0.25% or $110,499 through property taxation. Given the current demands on the operating budget only $29,173 is not being raised. The drawing factor in not raising the full 2 ½% was to delay the potential future point at which the Town hits the 2 ½% of its full and fair cash valuation. Given certain assumptions this may happen sometime around FY Note the amount of Remaining Taxing Capacity at the end of the chart FY2017 Actual FY2018 Estimated % Change Prior Year Levy Limit $44,199,453 $45,484,155 Add 2 ½% $1,104,986 $1,137,105 Add New Growth $179,716 $200,000 (est) Add Operating Overrides 0 0 Levy Limit $45,484,155 $46,821,260 Add Net Debt Exclusion $3,794,897 $3,794,647 Add Capital Exclusion 0 0 Maximum Allowable Limit $49,279,052 $50,615,907 $1,336,855 or 2.64% Actual Levy $49,273,335 $50,615,907 38

39 Unused Levy* $5,717 $0 Levy Ceiling $52,240,601 $52,452,645 Remaining Taxing Capacity $6,756,446 $5,631,385 * Many times in the past, the unused levy was simply a result of rounding off to two decimal points and dropping any fraction thereafter. The Town s taxable valuation in FY 2017 was $ 2,089,624,047, an increase of 6.23%. The resulting FY 2017 single tax rate was $23.58 per $1,000 of valuation. Of the $23.58 FY 2017 tax rate, $1.82 was attributable to debt exclusions; the balance of $21.76 is the number to compare to the Proposition 2 ½ $25.00 tax limit. The Town s estimated FY 2018 valuation is $2,098,105,807. The FY 2018 estimated tax rate is $24.12 inclusive of $1.81 attributable to excluded debt. 39

40 Revenue Summary Section 1-4 State Aid State Aid State Aid is the second largest revenue source of the Town comprising approximately 9.71% of the FY 2018 General Fund revenue budget. It is the most unpredictable of the revenue sources and usually the last one time wise to be determined with some level of confidence. The delay is a result of the legislative process it goes through at the State level. The budget presented herein assumes Governor s projected funding of Longmeadow s State Aid for FY The amounts are net of Offset Items that are truly grants that go to specific departments and can be expended without further appropriation by their recipients and Assessments which are charges for various programs (regional transit authorities, air pollution districts, and tuition assessments for Longmeadow children attending schools in other districts or charter schools). The net State Aid number is true amount of General Fund revenue available for expenditure. Longmeadow s net State Aid revenue in FY 2018 is projected to be $5,945,100, up $128,978 or 2.22% from the FY 2017 amount. The Governor presented his FY 2018 State Budget Proposal to the Legislature, but the Legislature will not have acted on it prior to the publication of this warrant. It usually takes until early summer before the amounts can be determined. The amounts utilized in the FY 2018 budget are considered reasonable because the Governor has proposed only a slight increase in local aid and the legislature has a history of adding to the Governor s proposal. STATE AID (NET) FY2014-FY2018 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 Actual Actual Actual Budget Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Series1 5,397,211 5,512,001 5,629,852 5,740,866 5,945,100 * State Aid figures are net. Calculation for the State Aid Net is as follows: Total Estimated Receipts from C.S 1-ER Form Minus Offset items from Reserve for Direct Expenditure C.S. 1-ER Form Minus Total County, State Assessments and Other Charges from C.S. 1-EC Form Equal Net State Aid 40

41 Revenue Summary Section 1-5 Local Receipts 41

42 Local Receipts Local receipts comprise approximately 7.90% of the General Fund revenue budget with Motor Vehicle Excise Taxes (MVET) being the largest category of Local Receipts. Other significant General Fund Local Receipts include Ambulance Fees, Penalties and Interest on late payments, Rentals (mainly attributable from our cell tower leases), Other Departmental Revenue, Licenses and Permits and Reimbursements from the Parks and Recreation Department for funding of full time day care salaries and associated benefits. The estimated amount of the FY 2017 Local Receipts was $4,593,837. This amount is expected to moderately increase in FY 2018 to $4,751,837, an increase of $158,000 or 3.44%. The increase is mainly attributable to Ambulance Fees, $90,000. Ambulance fees were increased at the beginning of FY 2017 to an amount mid-range of what surrounding communities and private services were charging. Through the end of February 2017 the Ambulance receipts were already $90,000 more than the same time a year previous. Another significant increase is in the Parks & Recreation Reimbursement account. The increase is a result of increased enrollment in the day-care program. Other adjustments, both positively and negatively have been made to other Local Receipts categories. The adjustments primarily are a result of FY 2017 year-to-date activity along with known outside impacts on the categories. In summary, of the 158,000 total increase, all but $41,000 was explained above. No other FY 2018 category varied from FY 2017 by $10,000 or more. 42

43 Revenue Summary Section 1-6 Available Funds (Including Free Cash) Reserves The last category of General Fund funding sources are the Reserves. These unrestricted Reserves are mainly comprised of Free Cash and our Operational Stabilization Fund. Free Cash develops when our actual receipts are in excess of our estimates and our actual expenditures are less than our estimated appropriations. These amounts are then added to any unexpended prior year Free Cash left unappropriated. Free Cash is certified annually as of July 1 st of the fiscal year by the State Department of Revenue and the amount is based upon the previous year s fiscal year end operations and resulting financial statements. The Town s Operational Stabilization Fund was established through Article #15 of the Town Meeting held on November 18, 2003 in accordance with Massachusetts General Law Chapter 40 Section 5B. The balance in the Town s Operational Stabilization Fund as of February 29, 2017 is just over $2.94 million. It is the policy of the Select Board not to utilize anticipated reserves to fund the operational budget. In as much as it has been done at times in the past, it mainly has been done so not to reduce services to the residents of the Town. Any amount of Free Cash used to balance the operating budget must be reasonably expected to recur in subsequent fiscal years or services may suffer. The FY 2015 and FY 2016 operational budgets were balanced without the use of Free Cash. That is an extremely positive indicator given that the prior fiscal years budgets used small amounts of Free Cash to have them balance. The FY 2017 Free Cash was certified at $980,932, a slightly lower amount than prior year amount of $1,041,374. The FY 2017 budget used $100,000 of Free Cash to have sources equal uses. Subsequently at the October 2016 Special Town Meeting additional Free Cash was used to support the Select Board funding policies for the Town s Other Post-Employment Benefits (OPEB) Trust Fund and capital. The use of the original $100,000 Free Cash was expected to be replaced with additional State Aid in FY 2018 as a result of an increase in the student population from the Town s first year of free full day kindergarten. The current FY 2018 State Aid estimates do not replace the $100,000 in Free Cash. Regardless of the uses of the FY 2017 Free Cash, the FY 2018 proposed Town budget does not use any current or anticipated Free Cash or other reserves, yet the operational and capital budget are fully funded with recurring revenues as well as the Select Board s funding policies for OPEB. The history of our certified Free Cash shows that it somewhat volatile with a recent high in FY 2012 of $2.3 million and a recent low back in FY 2010 of $489,350. Another policy of the Select Board is to transfer any Free Cash amount greater than $500,000 after the fiscal year s budget is balanced to the Operational Stabilization Fund. The Town transferred $55,000 in November 2016 from its available taxing capacity resulting from a higher amount of new growth than originally projected, to the Operational Stabilization Fund. It is also anticipated that the Town will transfer $60,000 from its FY 2017 Free Cash to the Operational Stabilization Fund at its Annual Town Meeting in May The Operational Stabilization Fund is considered the true rainy day fund of the Town. 43

44 The combination of Free Cash and the Operational Stabilization Fund is known as the Town s General Reserves. The policy of the Select Board calls for the total of both to be in the 5-10% range of General Fund operating revenues. General reserves within this level are an indicator that our financial health is favorable. At July 1, 2016 (FY 2017) the General Reserves were 6.43% of the General Fund operating revenues. It is expected that as of July 1, 2017 the General Reserves will drop to slightly less than 6.00% of the operating revenues for FY The drop in General Reserves is mainly attributable to a lower FY 2018 Free Cash estimate of $ compared to the actual FY 2017 certified amount of $980,932. The Town s Operational Stabilization Fund is annually increasing slowly but tight budgeting margins have limited the Free Cash expectations. 44

45 Revenue Summary Section 1-7 Estimated Water & Sewer Rates 45

46 Revenue Summary Section 1-8 Estimated Water Rates 46

47 Revenue Summary Section 1-9 Estimated Sewer Rates 47

48 Revenue Summary Section 1-10 Water & Sewer Revenue 48

49 General Fund Expenditure Summary Section 1-11 *The Following is a summary of the Town s General Fund Budget. Department FY 2017 FY 2018 $ % Budget Recommended Change Change Select Board Select Board/Town Manager 238, , , % Moderator % Law Department 84, , , % Finance Accounting 376, , , % Human Resources 222, , (153.00) -0.07% Assessors 135, , (224.00) -0.16% Treasurer/Collector 237, , , % Town Clerk 125, , , % Election & Registration 54, , (28,800.00) % Finance Committee 40, , % Public Safety Police Department 2,843, ,902, , % Fire Department 2,085, ,177, , % Emergency Management 14, , % Animal Control 12, , % Planning Department 4, , % Zoning Department 1, , % Building Department 173, , (4,561.00) -2.63% Conservation Commission 9, , % Historical Commission % Schools School Department 33,153, ,669, , % Department of Public Works Highway Dept. 1,393, ,358, (34,842.00) -2.50% Snow & Ice Removal 100, , Grounds Dept. 705, , % Building Maint. Dept. 1,276, ,296, , % Community Services Parks & Recreation 519, , % Storrs Library 664, , , % Cultural Council % 49

50 Department FY2017 Budget FY 2018 Recommended $ Change % Change Council on Aging 143, , , % Veterans Services 112, , , % Board of Health 143, , , % Debt Service Debt Service 4,087, ,086, (1,396.00) -0.03% Employee Benefits Employee Benefits 8,481, ,936, , % Total Town 57,444, ,608, ,163, % 50

51 General Fund Expenditure Summary Section 1-12 General Government FY 2015 FY 2016 FY 2017 FY2018 FY2018 Actual Actual Budget Requested Recommended Select Board Moderator Town Manager 194, , , , , Law Department 51, , , , , Finance Accounting 378, , , , , Human Resources 211, , , , , Assessors 125, , , , , Treasurer/Collector 207, , , , , Town Clerk 117, , , , , Elect & Registration 31, , , , , Finance Committee , , , Total 1,319, ,445, ,516, ,526, ,522,

52 General Fund Expenditure Summary Section 1-13 Public Safety FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Public Safety Police Dept. 2,682, ,576, ,843, ,952, ,902, Fire Depart. 2,042, ,010, ,085, ,258, ,177, Emerg Manag 13, , , , , Animal Control 12, , , , , Total 4,751, ,613, ,956, ,242, ,107, Planning & Community Development FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Planning & Comm Planning Dept. 3, , , , , Zoning Dept , , , , Building Dept. 159, , , , , Conservation Commission 8, , , , , Historical Commission Total 172, , , , ,

53 General Fund Expenditure Summary Section 1-14 Longmeadow Schools Longmeadow Public Schools FY 2015 FY 2016 FY 2017 FY2018 FY2018 Actual Actual Budget Requested Recommended School Department 31,319, ,095, ,153, ,669, ,669, Total 31,319, ,095, ,153, ,669, ,669, Department of Public Works FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Dept. of Public Works Highway Dept. 1,296, ,362, ,393, ,398, ,358, Snow & Ice Maint 379, , , , , Grounds Dept. 707, , , , , Building Maint. 1,173, ,238, ,276, ,294, ,296, Total 3,558, ,480, ,475, ,521, ,460,

54 General Fund Summary Expenditure Section 1-15 Community Services FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Community Services Parks & Rec. 470, , , , , Storrs Library 629, , , , , Cultural Coun Council on Ag. 127, , , , , Veterans Services 92, , , , , Board of Health 136, , , , , Total 1,458, ,517, ,584, ,712, ,639, Debt Service FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Debt Service Retire of LT 1,782, ,000, ,704, ,632, ,632, Interest on LT 1,845, ,755, ,090, ,161, ,161, Retirement of ST 446, , , , , Interest on ST 9, , , , , Other Borrowing 1, , , , , Total 4,084, ,022, ,087, ,086, ,086,

55 General Fund Summary Expenditure Section 1-16 Employee Benefits FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Benefits Health Ins-Emp 2,775, ,814, ,057, ,286, ,210, Health Ins- Retire 968, ,006, ,131, ,216, ,174, Contributory Retire 2,458, ,797, ,845, ,030, ,030, Life Insurance 2, , , , , Life Ins-Retiree 2, , , , , Medicare/SS 458, , , , , Unemployment Ins 52, , , , , Liability Ins 395, , , , , OPEB Liability 115, , , , , OPEB Study , , , Total 7,230, ,926, ,481, ,054, ,936,

56 Enterprise Fund Summary Expenditure Section 1-17 Enterprise Funds FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Enterprise Funds Recycling 1,015, ,063, ,055, ,137, ,141, Water 2,052, ,005, ,356, ,431, ,327, Sewer 1,869, ,593, ,915, ,897, ,925, Total 4,936, ,662, ,327, ,466, ,394, Grand Totals FY2015 FY2016 FY2017 FY2018 FY2018 Actual Actual Appropriations Budget Budget Expended Expended as Modified Request Recommended GENERAL GOVERMENT $ 1,319, ,445, ,516, ,526, ,522, PUBLIC SAFETY $ 4,751, ,613, ,956, ,242, ,107, PLAN & COMM DEV $ 172, , , , , PUBLIC WORKS $ 3,558, ,480, ,475, ,521, ,460, COMM SERVICES $ 1,458, ,517, ,584, ,712, ,639, SCHOOL $ 31,319, ,095, ,153, ,669, ,669, DEBT SERVICE / EMP BENEFITS/LIABILITY $ 11,314, ,949, ,569, ,140, ,022, TOTAL GENERAL FUND 53,894, ,278, ,444, ,416, ,608, ENTERPRISE FUND 4,936, ,662, ,327, ,466, ,394, GRAND TOTAL APPROPRIATIONS $ 58,831, ,941, ,772, ,883, ,002,

57 Budget Summaries Section 2 57

58 Select Board Section 2-1 Select Board Mission Statement The Longmeadow Select Board, comprised of five elected members, is the Chief Executive Body of the Town. It draws its authority from the General Laws of Massachusetts and the by-laws of the Town of Longmeadow and is directly responsible to the electorate. 58

59 Select Board Section 2-2 Select Board Organizational Chart Voters Assistant to Town Manger & Select Board (.91 FTE) Select Board Plannning Board Board of Assessors Parks & Recreation Board Audit Committee Town Manager (1.0) FTE) Finance Department Police Department Fire Department Building Department Public Works Parks & Recreation Library Veterans Services Council on Aging Board of Health 59

60 Select Board Section 2-3 Select Board Personnel Summary FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Position FTE FTE FTE FTE FTE Town Manager Select Board Clerical Total Full-time Equivalent Select Board/Town Manager Policy Goals 1. Develop and utilize an entrepreneurial and innovative organizational culture in order to retain essential and desired municipal services and municipal infrastructure in the face of revenue limits and cost pressures. 2. Explore new revenue opportunities. 3. Review Board operational policies. 4. Establish a mechanism to review Longmeadow general bylaws with a first year emphasis on quality of life and aesthetic provisions. 5. Evaluate the Town Manager s Central Office to determine opportunities to provide support for day-to-day operations, strategic planning, and implementation and succession. 6. Build confidence in local government by advancing the successes of the organization. FY 2016 Accomplishments Designated Longmeadow a Purple Heart Community Adopted a Complete Streets policy Passed a resolution honoring the First Church for its 300 th Anniversary Approved a Payment in Lieu of Taxes (PILOT) agreement with Bay Path University Voted to participate in a regional dispatch planning study Established committees for both a new DPW facility and senior center Updated the Senior and Veteran abatement programs Renewed the sewer contract with the Springfield Water and Sewer Commission Established an Energy Task Force and adopted an Energy Policy 60

61 FY 2017 Accomplishments Converse Street TIP Right of Way acquisitions Clean and lien bylaw for abandoned properties Bylaw amendments for demand fees, zoning definitions, and zoning uses Traffic/Safety Sergeant position created Appointed Town Clerk as Records Access Officer in accordance with new Open Records law Created the first Comprehensive Annual Financial Report (CAFR) Facilitated the development of a District Improvement Financing (DIF) project on Dwight Road Collaborated with East Longmeadow on the Dwight Road DIF project Developed a bylaw and fee structure for a stormwater enterprise fund Worked with Town Clerk to implement early voting Converted Longmeadow Street East of the Green to one-way and created additional parking spaces Supported the DPW Committee in site selection process and drafting final report that was accepted by both the Select Board and Town Meeting Installed GPS for DPW vehicles Cell tower at Blinn Courts PVTA 3-town MOU for senior rides Voted to form a Charter Review Committee Received Government Finance Officers Association Budget Presentation Award for second consecutive year Reached multi-year agreements with all of Town unions Formed a permanent Building Committee Achieved Age Friendly Community status Selected Greenwood Park as the preferred site of the new or renovated Adult Center 61

62 Select Board Section 2-4 Select Board Department FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Expended Expended Budget Requested Recommended Personnel Services Select Board 10, , , , , Town Manager 109, , , , , Asst. Town Manager , , Staff-Clerical 46, , , , , Subtotal 165, , , , , Expenses Repairs/Maintenance -Office 7, , , , , Professional Develop-Training 1, , , , , Printing and Mailing 3, , , , , Supplies Office , , , , Other Expenses 10, , , , , Travel 1, , , , , Memberships & Dues 5, , , , , Parking Ticket Collection Cost Innovation Fund , , , Energy Fund , , , Employee Education Program , , , , Subtotal 29, , , , , Total Select Board 194, , , , , Moderator Total Moderator Legal Prof/Tech Services - Town Counsel 27, , , , , Prof/Tech Services - Labor Relations 12, , , , , Legal Expenses 11, , , , , Total Legal Expenses 51, , , , ,

63 Finance & Administration Section 2-5 Finance Departmental Mission Statement The mission of the Longmeadow Department of Finance and Administration is to provide accurate, professional, effective and efficient coordination of the fiscal affairs and recordkeeping of the Town in compliance with all Federal, State and local laws and regulations. 63

64 Finance & Administration Section 2-6 Finance Department Organizational Chart Town Manager Board of Assessors Finance Committee Finance Director (1.0 FTE) Audit Committee Principal Assessor (1.0 FTE) Treasurer/Collector (1.0 FTE) Town Clerk (1.0 FTE) Town Accountant (1.0 FTE) Purchasing Manager (1.0 FTE) Human Resources Manager (1.0 FTE) Assistant Assessor (.91 FTE) Assistant Treasurer/Collector (1.0 FTE) Town Clerk/Clerk(Asst.Town Clerk) (.91 FTE) Assistant Town Accountant (1.0 FTE) Assistant Human Resources Manager (1.0 FTE) Assessor Clerk (.29 FTE) Senior Treasurer/Collector Specialist (1.0 FTE) Town Clerk/Clerk (.10FTE) Accounting Clerk (.91 FTE) Benefits Administrator (1.0 FTE) Treasurer/Collector Specialist (1.0 FTE) Human Resource Specialist (.48 FTE) Administrative Assistant (.51 FTE) 64

65 Finance & Administration Section 2-7 Finance Initiatives and Accomplishments FY 2016 Accomplishments *Produced the second Government Finance Officer Association s (GFOA) recommended budget presentation (FY 2017). The FY 2017 budget document was awarded the GFOA s Distinguished Budget Presentation Award in December 2016 *Completed Phase I of a document management system within the Human Resources Department with seed money from the Community Preservation Fund. Additional funds will be sought to complete the project. *Looked to improve the Town s GIS by placing Assessor s site indexes on the maps and to track property sales on the map. Improve the electronic flow of information from the Building Department to the Assessor s Office to better maintain property tax records and capture new growth on a timely basis. *Successfully implemented early voting procedures for the 2016 Presidential election. Approximately 4,000 voters utilized the early voting option. 9,634 total votes were cast. *Continued professional development in the area of Commercial / Industrial / and Personal Property valuation to assure proper assessment of such. *Sought State Historical records Advisory Board grant to allow State s roving archivist to further assist the Town in methodologies used in preserving and storing Town records. Based upon the roving archivist s report and with Community Preservation Fund dollars, the records stored in the Town Hall basement have been catalogued and stored orderly or discarded. *Provided training to Department of Public Works employees directly involved with purchasing on the updated procurement laws and thresholds established for purchases made under various sections of the law. *Implemented a semi-annual Supervisory training program for mid and upper level management. *41 bids with RFPs / RFQs were solicited in FY Some unique bids were sought for various categories of Highway / Grounds material, on-call tradesmen and after school bus transportation. Winter salt was bid separately as opposed to buying off the State bid list. The annual savings were $9.04 / ton or approximately $25,000. *Two auctions of Town surplus property netted the Town approximately $14,000 65

66 FY 2017 Accomplishments / Goals *Signed the Town s second Net Metering Credit purchasing agreement expected to net the Town over $30,000 in electrical cost savings in year one and over three quarters of a million dollars over the 20 year life of the agreement. The photovoltaic facility is expected to be built and on line by the spring of Through March 2017 the First Net Metering Credit purchasing agreement has saved the Town nearly $100,000 over its 29 months of existance *Complete any and all OPEB Trust documents required to allow investment of funds by third party professional investment manager. The first step will be have the voters accept the new revised provisions of Massachusetts General Law Chapter 32B Section 20 at the May 2017 Annual Town Meeting. Additionally, a policy change in the current investment policy will be required to complete the goal. *Successfully implement changes effective January 1, 2017 to the Public Records Law. The Town Clerk will be the Records Access Officer in charge of assisting and monitoring compliance of the new law. Guidelines outlining the requirements of the new law will be posted on the Town s website in January *Direct and monitor the State requirement of have all Town officials, employees, volunteers, etc. complete the mandatory biennial conflict of interest online training session, by March 31, *Sidewalk reconstruction bids came in 16% less than the FY 2016 amounts saving the Town over $50,000. *Continue with the educational / professional develop program for the Accounting staff. The 2.91 fulltime equivalents changed over completely in FY 2016, going from having nearly 30 years of collective experience in the Town Accountant s Office to having 3 years of collective experience with the Town. *In conjunction with the Town s independent auditor, the Town will prepare a Comprehensive Annual Financial Reports (CAFR) for GFOA s award consideration. The FY 2016 CAFR will contain financial trends of many aspects of the Town s finances along with other relevant data which rating agencies view in a favorable manner when analyzing the Town s ability to pay on debt service. The FY 2016 CAFR was submitted to the GFOA in January 2017 *Complete the update to the Treasurer / Collector Procedures Manual. *Implement Positive Pay with the Town s bank handling both payroll and vendor transactions. Positive Pay is an additional safeguard designed to prevent fraudulent transactions within the Town s bank accounts. *Begin implementation of changes allowed within the State s recently passed Municipal Modernization Legislation in the area of accounts receivables. Eliminate the 12 month grace period required in the Statute and Town bylaw for withholding licenses and permits to those owing the Town accounts receivable dollars. The new law allows withholding licenses and permits from day one of delinquency. A procedural guide will have to written to assist in the departmental enforcement once the Town s current 66

67 bylaw is amended to reflect the changes. These changes are to be voted on at the May 2017 Annual Town Meeting FY 2018 Goals *Develop a clear / concise policy for the collection of delinquent Departmental account receivables. *Submit the Town s second Comprehensive Annual Financial Report covering the FY 2017 fiscal year to the GFOA for Award Consideration. *Complete an update of all non-school job descriptions making sure that none are greater than 3 years since their last review, * Procure third party services to complete the Massachusetts Department of Revenue s required extensive sales data review of real estate transactions to ensure property values are at 100% of the full and fair cash value in order the completion and approval of project is done in time for the FY 2019 tax rate setting process / November *Analyze the feasibility of exercising the call option on the Town s two existing High School bonds with the goal saving on interest costs and restructuring the debt service to best meet the Town s potential future bonding needs. *Prepare debt financing plans, both individually and collectively, for the possible bonding needs of the Town s DPW facility, Adult Center and Middle Schools. Since it is believed these bonds would excluded from the limitations of Proposition 2 ½ the goal would be to minimize the volatility of the tax rate impact each would have on the overall tax rate of the community. *Continue the digitization process of Town documents required to be permanently held by the Massachusetts Secretary of State s Office. *Submit the FY 2018 Town Budget document to the GFOA for award consideration. If awarded, this would be the Town s third consecutive year attaining the award. Significant Changes Included in the FY 2018 Budget The Department of Administration and Finance s FY 2018 budget request is $9,232 less than the current FY 2017 budget. The decrease is attributable to a $20,000 reduction in election wages due to FY 2018 being an off year for state and national elections and some staff attrition in the Human Resources Department. Non-union wages are at FY 2017 levels pending some possibility of wage adjustment for FY The FY 2018 budget request includes minimal requests for additional dollars in non-wage line items. Increases to non-wage accounts are mainly tied to departmental employee training accounts, a $3,500 increase in auditing services inclusive of additional services required to complete the FY

68 Comprehensive Annual Financial Report and a $5,500 request to cover constantly increasing costs in telephone expenses attributable to maintenance agreement covering public safety telephone equipment. Primary Functions of the Department s Divisions Accounting: Accounts Payable, General Ledger, Internal Auditing, Financial Reporting, Assist Finance Director in Budget Reporting Assessing: Fair and equitable real and personal property valuation, Settlement of valuation disputes, Motor Vehicle Excise. Human Resources: Recruitment of Personnel, Payroll, Employee and Retiree Benefits. Purchasing: Coordination of Procurements, Maximization of Purchasing Dollars, and Maximization of Return on Disposal of Assets. Treasurer / Collector: Accounts Receivable, Cash Management and Investments. Town Clerk: Official record keeper of the Town, Coordination of Town Elections and Town Meetings, Voter Registration, Town Census, Vital Records, Recycling Stickers. 68

69 Finance & Administration Section 2-8 Finance and Administration Personnel Summary FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Position FTE FTE FTE FTE FTE Finance Director Accounting Department Town Accountant Assistant Town Accountant Accounting Clerical Purchasing Manager Assessing Department Principal Assessor Assistant Assessor Clerk Human Resources Department Human Resources Manager Assistant Human Resources Manager Benefits Administrator Human Resources Specialist Human Resources Assistant Treasurer/Collector Department Treasurer/Collector Assistant Treasurer Collector Treasury Collection Specialist Treasury Collection Specialist Town Clerk's Department Town Clerk Town Clerk Clerical Total Full-time Equivalent

70 Finance & Administration Section 2-9 Accounting Department FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommend Personnel Services Finance Director 106, , , , , Town Accountant 80, , , , , Asst. Town Accountant 46, , , , , Purchasing Manager 56, , , , , Staff-Clerical 32, , , , , Subtotal 322, , , , , Expenses Repairs/Maint-Office Equip Professional/Tech Services 1, , , , , Utilities - Telephone (Town) 20, , , , , Supplies - Office 4, , , , , Other Expenses 1, , , , , Memberships & Dues , Purchasing Expenses 1, , , , , Subtotal 30, , , , , Total Accounting Department 352, , , , , Independent Audit 26, , , , , Finance Committee Finance Committee Expense Reserve Fund (transfers) , , , Total Finance Committee , , ,

71 Finance & Administration Section 2-10 Human Resources FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Human Resources Manager 63, , , , , Human Resources Asst. Manager , , , Staff - Clerical 135, , , , , Over Time 1, , , Subtotal 199, , , , , Expenses Tech Services - Training 4, , , , , Supplies - Office 5, , , , Other Expenses , , , , Memberships & Dues 1, , , , , Subtotal 11, , , , , Total Human Resources 211, , , , ,

72 Finance & Administration Section 2-11 Assessor FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Principal Assessor 81, , , , , Staff-Clerical 32, , , , , Subtotal 113, , , , , Expenses Rep & Maint Vehicle Professional/Tech-Training 4, , , , , Professional/Tech Services 1, , , , , Supplies - Office 1, , , , , Other Expenses 4, , , Memberships & Dues , , Subtotal 11, , , , , Total: Assessors 125, , , , ,

73 Finance & Administration Section 2-12 Treasurer/Collector FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Treasurer/Collector 60, , , , , Assistant Treasurer 39, , , , , Staff-Clerical 42, , , , , Overtime Subtotal 142, , , , , Expenses Rental - Postage 3, , , , , Tech Services - Training 1, , , , Tech Services - Advertising 2, Tech Services - Tax Title 15, , , , , Communications - Postage 30, , , , , Supplies - Office 4, , , , , Other Expenses 6, , , , , Memberships & Dues Subtotal 64, , , , , Total: Treasurer/Collector 207, , , , ,

74 Finance & Administration Section 2-13 Town Clerk FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Town Clerk 65, , , , , Assistant Town Clerk 1, , , , , Clerical 38, , , , , Subtotal 105, , , , , Expense Repairs & Maint-Office Equip Tech Services - Training , , , Communication - Printing 3, , , , , Supplies - Office 3, , , , , Other Expenses 3, , , , , Subtotal 12, , , , , Total Town Clerk 117, , , , ,

75 Finance & Administration Section 2-14 Election and Registration FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Registrars Town Meetings/Elections Salary 19, , , , , Subtotal 20, , , , , Expenses Repairs & Maint - Office Equip 3, , , , , Printing & Mailing Election Supplies 6, , , , , Other Expenses 1, , , , , Subtotal 11, , , , , Total Elections & Registrations 31, , , , ,

76 Budget Summaries Section 3 76

77 Police Department Section 3-1 Police Departmental Mission Statement The purpose of the Longmeadow Police Department is to serve the people of the Town of Longmeadow by ensuring the community livability, safety and security through community oriented policing and fair and impartial law enforcement. Values: Integrity - We are committed to the enforcement of laws and the preservation of order and property. We are honest, truthful, and consistent in our words and actions, and therefore worthy of the public s trust. We exercise discretion in a manner that is beyond reproach. We do not accept gifts or special considerations as a consequence of our office. Professionalism - We treat the public and our colleagues with courtesy and respect. We understand that our appearance, words, and demeanor contribute to the public s confidence in us. We are responsive to the community, and deliver services promptly and efficiently. Fairness and Impartiality - We act with fairness, restraint, and impartiality in carrying out our duties. We work with the community to continually understand and overcome cultural influences and unconscious biases. We understand that our actions, combined with the way we treat members of the community, contributes to our legitimacy in the eyes of the public. Teamwork - We work together as one organization in carrying out the mission of the department; our respective units do not act as distinct silos from one another. As individual members of the department we are respectful to each other and work collectively to solve problems and serve the community. Efficiency - We keep abreast of standard procedures, legal issues, and innovative topics in modern policing through regular training. We exercise rigor in thinking strategically about identifying trends, exploring alternative solutions, and solving problems. Advocacy and Empathy - We have compassion for victims of crime. As members of the community, we have respect for and promote the diversity of the community. We advocate for social and other supportive services for victims, youth, seniors and all citizens. Community Partnership - We believe that the police can only be successful in improving safety and the quality of life the community enjoys when police and community members work collaboratively to address issues of mutual concern. 77

78 Police Department Section 3-2 Town Manager Police Chief ( 1.0 FTE) Administrative Assistant ( 1.0 FTE) Records (0.6 FTE) Captain - Operations (1.0 FTE) Animal Control Officer (0.53 FTE) Lieutenant - Administration (1.0 FTE) Dispatchers (4.4) FTE) Day Sgt. (1.0 FTE) Evening Sgt. (1.0 FTE) Relief Sgt. (1.0 FTE) Midnight Sgt. (1.0 FTE) Traffic Sgt. (1.0 FTE) Patrol Officer (1.0 FTE) Patrol Officer (1.0 FTE) Patrol Officer (1.0 FTE) Crossing Guards (5.62FTE) Patrol Officer (1.0 FTE) Patrol Officer (FTE 1.0) Patrol Officer (1.0 FTE) Patrol Officer (FTE 1.0) Patrol Officer (1.0 FTE) Patrol Officer (1.0 FTE) Patrol Officer (1.0 FTE) Patrol Officer (1.0 FTE) Patrol Officer (1.0 FTE) Patrol Officer (1.0 FTE) Patrol Officer (1.0 FTE) Patrol Officer (1.0 FTE) Detective - Court Officer (1.0 FTE) Detective (1.0 FTE) School Officer (1.0 FTE) K9 Officer (1.0 FTE) Organizational Chart Notes: The relief shift sergeant covers the scheduled days off of the sergeant on the evening and midnight shifts and the traffic sergeant covers the days off of the day shift sergeant. 78

79 FY2016 Accomplishments Dedicated a School Resource Officer to the public and private schools. Enhanced Regional emergency response, including active shooter training with neighboring departments. Provided Rape Aggression Defense training for citizens & implemented a Ride-a-Long program. On-going safety meetings and drills with the schools to develop district wide lockdown & evacuation plans. Utilized social media (i.e. Facebook, Twitter) to provide citizens breaking information. Received 911 Grant to enhance telecommincation operations. Increased enforcement & educational activities to reduce underage drinking. Re-organized executive and command staff through promotions and re-assignments. Explored the advantages of adding a traffic division to reduce motor vehicle crashes and mitigate traffic congestion; enhanced motor vehicle and pedestrian safety through the enforcement of state and local traffic laws; and conducted traffic surveys and traffic counts for review by the Traffic Safety Committee. Conducted comprehensive pedestrian analysis for staffing of crossing guard posts. FY2017 Initiatives and Accomplishments Enhanced transparency and information sharing through the use of social media. Awarded $150, State 911 grant (round two) to explore a five town Regional Emergency Communication Center (RECC) to enhance public safety response, improve community services and professionalize all call-taking and dispatch functions. Officers participated in neighborhood meetings to discuss and mitigate quality of life issues. Analyzed motor vehicle crash data and traffic volume to establish baseline for future initiatives. Initiated policy review to stay current with changing trends. All cruisers equipped and officers trained with Narcan deployment to address opioid overdoses. Expanded directed patrols and deployment of speed/message sign to streets affected by high motor vehicle traffic volume/speed. Continued analysis of pedestrian traffic to optimize staffing of crossing guard posts. Work with school and fire personnel to develop comprehensive bomb threat response protocol. Continued School Resource Officer program while augmenting parent training in cyber bullying, sexting, and vaping. (Complying with the Gun Violence Law enacted on August 13, 2014). Provided Active Shooter Training to all sworn members of the department. Enhanced senior education seminars to prevent fraud and identity theft. Collaborated with the school department and developed comprehensive District procedures for the management of lock-downs and active shooter scenarios through professional development training. Acquired LiDAR (laser radar) Unit with funds provided by a benefactor to enhance traffic enforcement. Awarded a Potable Breath Test monitor for improved OUI enforcement Enhanced citizen complaint reporting mechanism including investigations and documentation. Assigned two officer to the regional drug task force. Establish a traffic/safety division. Developed an enhanced fleet replacement strategy. Analyzed crime data and deploy resources accordingly. 79

80 Provided officers with enhanced professional development utilizing on-line training. Initiate the development of SOP s to respond to critical incidents to include scene management. Added video monitoring devices at publicly owned sites. Control crime with increased visibility, enhanced enforcement and by initiating contact with stakeholders. Engage community stakeholder through the Citizen Police Academy, Rape Aggression Defense Training, Social Media (Facebook-Twitter). Respond to illicit drug use through education by spearheading a drug awareness symposium with the fire department & District Attorney s office while providing Local Resource Pamphlets and having officers engage stakeholders. Enhance leadership and supervisor s professional development training. Expand firearms training, explore less than lethal options and adopt new tactical response protocols. Review, revise & implement policies in pursuit of accreditation. Participated in joint police/fire Open House FY2018 Initiatives and Goals Enhance cyber-crime investigations & training. Explore feasibility of adding a crime analyst/cyber-crime unit. Explore options to improve officer health and wellness i.e. exterior vest, equipment upgrades to include Electronic Control Weapons/Tasers. Improve community relations and enhance transparency utilizing social media. Continue to engage the community through Rape Aggression Defense classes, Citizen Police Academy, Crime prevention initiatives and develop a program to prevent seniors from falling prey to fraud, scams and loss of property in assisted living establishments. Collect baseline data to evaluate future impact of Casino traffic in the community. Establish a data driven approach to reduce crime and enhance traffic safety (DDACS). Enhance illicit drug & alcohol education and address marijuana legalization issues. Seek to evaluate and expand the School Resource Officer program if necessary. Improve fair and impartial delivery of police services through policy development and implementation. Become a State Certified Police Agency. Utilize the traffic division to mitigate vehicle and pedestrian safety issues. Develop and implement a bike safety program. Develop a plan to address response to critical incidents and scene management. Maintain professional development blueprint to include succession planning, command training and executive development. Re-assess training needs and divert resources to critical areas. Collaborate with fire, school & other town departments to develop a response to critical incident plan and reunification protocols. 80

81 81

82 Significant Changes Included in the FY 2018 Budget Personnel Costs: There will be no staffing changes for FY With the new public record law taking effect on January 1, 2017, an increase in demand for public records are projected. This will require the processing of documents including video and audio, within a specific timeframe, or be subject to legal sanctions including fines. This position is currently staffed on a part time basis and depending on the demands, expanding to a full time position may be necessary. The traffic sergeant will continue to develop and coordinate all matters that include pedestrian and traffic safety while implementing bicycle safety training for the youth. Longmeadow continues to experience an increase in vehicle gridlock at major intersection during commute times with vehicle overflow meandering through residential neighborhoods; exacerbating safety and other quality of life issues for residents. In an effort to respond to traffic and crime issues, the LPD will incorporate Data Driven Approach to Crime and Traffic Safety (DDACTS) which is an operational model that uses the integration of location-based crime and traffic data to establish effective methods for deploying law enforcement and other resources. The goal of DDACTS is to reduce the incidences of crime, crashes and traffic violations in a community; thereby, improving the quality of life. Training: All officers will be equipped with a less than lethal or an electronic control weapon/tasers. Under certain circumstance, this device provides officers with an alternative method of neutralizing a threat instead of, or before utilizing deadly force. Having the Taser will reduce the risk of injury for both the officer and assailant while significantly reducing liability for the Town. The initial certification training is 6 hours with an annual refresher of 1 hour. Officers, including the Chief, are required by the Criminal Justice Training Council to attend forty (40) hours of veteran officer professional development training. Firearms training requirements were revised and increased to include two live fire trainings and one qualification per year. With the current state of global security and random officers being targeted for assassination, it is more important than ever to augment active shooter training, police response to critical incidents and to enhance firearms proficiency. Also, Narcan training remains at 2 hours annually. With the promotions of the entire command staff last FY, executive development training including leadership, first line supervisor, grant writing, internal affairs, budgeting, management rights, and policy development will be necessary for a seamless transition of operations in order to meet the future objective of the succession plan. In addition, in order to maintain Emergency Medical Dispatch (EMD) certification, all dispatchers and officers are required to participate in a minimum of twenty-four (24) hours of EMD training annually. In all, every officer will be required to attend an average of 80 hours of training annually. These unfunded mandates put a strain on the department s already limited overtime budget. Finally, in an effort to minimize exposure to escalating OT costs, all officers and dispatchers will be enrolled in online training programs suitable to fulfill training requirements. 82

83 Vehicles: The FY 2018 budget includes the procurement of two marked patrol vehicles and one unmarked patrol supervisor s vehicle to replace three vehicles that have surpassed their useful police life. The three vehicles, as of June 30 th, will have projected mileages of 133, ,000 & 148, 000 respectively; baring no major repairs. I have serious questions about the integrity of these vehicles and to utilize them as first line vehicles will jeopardize the safety of the officers and the public. Evaluating the useful life of a pursuit rated police vehicle designed to respond to emergencies, pursue traffic violators and to quickly apprehend criminals, require higher degree of maintenance and safety requirements than civilian vehicles. According to professional standards and manufacturer recommendations, mileage of a police vehicle times 2.5 = the number of miles on a civilian vehicle. Therefore a police vehicle with 125,000 miles equals 350,000 miles of civilian use. Currently, front line vehicles in the fleet which do not include administrative vehicles, collectively log approximately 210,000 miles annually or 26,250 miles per vehicle. If three vehicles are not replaced during FY 2018 or by December 30 th 2017, the fleet will consist of five vehicles with mileage exceeding 125,000 miles. This will adversely impact the vehicle maintenance budget, vehicle s reliability, affect timely response and jeopardize the safety of the public. According to the distributor, a vast majority of Explorer Utilities AWD are currently being traded in between 100,000 to 110,000 miles. The suggested useful patrol life is 110,000 miles with a trade in value of $7, On average, depreciation after this mileage milestone occurs quickly; 120,000 miles equates to $ in trade in; 130,000 miles equates to $1,250 trade-in. I recommended that the Town commit to a cycle of purchasing two vehicles annually in order to maintain a fleet of vehicles that are safe to operate in the environment they are utilized and to ensure a consistent maintenance budget is sustained. Staffing: The Longmeadow Police Department is budgeted for 27 sworn officers. There are 4 full time dispatchers, 1 dispatcher/records clerk and 1 administrative assistant. In addition, 22 crossing guard posts will be covered by 26 part time employees who are supervised by a traffic/safety sergeant. Our current officers and staff were hired because of their integrity, high ethical standards and selflessness as will future employees. Professional development will be at the forefront of my initiative providing officers with the knowledge and skills to enhance effectiveness in their efforts to deter, suppress or solve 83

84 crimes. Officers and staff will be encouraged to be proactive and flexible and will be recognized in their efforts to identify problems and resolve issues within the community they serve. Officers will be provided with the latest technologies to combat crime in their roles as guardians of the community while employing the latest developments in law enforcement. We will seek to consolidate equipment and services and apply for all federal and state grants in an effort to augment budgets and improve service. The LPD is currently exploring the benefits of regionalizing dispatch operations and will consolidate if those services are a benefit to the community. We will enhance the relationships we currently enjoy with the schools, businesses, seniors, religious organizations, town departments, local state and federal law enforcement agencies and the citizens. We will be transparent and tailor our response to the needs of the community and will adopt policies to ensure consistent service delivery. 84

85 Police Department Section 3-4 Chief Administration Training Facilities Recruitment/Hiring Firearms Licensing Payroll Solicitor's permits Animal control officer Grants Extra Detail and Alarm Billing Accreditation Public Record Request Policies Rules & Regulations Operations Emergency Response Calls for Service Traffic Enforcement Community Engagement Drunk/Drug Driving Enforcement K9 Bicycle Patrol Accident Investigation Business and School Security Checks RAD Critical Incidents Crossing Guards Detectives Investigations Court liaison Liquor control issues Employee background investigations School Resource officer Sexual Assaults Investigator Drug Task Force Dispath Responsive to calls for service Emergency 911 Emergency Medical Dispatch Fire Dispatch Business Calls Window Service After hours contact for all town services 85

86 Police Department Section 3-5 Police Department Personnel Summary FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Position FTE FTE FTE FTE FTE Chief Captain Lieutenant Sergeant s Patrol Officers Dispatchers Crossing Guards Animal Control Secretary/ Records Total Full-time Equivalent

87 Police Department Section 3-6 FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Expended Expended Budget Requested Recommend Police Department Personnel Services Chief 127, , , , , Superior Officers 495, , , , , Officers 1,205, ,167, ,234, ,268, ,268, Dispatchers 180, , , , , School Crossing Guards 137, , , , , Emergency Dispatch , , Staff-Clerical 68, , , , , Special / Overtime 250, , , , , Animal Control Officer 11, , , , , Subtotal 2,477, ,408, ,600, ,672, ,655, Expenses Vehicle Main/Supply 25, , , , , Medical/Hospital 3, , Police Training 33, , , , , Communications 29, , , , , Vehicle Fuel 50, , , , , Uniform & Equipment 31, , , , , Other Expenses 8, , , , , Vehicle Replacement 34, , , , Other - Animal Control 1, Subtotal 217, , , , , Total Police 2,695, ,589, ,855, ,965, ,915,

88 Fire Department Section 3-7 Our Vision Fire Departmental Mission Statement To provide safe, efficient, effective and professionally executed emergency medical services as well as fire services, and emergency management response to the Longmeadow community. Our Mission The mission of the Longmeadow Fire Department is to minimize the risk to the community from fire, medical emergencies, and other threats to life and property. This is accomplished through prompt emergency response, aggressive public education, code enforcement and cooperative community involvement. The priorities of the Fire Department are the preservation of life and health, including our own, followed by protection of property and incident management. All resources available to us are utilized to ensure these priorities are met. The Longmeadow Fire Department is charged with the protection of life and property from fire, medical emergencies and accidents through direct fire suppression efforts, emergency medical response, prevention, inspectional services, fire code enforcement and public education. The department also investigates the cause and origin of fires, working with the Office of the State Fire Marshal and other local, state and federal agencies. We also support the regional hazardous material response team with two members and the regional technical rescue team with one member. As protection of life is our highest priority, the department is also licensed and operates two ambulances at the Paramedic level, the highest level of pre-hospital care available. We are also equipped and trained to handle a wide variety of rescue services such as motor vehicle entrapment and cold water/ice rescue. 88

89 Fire Department Section 3-8 Fire Department Organizational Chart 89

90 Fire Department Section 3-9 Fire Department Initiatives and Accomplishments FY2016 Initiatives and Accomplishments In FY 2016 we conducted a feasibility study on the impact Community Para-medicine (paramedics who make home visits, treat and refer patients under medical control) would have on the operations of the Longmeadow Fire Department, and our financial ability to fund such a program, meeting required staffing needs. This initiative has not seen much progress. At the state level, many of the key decisions needed to advance this program have not taken place. Perhaps the most significant issue is how it will be funded. Until this is clearly identified, this program will not advance. Through the use of state grants, reduce the number of homes in Longmeadow without working smoke detectors and carbon monoxide detectors. Based upon recent experience, we expect to install up to 75 detectors in 50 households during the fiscal year. Over the past year we have worked closely with the Council on Ageing to identify residents who need updated smoke and CO detectors, we have exceeded our goal and continue to pursue this program. With enhanced use of existing technology and training aids in the department, increase the staff s incident management skills and efficiency. When successful, each Captain will demonstrate his ability to manage extended and complex incidents, and each Acting Captain will demonstrate his ability to manage medium size incidents. With the use of computer simulations and participation in regional exercise, we continue to improve this capability. 90

91 FY2017 Initiatives and Accomplishments In FY 2017 we have undertaken the task to develop a system to assist in the daily management of operational support functions. The development and use of this system has resulted in increased efficiency and better use of department resources. (This has been an internal goal which is supported by existing technology and is be supported by the current budget.) We have undertaken a joint initiative with the firefighters local to institute health and wellness actions to improve employee general health and reduce job related injuries. (This is an internal goal which will be supported by the current budget.) We have engaged this department along with other stakeholders in emergency planning for school related emergencies. (This is an internal goal which will be supported by the current budget.) We have communicated and demonstrate the need to embrace the department s equipment and vehicle capital replacement plan. This has resulted in the upgrading and replacement of aging equipment to enhance emergency services delivery to our residents. This has been supported by general fund and grant supported programs. We continue to pursue grant opportunities to support current public education programs and equipment replacement. In FY 2017 we have received over $ 100, in grants and have applied for another $ 87, in grants for FY FY2018 Initiatives and Goals With the adoption of this reorganization plan, the department will have the ability to engage in several initiatives to improve customer service. This change in the structure of the fire department clearly identifies the second in command and clearly assigns important responsibilities. This change is intended to make the department more efficient; meeting the public s needs in a timelier manner, and increasing our community s preparedness. Under this reorganization we will engage in a more regular inspection schedule of our public and private facilities, improving citizen safety. We will engage in community based Emergency Preparedness. This will start with the formation of a Local Emergency Preparedness Committee (LEPC). This will be a group of private and government stakeholders, working together on a comprehensive plan for the community. This change should result in slightly increased revenue through increased inspection activity. The formation of a LEPC will also make the Town eligible for additional funding to offset some of the cost to operate this function. This budget includes a position that existed in the department in The position is called the Relief Position and is a firefighter position to supplement a short shift or to be used during peak times to offset overtime. When utilized in the past, this position has proven to be cost effective and operationally effective. It is intended to reduce overtime costs, while improving service. The expense of this position should be offset by increased ambulance revenue and decreased overtime. Firefighter health and wellness continues to be a priority for this department. Cancer rates amongst firefighters continue to increase and be significantly higher than the general workforce. Our department will continue to research and adopt practices which promote health and wellness and reduce exposures to potentially hazardous materials in the course of our work. 91

92 Fire Department Section 3-10 Significant Budget Changes, Initiatives and Assumptions This budget represents the implementation of the Fire Department Re-Organization Plan. Although we are not adding any new services, the reorganization of the department will allow for the improved delivery of existing services to our residents. The major components of the re-organization plan include the elimination of a Captain position and the addition of a Deputy Chief Position. This plan also adds two additional FTEs on a staggered schedule through this FY. Operating expenses are not expected to change significantly for the next fiscal year. Minor increases in insurance and EMS equipment are included in this budget. Any minor price increases encountered should be absorbed by the existing budget, as all significant contracts and agreements are secured for the fiscal year. Goals and initiatives outlined above for fiscal 2018 are funded with in this budget, or will be funded through grant programs administered through the Commonwealth of Massachusetts. Some basic assumptions were used in the development of this budget. These assumptions are: No major mechanical failures occur that would require expensive repairs. The budget is predicated on annual preventative maintenance programs for all the apparatus and equipment, and some breakdown/repairs based on previous years experiences. Major expensive repairs are not normally encountered, and therefore not included in this budget. No extended vacancies due to injury, illness or turnover have been included in the budget. Extended vacancies have a significant impact on the budget, particularly the overtime budget, and are not a part of this budget. Department responses remain steady. A large increase in run volume has a dramatic effect on all portions of the budget. Major or extended operations are not normally encountered and therefore not part of the budget calculations. 92

93 Fire Department Section 3-11 Fire Department Programs and Service Emergency Medical Services Paramedic Level Ambulance Service $650,000 in revenue annually In house quality control, providing optimal services for our residents Over 1,200 transports annually Operate two class 1 Ambulances Maitain 9 semi automatic defibrillators throughout town State mobilization ambulance task force member Maintenance Division Apparatus annual maitenance and repairs Annual hose testing Meter calibration S.C.B.A. maitenance and flow testing Air bottle hydro testing Annual ladder testing Annual Pump testing Generator testing and maitenance Annual SCBA Compressor service Suppression & Emergency Response Structural firefighting Brush & wildland firefighting Auto Extrication Rapid Intervention Teams Incident Command Sytem, National Incident Management System user All-Hazards disaster response Hazardous Material Operational Level response Participating member of Hampden County Fire Mutual Aid, and Mass Statewide Fire Mobilization Plan Prevention & Inspection Permits, inspection & code enforcement Site plan, building & fire system reviews Life safety inspections and Fire drills Fire prevention & education programs Juvinile fire setter risk assesment Fire cause and origin investigation Fire Incident Data Reporting Training Division Recruit training for new employees Continuing education and training for firefighting Emergency Medical Services re-certification CPR training Monthly training topics & materials Cold water/ice Rescue training Marine operations Automobile extrication Hazardous materials operation training (annually) 93

94 Fire Department Section 3-12 Fire Department Personnel Summary FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Position FTE FTE FTE FTE FTE Fire Chief Deputy Chief Fire Capt Fire Fighters Administrative Assistant Total Full-time Equivalent Marine One Rescue Boat 94

95 Fire Department Section 3-13 FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Fire Department Personnel Services Fire Chief Salary 130, , , , , Deputy Fire Chief Salary , , Firefighter Salary 1,376, ,358, ,434, ,486, ,472, Fire Clerical Salary 18, , , , , Emerg. Mang. Direct. 3, , , , , Emerg. Mang. Asst. Direct , Fire Regular Overtime 212, , , , , Subtotal 1,740, ,697, ,784, ,940, ,852, Expenses Ambulance Employee Benefits 88, , , , , Building/Grnd Maint 4, , , , , Fire Vehicle Maint 44, , , , , Repair/Maint - Office , , , Maint Public Safety 18, , , , , Fire Medical Expense 1, , , , Ambulance Billing Svc 21, , , , , Fire Training Expense 7, , , , , Ambulance Training 6, , , , , Wireless Phones Comm - C - Med 3, , , , , Comm - Fire Radios 13, , , , , Office Supplies , , , , Fire Vehicle Fuel 20, , , , , Med/Surg Supplies 29, , , , , Fire Unit & Equipment 14, , , , , Fire Dept Other 3, , , , , Dues & Memberships 5, , , , , Ambulance Liability 15, , , , , Fire Safety Equipment 5, , , , , Emergency Manag 10, , , , , Subtotal 315, , , , , Total: Fire/Emerg 2,056, ,024, ,100, ,277, ,192,

96 Budget Summaries Section 4 96

97 Planning & Community Development Section 4-1 Mission Statement To ensure that all construction and remodeling in the Town of Longmeadow meets current building codes through effective building code enforcement. To ensure all the Zoning by laws of the town of Longmeadow are enforced. Restoration of the Front porch of the Young Mansion at 734 Longmeadow Street 97

98 Planning & Community Development Section 4-2 Building Department Organizational Chart Town Manager Building Commissioner (1.0 FTE) Administrative Assistant (0.80 FTE) Electrical Inspector (0.48 FTE) Plumbing & Gas Inspector (0.47 FTE) Sealer of Weights & Measures Zonning Board of Appeals Planning Board 98

99 Planning & Community Development Section 4-3 Building Department Initiatives and Accomplishments FY2016 ACCOMPLISHMENTS Sent letter to the president of the local realtors association asking him to spread the word about the requirement to register rental properties in the Town of Longmeadow. Looked up properties for rent in Longmeadow on line and called listing agents letting them know of the requirement to register the properties. Was successful in getting the number of rental properties registered with the town up to 56. Was successful in getting 17 foreclosed properties registered with the town. Was successful in collecting $7,300 in fees for both rental and foreclosed property registrations. Was successful in getting all the Building Department plans digitized and saved on discs. Was successful in getting the plumbing and gas inspector and the electrical inspector laptops in the office with access to our permitting software. Keeping track of permits and inspections is much easier now. I tried to get a digital copy of all plans submitted to the Building Department so I can add to the already stored plans. I have had some success. Was successful in keeping problem properties cleaned up using tools provided in our bylaws. This is an ongoing problem every year. Pushed to get permission from the Select Board to enter upon a property and have it cleaned up by an outside contractor. This property was abandoned and overgrown for months much to the dislike of the neighbors. The contractor kept the property maintained with regular grass cutting. The town was able to recover costs incurred after the bank decided they wanted the property back.. 99

100 FY2017 ACCOMPLISHMENTS AND GOALS Was successful in getting the first receiver appointed to a blighted abandoned property in Longmeadow. This was achieved by endless letters sent to the owner and several trips to Housing Court. Met with representatives from the Attorney General s office to discuss other possible vacant abandoned foreclosed properties that may be candidates for the receivership program. Together with the by law review committee prioritized bylaws that needed to be added or amended. Was instrumental in getting a new bylaw passed that restricts the height of accessory structures. Was instrumental in getting an existing bylaw that deals with unregistered cars amended to include uninspected cars. Was instrumental in getting a bylaw passed that prohibits parking on front lawns. Was instrumental in getting the words abandoned and blighted added to the existing foreclosed property bylaw. Was instrumental in getting a definition of family added to definitions in the Zoning Bylaws. Attended several special trainings/meetings in addition to the required trainings needed to maintain certification. Was instrumental in raising the building permit fee for solar panel installations on residential and commercial properties. Always available to contractors as well as residents to answer questions on the Building Code and the Zoning Bylaws. Worked closely with the contractor doing the repairs of the front porch at the Young Mansion at 734 Longmeadow Street to ensure compliance with the building code as well as keeping pressure on him and the bank to keep the job moving. I hope to see this project complete by the end of FY

101 Planning & Community Development Section 4-4 Inspection Services In Addition to making sure all construction is in compliance with the Massachusetts State Building Code, the Building Commissioner inspects buildings of certain use groups, governed by the Building Code for compliance. These inspections are known as inspections, they are mainly done on an annual basis but some vary depending on use group. When a building is found to be in compliance, what is known as a certificate of inspection is issued. It is illegal to occupy a building that requires such an inspection without a valid certificate. A special certificate of inspection is issued to establishments where liquor is consumed. This is what a typical certificate of inspection looks like for establishments where alcohol is consumed on the premises. It is signed by the Municipal Building inspector and Municipal Fire Chief. July 19, 2016 saw the adoption of the 2015 International Energy Conservation Code and updates to the existing Stretch Energy Code. This means significant changes for Longmeadow because of its green community status and therefore governed by the Stretch Energy Code. The HERS (Home Energy Rating System) index number is significantly lower and the blower door test went from 7 air changes an hour to

102 July 1, 2016 was supposed to see the introduction of the ninth edition of the Massachusetts State Building Code. It is based on the 2015 International Codes with Massachusetts amendments. The State is aiming to have one book for the residential code and one book for the base code, both with front end amendments for Massachusetts. Currently the amendments are separate books. To date this edition of the code has not been adopted and no one at the state level really knows when this is going to happen. 102

103 The Building Commissioner also inspects property for damage after accidents occur. Car drives through back of garage. 103

104 New construction on Tecumseh Drive 104

105 Planning & Community Development Section 4-5 Enforcement In addition to enforcing the State Building Code, the Building Commissioner is responsible for enforcing the rules and regulations of the Architectural Access Board (521 CMR), the town s Zoning Bylaws and acts as a Flood Plain Coordinator. Any construction in a Flood Plain has to comply with certain regulations governed by the State Building Code. During FY 2016/FY2017 the Building Commissioner was responsible for cleaning up several abandoned/foreclosed and blighted properties. This was achieved by sending out numerous violation letters, threating owners with fines and lengthy phone conversations with various banks and lenders. This task was made easier by the passing the new bylaw which requires the owners of vacant foreclosed properties to register the properties with the town. This bylaw came into effect July To date we have 17 foreclosed properties registered. Work on the stairs and accessable ramp at Storrs Library. The ramp is heated so there should be no problem with snow and ice build up. 105

106 Typically foreclosed properties will have notices like the ones in the picture posted on the front door. The responsibility for the removal of unregistered vehicles from properties also lies with the Building Commissioner. This property on Oakwood Drive was added to the foreclosed property list in

107 New Construction at the Longmeadow Shops. The new addition will have a new CVS, J. Crew Mercantile and a Verizon store. 107

108 New addition at the Jewish Nursing Home. A certificate of occupancy was issued in November of

109 By law violation, unsightly personel property above. Over grown lawn and abandoned swimming pool. This property went into receivership in July of The receiver is remodling the property. 109

110 This property at 44 Tanglewood was cleaned up by an outside contractor that the town hired. The town was able to recover all costs incurred. From July 1, 2016 through November 30, 2016 this department received, reviewed, and processed the following permits: 288 Building Permits 186 Electrical Permits 116 Plumbing Permits 139 Gas Permits 3 Sheet Metal Permits 22 Fence Permits 23 State required inspections (Certificates of Inspection) 6 Foreclosed property registrations 40 Rental property registrations Fees collected: 7/1/2016 through 11/30/ $107,689 Fees collected: 1/1/2016 through 11/30/ $204,136 We also received 6 Zoning Board of Appeals applications; the fee paid to the Town Clerk was $

111 FY2018 GOALS AND OBJECTIVES To continue to serve the residents of Longmeadow through fast, efficient permit processing and timely inspections. *To look into having permits available on line. *To double the fee on all work started without a permit. *To work on attaching all scanned Building Department Plans to the particular property through the new permitting software. *To meet with the Bylaw Review Committee and try and get some more bylaws added, particularly we need a bylaw that states that if a non-conforming building is destroyed by fire, explosion, act of the public enemy or act of God that it can be rebuilt as a nonconforming building within a certain timeframe. As our bylaw reads now if a nonconforming building was destroyed to the extent of 50% or more of its replacement value it shall not be rebuilt as a nonconforming building. *To work with the Attorney General s office to review other problem properties in town, and explore if the receivership program would work for them. *To make sure all foreclosed properties are registered with the town, and make sure they are maintained in accordance with the State Building Code. *To continue to research rental properties and make sure they get registered with the town. *To keep the town tree belts and other town property free of all signs and any other illegal debris. *To continue to work with the current or future owner of the Young Mansion at 734 Longmeadow Street to maintain and hopefully restore the structure. 111

112 Planning & Community Development Section 4-6 Building Department Personnel Summary FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Position FTE FTE FTE FTE FTE Building Commissioner Electrical Inspector Plumbing Inspector Clerk Total Full-time Equivalent Building Department FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Building Commissioner 79, , , , , Sealer of Weight/Measure 4, , , , , Plan/Comm Dev Clerical 37, , , , , Inspector s Salary , , , , Sub Total 119, , , , , Prof & Tech - Inspection 35, , Plan/Comm Dev other 4, , , , , Sub Total 40, , , , , Total Building Department 159, , , , ,

113 Planning & Community Development Section 4-7 Planning Board FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Planning Board Clerical Subtotal Expenses Planning Bd Consulting Exp Planning Bd Other Exp Pioneer Valley Planning dues 2, , , , , Subtotal 2, , , , , Total Planning Board 3, , , , , Zoning Board FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Secretary/Clerical Subtotal Expenses ZBA Advertising Exp , , , , Subtotal , , , , Total Zoning Board , , , ,

114 Planning & Community Development Section 4-8 Conservation Commission FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Conservation Clerical 8, , , , , Subtotal 8, , , , , Expenses Maint of Conserv. Land Office Supplies Conservation Other Exp Subtotal , , , Total Conservation Commission 8, , , , , Historic/Historical FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Expenses Historic Comm Historical Dist Comm Subtotal Total Historical

115 Budget Summaries Section 5 115

116 Longmeadow Public Schools Section 5-1 Longmeadow Public Schools Please visit for information on the Longmeadow Public School System Budget. School Department Personnel Summary FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Position FTE FTE FTE FTE FTE School Department Total Full-time Equivalent Longmeadow Public Schools FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Total: School Department 31,319, ,095, ,153, ,669, ,669,

117 Budget Summaries Section 6 117

118 Department of Public Works Section 6-1 Department of Public Works Mission Statement The mission of the Longmeadow Department of Public Works is to maintain and improve town s facilities and infrastructure in an efficient and cost-effective manner. We are committed to providing a high level of service to the residents of our community, and being mindful of safety and environmental stewardship. The Department of Public Works (DPW) consists of multiple divisions collectively responsible for maintaining and improving the Town s public spaces and infrastructure. This includes the maintenance and development of Town roads, sidewalks, public trees, parks, public grounds, and buildings, as well as the Town water tank and supply system, and the wastewater collection system and pump stations. DPW also oversees curbside refuse and recyclable material collection, and operates the Yard Waste/Recycling Center. In addition to general administration, the divisions within the department include: Engineering, Highway, Water, Sewer, Building Maintenance, Grounds Maintenance, and Sanitation/Recycling. For budget information regarding the Water and Sewer Divisions as well as Solid Waste, please see the Enterprise Funds section of the DPW budget. Engineering The Engineering Division is responsible for infrastructure improvements. The Town Engineer oversees the paving program, sidewalk replacement, guard rail replacement, and water and sewer main replacement. Work is coordinated so that underground utilities are evaluated and replaced, if necessary, prior to the annual pavement preservation program. The Engineering Division coordinates surveying and project design work. Engineering staff also performs DigSafe mark outs, issues permits for excavations, issues trench safety permits, and performs inspections of contracted work on roadways and Town property. An expanding component of Engineering is the administration of the Town s Geographical Information System (GIS). The GIS displays both geographic and tabular data pertaining to the Town s assets such as the water, sewer, and drainage systems, parcel mapping, roads and much more. Data captured by the GIS can then be used for mapping, planning, and analyses. The data from the GIS is also accessible for public use on the Town s website. Highway Division The Highway Division is responsible for all road repairs, street openings for water and sewer repairs, sidewalk maintenance and small replacement projects, drainage system maintenance, snow removal, and other matters having to do with the proper maintenance and development of the Town s road system. The Highway Division also maintains the trees within the rights-of-way along public roads. Grounds Division The Grounds Division is responsible for maintaining and developing public playgrounds, parks, and related facilities. The Grounds Division maintains all school athletic fields and grounds, lawns and landscaping of all Town buildings, the Town Green, traffic circles, the two outdoor pools, the three public tennis courts, and all other public grounds. 118

119 Building Maintenance Division The Maintenance Division maintains 7 major Town buildings, 6 schools, and all park buildings including camp sheds, pool bath houses, concession stands, and related facilities. The Maintenance Division maintains and restores all Town facilities to a condition that meets all health and safety, regulatory and environmental compliance needs while addressing the functionality and accommodating the comfort and high expectations of governing bodies, building users, and the general public. Enterprise Funds Water and Sewer Divisions The Water and Sewer Divisions operate, maintain and develop the Town s public water and sewer systems and related facilities. The Water and Sewer Divisions are operated as enterprise funds. An enterprise fund as authorized under MGL Ch F½ is a separate accounting and financial reporting mechanism for municipal services for which a fee is charged in exchange for goods or services. It 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 the option to recover total service costs through user fees. Non tax-paying entities pay their prorated share of expense base on water consumption or sewer discharge. 119

120 Department of Public Works Section 6-2 Department of Public Works Organizational Chart Select Board/ Water and Sewer Commission Town Manager Conservation Commission Tree Committee Longmeadow Public Schools Park and Rec Director DPW Director Recycling Administrative Assistant & Clerk Town Engineer Engineering Asst Engineering Aide Deputy Director Tree Warden Building Maintenance Highway and Recycling Grounds Division Water and Wastewater Division Facilities Director Head Maintenance tech. Maintenance/HVAC Tech Tech/Electrician Tech/Plumber Foreman Foreman Heavy Equipment Operator, Equipment Operator/Laborer Mechanics Recycling Coordinator Part time Laborer Foreman Senior Laborer Laborers Assistant Director Water/Wastewater Operations Foreman Operator Meter Reader Engineering Interns, Grounds seasonal and Recycling Center part time employees are not counted as FTEs. The Highway and Grounds Divisions use temporary, seasonal employees to augment park maintenance in the summer months and retiree snow plow operators to supplement DPW staff during winter operations. * For Organizational Charts calculated by FTE for the Department of Public Works see section 6-4 thru

121 Department of Public Works Section 6-3 FY 2016 Accomplishments Department of Public Works Initiatives and Accomplishments Improved the quality of infrastructure in Longmeadow by improving the overall pavement condition index, continuing the sidewalk replacement program, and replacing water and sewer lines and guardrails. In FY 2016 the following projects were completed: Pavement Preservation: * 3.98 miles of road were paved. *Longmeadow Street (Warren Terrace to Edgewood Avenue) *Frank Smith (Williams Street to House #577) *Warren Terrace *Warren Terrace Extension *Laurel Street (Converse Street to Shaker Road) *Wolf Swamp Road (Shaker Road to Frank Smith Road) *Prynne Ridge Road *Edgewood Avenue *Glenwood Circle * Colton Place Sidewalk Replacement: *1.9 miles of sidewalk was replaced *Stirling Street *Clairmont Street *Elmwood Avenue *Warren Terrace *Ellington Street *Llewellyn Street *1250 Greenwood Park walking path *Drainage Improvements *112 of 60 culvert pipe, 30 of 18 pipe, one manhole on Crestview Circle *185 of 18 ADS pipe, two manholes on Berwick Road *700 of chemical grout, 967 of cured in place pipe on Frank Smith Road *Completed the drainage improvement portion of the Dwight Road project. This project also included the widening of the pavement, the installation of berm. The final paving of the street was not completed due to the pending 45,000 sq/ft medical building proposal which included water and sewer connections in the road. Upon completion of the building, the final paving will be completed. 121

122 *Completed approximately 1,000 feet of slip lining of the storm pipe on Frank Smith Road. Slip lining is a process where a cured in place pipe is used to repair leaks and restores structural stability to an existing pipeline. *Continued the street tree maintenance program to assess trees owned by the Town, removed hazardous trees in areas where they might cause the most severe damage, and continued general tree maintenance activities. In the fall of 2015, 68 trees were planted, 121 were removed and 76 were pruned. After years of doing primarily removals accentuated by the October 2011 storm, the focus has changed from removals to pruning. The DPW began a program of systematically pruning trees along selected streets to remove deadwood, raise the crown in order to provide clearance above sidewalks, street signs and streetlights, and make light structural improvements to enhance the health and beauty of the trees. *Grounds Division continues to improve the appearance of Town owned property by: collecting trash on a regular schedule, mowing, string trimming, and beautifying the plant beds. The Grounds crew will continue to work to improve the turf on athletic fields while transitioning to organic fertilizers where possible and as funding allows. The Grounds crew will also continue to inspect playgrounds to ensure the equipment is functioning properly and safely. *Continued to maintain and upgrade the DPW trucks and equipment. Trucks and vehicles funded in the FY 2015 budget were received and put into service. *The Water and Sewer Division worked with Tighe & Bond consulting engineers to complete the Emerson Road Sewer Pump Station Phase III main upgrade project. The project included: installation of new motors, new motor control centers, lighting, a 24 inch force main bypass, a line stop, a replacement generator, and a refurbished pump. The project is expected to be completed in the spring of *DPW s Engineering and Water and Sewer Divisions designed and oversaw the construction of the replacement sewer mains on Hazardville Road and Knollwood Circle. *DPW s Engineering and Water and Sewer Divisions oversaw the improvements to the Forest Glen Water Pump Station. *Engineering staff continues updating Assessor Tax Maps and developing the GIS map to reflect new and/or improvements to the Town s infrastructure. *The Fleet Division constructed and installed a gate on Quinnehtuk Road at the intersection Wolf Swamp Road. This gate took the place of jersey barriers that were placed there to eliminate the cut through traffic. *DPW continues to work with the Pioneer Valley Planning Commission to develop a long-range storm water management plan and to stay in compliance with DEP s regulations and the NPDES phase II permit. All drainage outfalls have been located via GPS technology. 25% of the outfalls continue to be monitored annually. The DPW uses its jet truck to clean catch basins and its street sweeper to sweep the Towns streets. These activities support the NPDES permit and ultimately eliminate unwanted discharges into the receiving bodies of waters. * The DPW Administration, Highway and Engineering Divisions all worked together to reconstruct the Blinn Tennis Courts. The reconstruction of the tennis courts included the demolition of the old courts, 122

123 the reconfiguration and reconstruction of the new courts, painting and striping the surface, new fencing, installation of new energy efficient lighting, installation of a new light controller, a new sidewalk that connects Bliss Road to Williams Street and resurfacing the parking lot. *Repaired a drainage catch basin that failed and washed out a bank to the dingle at the Glenbrook Middle School. The Conservation Commission issued an emergency repair and work was done and the area restored in less than a week. Work entailed: installing two drainage structures, pipe, a flared end outlet and rip rap to stabilize the bank. Erosion control mat and seed was placed on the slope. The asphalt area was left to settle because the excavation was deep and final paving was completed in July. FY 2017 Accomplishments In FY 2017 the following projects were completed: Pavement Preservation: *2.74 miles of road were paved. *Brooks Circle *Hilltop Road *Churchill Drive *Hazardville Road *Tanglewood Drive *Woodsley Road *Knollwood Circle *Wimbleton Drive *Odierna Drive *Maple Terrace Sidewalk Replacement: *1.29 miles of sidewalk were replaced: *Birchwood Avenue *Hazelwood Avenue *Llewellyn Place *Pleasantview Avenue *South Park Place Sidewalk Ramp Intersections: *Tanglewood Drive & Blueberry Hill Road (2X) *Tanglewood Drive & Lake Drive *Hilltop Road & Blueberry Hill Road *Churchill Drive & Williams Street *Brooks Road & Brooks Circle *Avondale Road & Wimbleton Drive *Odierna Drive & Wimbleton Drive *Wolf Swamp Road & Wimbleton Drive *Hazardville Road & Fairway Drive 123

124 Guardrail Replacement/Installation: Replacement: *438 of steel backed timber guardrail on wood posts *375 of corten w-beam guardrail on wood posts *Barrington Road *Chiswick Street *Franklin Road *Meadowbrook Road *Mill Road New: *300 of steel backed timber guardrail on wood posts *Captain Road *Crestview Circle * DPW worked with the Select Board s DPW Building Task Force as well as the Town Manager, and Weston and Sampson (the site designer) to relocate, design and build a new facility. As part of that process, the abovementioned group spent several meetings looking at every possible site in town for the new DPW facility. After careful consideration, the Committee selected the Grand Meadow s Tennis club as the preferred site. The Committee continues to work to prepare a construction cost estimate for a Town Meeting vote in May. Approval of that vote, as well as a majority vote to take the Grand Meadow Tennis club property by eminent domain, will provide a path for a new DPW facility. *The DPW continues to work with MassDOT on the Transportation Improvement Program (TIP) for Converse Street. The project includes: road widening to meet bike/pedestrian safety requirement, milling and paving 2.0 miles of road from Laurel Street to Dwight Road, new sidewalk construction, improving wheelchair ramps to meet ADA requirements, replacing catch basin and manhole frames and covers, and new line striping. The project is scheduled to start in spring of *Completed approximately 170 feet of slip lining of the storm pipe on Avondale Road. Slip lining is a process where a cured in place pipe is used to repair leaks and restores structural stability to an existing pipeline. *Continued the street tree maintenance program to assess trees owned by the Town, removed hazardous trees in areas where they might cause the most severe damage, and continued general tree maintenance activities. In 2016, 74 trees were planted, 132 were removed and 212 were pruned. After years of doing primarily removals accentuated by the October 2011 storm, the focus has changed from removals to pruning. The DPW began a program of systematically pruning trees along selected streets to remove deadwood, raise the crown in order to provide clearance above sidewalks, street signs and streetlights, and make light structural improvements to enhance the health and beauty of the trees. *Grounds Division continues to improve the appearance of Town owned property by: collecting trash on a regular schedule, mowing, string trimming, and beautifying the plant beds. The Grounds crew will continue to work to improve the turf on athletic fields while transitioning to organic fertilizers where possible and as funding allows. The Grounds crew will also continue to inspect playgrounds to ensure the equipment is functioning properly and safely. 124

125 *Continued to maintain and upgrade the DPW trucks and equipment. Trucks and vehicles funded in the FY 2017 budget were received and put into service. *DPW s Engineering and Water and Sewer Divisions designed and oversaw the construction of the replacement water mains on Sunset Road, Maple Terrace and Branch Street. *DPW s Engineering and Water and Sewer Divisions oversaw the improvements to the Emerson Road sewer pump station. *DPW s Engineering and Water and Sewer Divisions oversaw the installation of a sewer siphon on Elmwood Drive. *Engineering staff continues updating Assessor Tax Maps and developing the GIS map to reflect new and/or improvements to the Town s infrastructure. *DPW continues to work with the Pioneer Valley Planning Commission to develop a long-range storm water management plan and to stay in compliance with DEP s regulations and the NPDES phase II permit as well as the new MS4 permit just released. All drainage outfalls have been located via GPS technology. 25% of the outfalls continue to be monitored annually. The DPW uses its jet truck to clean catch basins and its street sweeper to sweep the Towns streets. These activities support the DEP permits and ultimately eliminate unwanted discharges into the receiving bodies of waters. *DPW worked with Tighe and Bond on the creation of a Storm Water Enterprise Fund. Work included: the drafting of a proposed town by-law to establish the enterprise fee, the identification of expenses for storm drain activities, future capital storm drain cost, and the cost to meet the new requirements of the MS4 stormwater permit. *Completed the sidewalk and driveway reconstruction project at the Storrs Library. Work included the demolition of the existing sidewalk, construction of a new sidewalk, installation of new storm drain tops and repaving. *Completed the stair and handicap ramp replacements at the Storrs Library. Work included the demolition of the existing stairs and ramp, widening to meet ADA requirements, upgraded the lighting, add a heated mat, and reconstructed the stairs and ramp. *Began the process to replace the HVAC system at the Police Station. *Began the process to repair the leaky drain pipe at the Greenwood pool. 125

126 Concept Site Plan for a New DPW 126

127 Concept Site Plan for a New DPW (continued) 127

128 New Sidewalk at the Storrs Library 128

129 New heated handicap ramp at Storrs Library 129

130 Hydro Seeding at Blinn Tennis Courts Annual Tree Planting Program 130

131 Annual Tree Planting Program (continued) 131

132 Birchwood Avenue Sidewalk Replacement 132

133 Woodsley Road Paving 133

134 FY 2017 Accomplishments (Maintenance Department) Massachusetts five year requirement to test each school s water for lead and copper was due this year. This task required DPW to sample over 600 fixtures. Each school had a small number of samples that exceeded the action level. Upon learning of the test results, DPW took those fixtures out of service until a proper repair could be made. DPW installed 65 feet (length) of safety netting at Russell Field along Bliss Road. The purpose of the netting is to contain soccer and lacrosse balls from going onto Bliss Road and a student then needing to dodge traffic to retrieve them. The DPW corrected the ventilation and moisture problem at the High School esplanade. The DPW rented a dehumidifier for a few months to see if it would correct the problem. The data collected indicated that the relative humidity was less than 50% (most homes are usually between 30% and 50%) Convinced that a dehumidifier would solve the problem, DPW purchased a similar to the one rented. To further ensure the ventilation and moisture problem doesn t return, DPW used an epoxy to seal the esplanade walls (see below). High School Esplanade After Walls They Were Sealed 134

135 FY 2018 Goals/Initiatives *Upon Town Meeting approval for funding for a new DPW facility and the approval to take the Grand Meadow s Tennis Facility by eminent domain, contractors can begin to demolish the existing building and begin to build a new facility. *Continue to implement the plan for casino mitigation transportation improvements. As way of background - the approval of the casino in Springfield resulted in the award of $850,000 in mitigation money to the Town for traffic safety improvements. The Town selected Vanasse Hangen Brustlin (VHB) engineering firm to design the traffic & intersection improvements at 3 key intersections; Forest Glen and Longmeadow Street, Converse Street and Longmeadow Street, and Converse Street and Laurel Street. Traffic signal upgrading, intersection re-alignment, and more efficient traffic flow will be the focus for these improvements. *Continue to work with Mass GIS on updating Assessor maps. Working with Tighe and Bond through Mass GIS grant, the goal is to upgrade our parcel mapping so that it contains all of the content needed to produce the desired Assessor mapping and fall within level 3 compliance standards. Grant money will also be utilized to provide Engineering staff with training in maintaining the standardized parcel mapping. *DPW s Engineering division is going to continue to survey and assess the Town s trees (trees located in the public way). Currently, approximately 70% of the Town s trees were identified by species, diameter and condition. The trees are also mapped on a layer of GIS by Engineering. This information will be used in the future to guide tree maintenance strategies and develop budgetary requests. *DPW s Engineers will continue to monitor the pavement and sidewalk conditions throughout the Town. This information will supplement the study the Pioneer Valley Planning Commission completed and will help determine where the Town gets the best results with a fixed budget. *Work with the Facilities Director to determine if the Town contracted custodial services is the most effective way to clean our buildings. DPW will work to improve the building appearance with the goal of meeting building user expectations. *Traffic continues to be reported as an issue on many Town streets. Traffic data and pavement condition is important in determining when and what type of maintenance is to be provided, how to deal with congestion, speed complaints, safety concerns, etc. DPW Engineering will create a schedule for updating traffic data on various streets in Town. *Continue with infrastructure improvements including: water and sewer main replacement, building and ground upgrades, pavement preservation, and equipment/vehicle replacements. 135

136 Significant Changes Included in the FY 2018 Budget Overall, there are no significant changes to the FY 2018 Budget. DPW s FY 2018 budget request is $25,454 more than the FY This translates into less than a 1% increase (about 0.73%). A majority of the increase is due to contractual salary increases. 136

137 Department of Public Works Section 6-4 Highway Department Organizational Chart DPW Director (0.53 FTE) Deputy Director (0.62 FTE) Town Engineer (0.43 FTE) Administrative Assistant & Clerk (0.50 FTE) Engineering Assistant (0.41 FTE) Engineering Aide (0.68 FTE) Foreman (2.30 FTE) Mechanic (1.66 FTE) Recycling Coordinator (0.23 FTE) Skilled Laborer/Equipment Operator (5.50 FTE) Organizational Chart Notes: Total FTE for Highway Department equals

138 Department of Public Works Section 6-5 Building Maintenance Department Organizational Chart DPW Director (0.07 FTE) Administrative Assistant & Clerk (0.32 FTE) Town Engineer (0.06 FTE) Facilities Director (1.00 FTE) Mechanic (0.04 FTE) Foreman (1.0 FTE) Electrician (1.0 FTE) Plumber (1.0 FTE) Laborers (4.00 FTE) Organizational Chart Notes: Total FTE for Building Maintenance Department equals

139 Department of Public Works Section 6-6 Grounds Maintenance Department Organizational Chart DPW Diretor (0.09 FTE) Deputy Director (0.10 FTE) Town Engineer (0.06 FTE) Administrative Assistant & Clerk (0.10 FTE) Grounds Foreman (1.0 FTE) Mechanic (0.04 FTE) Grounds Laborers (4.0 FTE) Organizational Chart Notes: Total FTE for Grounds Maintenance equals

140 Department of Public Works Section 6-7 Recycling Organizational Chart DPW Director (0.08 FTE) Deputy Director (0.06 FTE) Town Engineer (0.03 FTE) Administrative Assistant & Clerk (0.16 FTE) Foreman (0.21 FTE) Recycling Coordinator (0.70 FTE) Skilled Laborer (0.65 FTE) Organizational Chart Notes: Total FTE for Recycling equals

141 Department of Public Works Section 6-8 Water Organizational Chart DPW Director (0.12 FTE) Deputy Director (0.12 FTE) Town Engineer (0.22 FTE) Engineering Assistant (0.17 FTE) Administrative Assistant & Clerk (0.46 FTE) Assistant Director of Waste/ Water (0.65 FTE) Engineering Aide (0.66 FTE) Mechanic (0.20 FTE) Foreman (1.09 FTE) Pump Station Operator (0.81 FTE) Water Meter Reader (0.81 FTE) Recycling Coordinator (0.04 FTE) Skilled Laborer (1.08 FTE) Organizational Chart Notes: Total FTE for water equals

142 Department of Public Works Section 6-9 Sewer Organizational Chart DPW Director (0.11 FTE) Deputy Director (0.10 FTE) Town Engineer (0.20 FTE) Engineering Assistant (0.42 FTE) Engineering Aide (0.66 FTE) Administrative Assistant & Clerk (0.46 FTE) Assistant Director of Waste/Water (0.35 FTE) Mechanic (0.04 FTE) Foreman (0.40 FTE) Pump Station Operator (0.19 FTE) Water Meter Reader (0.19 FTE) Recycling Coordinator (0.03 FTE) Skilled Laborer (1.79 FTE) Organizational Chart Notes: Total FTE for Sewer equals

143 Department of Public Works Section 6-10 Department of Public Works Personnel Summary FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Position FTE FTE FTE FTE FTE Highway DPW Director Deputy Director Town Engineer Asst. Town Engineer Engineer Aid Foreman Skilled Labor/Equip. Operator Mechanic Recycling Coordinator Clerical Building Maintenance DPW Director Town Engineer Facilities Director Foreman Mechanic Laborers Electrician Plumber Clerical Grounds Maintenance DPW Director Deputy Director Town Engineer Grounds Foreman Mechanic Grounds Laborers Clerical Recycling* DPW Director

144 Deputy Director Town Engineer Recycling Coordinator Foreman Skilled Laborer Clerical Water* DPW Director Deputy Director Town Engineer Engineering Assistant Engineering Aid Asst. Director of Waste/Water Foreman Skilled Laborer Water Meter Reader Pump Station Operator Recycling Coordinator Mechanic Clerical Sewer* DPW Director Deputy Director Town Engineer Engineering Assistant Engineering Aid Water Meter Reader Asst. Director of Waste/Water Foreman Skilled Laborer Pump Station Operator Recycling Coordinator Mechanic Clerical Total Full Time Equivalents *The table above represents how the personnel in the table on the previous page are budgeted, as opposed 144

145 to how many full-time equivalents exist by position title. The distinction is important due to the existence of the Water and Sewer Enterprise Funds and the accounting required to capture all of the costs associated with these services, so that the fee structures may be set to cover 100% of the direct and indirect costs. In other words, there is one full-time DPW Director, but that individual s time is spent 77% on general DPW (Highway, Building Maintenance, Grounds) matters, 12% on Water and 11% on Sewer, so from a budgeting standpoint the position salary expense is divided and accounted for among the Divisional budgets. For more detail on enterprise funds please visit Section eight of this document. 145

146 Department of Public Works Section 6-11 FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Highway Director 42, , , , , Asst Director 32, , , , , Engineering 66, , , , , Staff Labor 457, , , , , Staff-Clerical 16, , , , , Overtime 20, , , , , Subtotal 636, , , , , Electricity/Buildings 9, , , , , Energy - Heating Oil 15, , , , , Street & Traffic Light 273, , , , , Profession & Tech 3, Repair/Maint-Build 3, , , , , Repairs Vehicles 69, , , , , Prop Rel-Traffic Cont 56, , , , , Other -Sidewalks 10, , , , , Street Maintenance 69, , , , , Catch Basin Cleaning 21, , , , , Street Sweeping 1, , , , , Drain Maint 20, , , , , Repair Private Ways 2, , , , , Other Engineering 4, , , , , Rentals and Leases 2, , , , , Wireless Phones 6, , , , , Vehicle Fuel Exp 44, , , , , Prop Svc - Signs 8, , , , , Other Expenses 19, , , , , Engineering Supplies 1, , , , , Person Protect Gear 10, , , , , In State Travel Dues & Membership GPS Administration , , Replacement Equip 4, , , , , Subtotal 660, , , , , Total Highway 1,296, ,362, ,393, ,398, ,358, Snow & Ice 379, , , , ,

147 Department of Public Works Section 6-12 Grounds Maintenance FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Director 11, , , , , Asst Director Operations 5, , , , , Engineering 4, , , , , Clerical 2, , , , , Staff Labor 227, , , , , Tree Warden , , , Labor Temp/Seasonal 37, , , , , Overtime 17, , , , , Subtotal 307, , , , , Expenses Energy - Heating Oil 16, , , , , Utilities 25, , , , , Repairs/Maint- Building 2, , , , , Repairs/Maint - Vehicles 24, , , , , Repairs/Maint - Grounds 25, , , , , Other - Athletic Fields 34, , , , , Rental/Leases , , , , Related Services Forestry 218, , , , , Related Services Planting , , , Pest Control , , , , Employee Training 1, , , , Other -Bliss Courts 8, , , , , Groundskeeping Supplies , , , , Repairs/Maint - Supply 7, , Gasoline & Diesel 21, , , , , Other Expenses 2, , , , , Person Protective Gear 6, , , , , Equip Replacement 1, , , , , Subtotal 400, , , , , Total Grounds Maint. 707, , , , ,

148 Department of Public Works Section 6-13 Building Maintenance FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Director 13, , , , , Engineering 4, , , , , Facilities Director 59, , , , , Staff - Clerical 10, , , , , Staff - Maintenance 192, , , , , Plumber 53, , , , , Electrician 46, , , , , Custodian , , , , Maintenance OT 5, , , , , Snow OT Schools 38, , , , , Subtotal 423, , , , , Town Operating Expense Custodial Contract Svc 91, , , , , Utilities 127, , , , , Repair/Maint Buildings 83, , , , , Building/Equip-Supp 21, , , , , Equipment Replace 9, , , , , Person Protective Gear 6, , , , , Other Expense 2, , , , , Subtotal 342, , , , , Library Operating Expense Repairs & Maint Bld 9, , , , , Elevator Service Agree 3, , , , , Supplies Custodial 1, , , , Subtotal 14, , , , ,

149 School Operating Expense Equipment Maint 1, , , , Svc Agree- All Schools 112, , , , , Maintenance Supplies 9, , , , , Repairs & Renovations 26, , , , , Maint Building Admin , , , , Maint Building BBH 21, , , , , Maint Building Center 39, , , , , Maint BldWolf Swamp 32, , , , , Maint Bld Glenbrook 20, , , , , Maint Bld Williams 13, , , , , Maint Building LHS 94, , , , , AHERA , , , , Gas/Diesel 10, , , , , Vehicle Repair 9, , , , , Training , , Environmental Safety , , , Subtotal 393, , , , , Total Building Maintenance 1,173, ,238, ,276, ,294, ,296,

150 Budget Summaries Section 7 150

151 Parks & Recreation Section 7-1 Parks & Recreation Mission Statement The Longmeadow Parks and Recreation Department, operating under the advisement of the Board of Park Commissioners, is dedicated to developing and implementing safe, fun and affordable programs, activities and services for the public to enjoy. Through affordable, comprehensive and exceptional experiences, we build a sense of community, enrich people s lives and contribute to total development of the individual, family, and the Longmeadow community. The Parks and Recreation Department is supported by the Town s general fund for administrative salaries and public building expenses. The recreation revolving fund is used to fund all direct program expenses including daycare salaries. We strive to meet the needs of our customers and residents and the needs of the Town of Longmeadow through activities and parks that are representative of the best practices of our profession. In FY 2016, $33, was added to the General Fund through building rental fees and Passport Acceptance fees collected through the Parks and Recreation Department. This revenue is a 10% increase from FY

152 Parks & Recreation Section 7-2 Parks & Recreation Department Organizational Chart Town Manager Park Board Director (1.00 FTE) Admin. Assistant (1.00 FTE) Assistant Director (1.00 FTE) Dance Staff Office Clerk (0.75 FTE) Day Care Director (1.00 FTE) School Age Director (1.00 FTE) Seasonal Aquatic Staff Teachers (8.52 FTE) School Age/Seasonal Seasonal Day Camp Staff 152

153 Parks & Recreation Section 7-3 Parks & Recreation Initiatives and Accomplishments FY 2016 Accomplishments (Revolving Fund) Reduced registration transaction fees by 4.75% by implementing changes in office procedures. Eliminated the direct mail of seasonal brochures and increasing paperless communications; decreased the number of printed seasonal brochures from 10,000 to 8,500 copies. Reduced admin expenses by 12% by implementing changes in office procedures. Reached 127 (up 16%) school age participants in extended day programs Reduced daycare expenses by 22% Increased daycare enrollment by 16% 153

154 FY 2017 Accomplishments / Goals (Revolving Fund) Reformat the Department program brochure Continue and social networking campaign which have been found to generate 5-10 additional online program registrations per week over the norm Realize 20% increase in social media participation by residents Increase programming by 12% Increase fundraising by 10% Reduce tennis expenses by outsourcing summer program to vendor Increase school age program participation by 12 children Increase daycare enrollment by 5 children Further reduce aquatic expenses by 4 % Increase daycare revenue by 6% FY 2018 Goals (Revolving Fund) To continue to increase the number of recreational activities and programming available to the residents of Longmeadow as well as encourage the development of updated and new facilities based on the desires and input of our community as well as current trends. 154

155 Reduce registration transaction fees by 12% Reduce admin expenses by 5% through reduced printing Increase school age program participation by 5 children Increase teen programming revenue by 12% by adding new programs Increase cultural revenue by 9% by adding new trips and evaluating existing trips Fill all open daycare teaching positions to match enrollment 155

156 Significant Changes Included in the FY 2018 Budget None at this time 156

157 157

158 Parks & Recreation Section 7-4 Parks & Recreations Programs and Services Winter Programs Spring Programs Summer Programs Fall Programs Day Care Extended Day Radio City Bus trip Fantasy Dance and Gymnastics Program Dance Classes Father/Daughter Valentine's Day Ball Red Cross Swim lessons Indoor Soccer Program Gymnastics Musical Notes Karate New Parent's Support Group Let's Gogh Art World Music Drum and Song Zumba Tai Chi Babysitter Training Teen Center Yoga Men's Basketball Co-ed Volleyball Senior Volleyball Drama Program Newcomers club Over 60 Club Community Tag Sale Spring Baseball Clinic Men's Softball Extended Day Day Care Pancake Breakfast Musical Notes Karate New Mom's Support group Dance Spring Tennis Lessons Girls Lacrosse Clinic Boys Lacrosse Clinic Youth Track Let's Gogh Art World Music Drum and Song Teen Center Golf Instruction for adults Karate Running Club Tai Chi Basics of Photography Men's Basketball Co-ed Volleyball Men's Volleyball Senior Volleyball Soccer Clinics Ultimate Fairytale Adventure Newcomers club Over 60 club New Mom's Support Group Tai Chi Swim Lessons Open Swim Day Camps: 5 combinations Baseball Camp Basketball Camp Soccer Camps Extended Camp Summer Cool Theater Camp Boys Lacrosse Camp Cheerleading Camps Field Hockey Camp Gymnastics Camp Girls Lacrosse Clinics and Camps Tennis Camp Tennis Lessons Volleyball Camp Wing T Football Camp U. S. Sports Institue Offerings Skyhawks Offerings Just Dance! Workshops Let's Gogh Art Pre-engineering Lego Programs Golf Lessons Running Club Adult Volleyball Day Care Cheerleading Extended Day Day Care Dance Zumba Gymnastics Musical Notes Over 60 Karate TaiChi New Mom's Group Running Club Ensemble 7:45 Let's Gogh Art Drama Program World Music Drumming Community Tag Sale Volleyball Clinic Teen Center Digital Photography Men's Basketball Co-Ed Volleyball Men's Volleyball Senior Adult Volleyball Newcomers Club 158

159 Parks & Recreation Section 7-5 Parks & Recreation Personnel Summary FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Position FTE FTE FTE FTE FTE Parks & Recreation Director Asst. Parks & Rec. Director Recreation Coordinator Administrative Assistant Office Clerk Day Care Director Teachers School Director Kindergarten Coordinator Total Full-time Equivalent

160 Parks & Recreation Section 7-6 Park & Recreation FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Expended Expended Budget Requested Recommended Personnel Director 84, , , , , Asst. Director 58, , , , , Day Care 262, , , , , Staff - Clerical 49, , , , , Subtotal 454, , , , , Expense Rec Facil-Comm House 7, , , , , Landscaping 1, , , , Professional 2, , , , , Other Expenses 4, , , , , Subtotal Expenses 16, , , , , Total Park & Recreation 470, , , , ,

161 Library Section 7-7 Library Departmental Mission Statement The mission of the Richard Salter Storrs Library is to enrich the quality of life for Longmeadow residents by supporting the development of independent, self-confident, and literate citizens through access to cultural, intellectual, and informational resources. Richard Salter Storrs Library, 693 Longmeadow St., Longmeadow, MA Library website: 161

162 Library Section 7-8 Town Manager Board Director 1.0 FTE Admin.50 FTE Adult Services Director.91 FTE Youth Services Director.91 FTE Cataloging Assistant.75 FTE Circulation Manager.97 FTE Prof Librarian.91 FTE Prof Librarian.91 FTE Library Assistants 2.16 FTE Library Pages.45 FTE Volunteers Library Assistants.86 FTE Substitutes and Volunteers Library Technicians 1.4 FTE Library Pages.45 FTE Library Hours Monday 10:00-8:00 p.m. Tuesday 10:00-8:00 p.m. Wednesday 10:00-8:00 p.m. Thursday 10:00-5:00 p.m. Friday 10:00-5:00 p.m. Saturday 10:00-4:00 p.m. 162

163 Library Section 7-9 Library Initiatives and Accomplishments Library Department FY2016 Accomplishments Professional development opportunities for library staff included technology training, supervisory training, customer service training, and collection development and oversight training. Circulation trends were calculated using C/W MARS reports. These reports informed collection development of library materials both physical and electronic, and library collections were adjusted and enhanced as a result of this analysis. Gift funds were used to purchase a book bike trailer for the Library. This service will allow the library to be more visible in the community and bring library materials and services to community events. The book bike trailer was completed at the end of the fiscal year and will go into service early in FY2017. Outreach services were established with both Glenmeadow and Emerson Manor, as well as to homebound residents through the Books2Go program. Library staff brought library instruction and services to these locations, and volunteers delivered books to homebound residents on a monthly basis. As a result of these outreach programs, many Longmeadow residents now have access to library materials who did not previously due to their inability to get to the library. Library staff instituted a Tech Tuesdays drop in session on a weekly basis to assist local residents with electronic library resources and give instruction on using electronic devices to access library materials. Staff created an additional small meeting room space by rearranging shelving in one of the 2 nd floor non-fiction areas. This space provides much needed room for small groups, tutors, and library programs, alleviating the burden on our main meeting room space. The Library instituted several new programs that are instruction oriented such as knitting and crochet classes, fiber arts groups, Ukulele lessons, and a Cookbook club. This type of program is on-trend with library services across the country and well received in our community. Library Department FY2017 Goals and Initiatives 1. Enhance library visibility with various population groups by setting up social media platforms for testing. Groups of interest would be teens or students, young adults, parents, middle-aged adults, and senior citizens. Current research shows that different social media platforms are used by each group. 2. Increase community-at-large awareness of library services and programs through advertising and marketing to be developed with the Board. 3. Develop a new logo for instant recognition and marketing. 4. Increase streaming and online resources for patron use by designating an additional 20% of materials line budget to these electronic resources. 5. Pursue collaborative programming and services with the schools, historical society, Council on Aging, and other town departments by: o Researching joint grant opportunities with a local history, educational, or population based focus. 163

164 o Creating a task force with staff members from town institutions to plan at least one joint program to benefit the community 6. Poll the community about the current library hours and consider opening the library more or different hours a week to accommodate community input and needs. The survey will be done in the spring of FY2016 and analyzed for best results. Results could be implemented as early as July 1, Library Department FY2018 Goals and Initiatives 1. Assess circulation and reference desk staffing needs and workflow in order to optimize staff resources and enhance public services. Work to remove barriers between the public and staff as well as between resources and the public. Establish a one-stop point of service for patrons. 2. Deploy book bike to attend town-wide functions as a library presence at these events in order to increase visibility of the library within the community and move library resources outside of the library building. 3. Assess assistive devices for use in the library in order to enhance use of library technology for all patrons. Assistive technology to be considered for implementation should be: screen magnification software, adaptive mouse/joystick, adaptive keyboards, speech recognition software, assistive listening devices, scanning systems and software. 4. Optimize the library s website for mobile use in order to make it more user friendly on patron devices. 5. Promote more use of online databases and streaming media options for patrons by showing short demos of these resources at the beginning of regularly scheduled programs. 6. Actively seek grant opportunities through the Library Services and Technology Act program, as well as through local cultural council, in order to implement and sustain programming for all populations in our community. 7. Identify underserved segments of the community and explore outreach services to meet these particular needs. 8. Library staff will seek opportunities to collaborate with the school district to develop combined programs that support and enhance learning resources for students in all grades as well as adult learners. 164

165 Library Section 7-10 Significant Budget Changes or Initiatives The proposed FY2018 budget allows for step increases for current staffing levels. Library FTE levels remain at the same level as they have for the past several years. The operating budget is in keeping with the current level of services and operations with minor adjustments to accommodate inflation and cost increases to the Library Network membership. The total budget increase from FY2017 to FY2018 is 2.37%. 165

166 Library Section 7-11 Massachusetts Public Library Certification Requirements Massachusetts General Law (M.G.L., c.78, s.19a), states that a municipality must appropriate a figure of at least the average of the last 3 years' municipal appropriations to the library for operations, increased by 2.5%, in order to be certified for State Aid to Public Libraries. Key Program Benefits Participation in the program allows the municipality and its library to receive local aid to be used by the library (without appropriation) to promote and enhance library services. FY2017 state aid to public libraries is projected to be $18, This funding pays for copier and fax services, online databases, and library materials. Reciprocal Services participation guarantees that residents of a certified municipality be able to borrow materials from any other certified library in Massachusetts, either in person, or through interlibrary loan to the library in their municipality. (FY2016 cost benefit for Longmeadow with 19,663 items requested through the network = $20.00/book average) Access to electronic and digital materials such as ebooks, audiobooks and digital movies (FY2016 collection of 60,000 $10.00 each = cost benefit of $600,000.00) Access to research databases provided at the state level (FY2016 cost benefit for statewide databases in access of $100,000.) 166

167 Library Section 7-12 Library Department Programs and Services Adult Services & Programs Membership in resource sharing network C/W MARS Reference Services & Programs Interlibrary Loan services Youth Services & Programs Early Literacy educational programming Author and Book Discussion Programs Continuing Ed & Life-Long Learning workshops Film Series Material selection and collection development Volunteer programs and organization Research and Homework assistance Computer and technology use and assistance Copier/fax/printing services and assistance Online database selection and assistance Assistance with online Government forms and job applications Community resource connection After school & Vacation week activities and programming STEAM related Maker programming Copier, copier and new technology use and assistance Material selection and collection development Cataloging of new materials Local history and Genealogy Cataloging of new materials Processing materials for circulation Circulation of materials, including print, electronic, IPads and Ebooks Interlibrary Loan services Outreach services to homebound Library website and electronic newsletter Technology training for electronic devices, i.e. E-books, Tablets Meeting rooms for use by the public Volunteer programs and organization State-Wide Summer Reading Program Intergenerational Programming School visits and orientation Municipal funding provides for professionally trained staff, high quality resources, a portion of materials and services, building maintenance and operating costs. Special donations, gifts and grants make programming possible for all ages at the library. Aside from personnel costs, no money from the municipal budget is designated for funding programs. The Library 167

168 Board of Directors, the Friends of the library and many generous individuals within our community provide the funding for the high quality programming and materials that our patrons have come to enjoy. 168

169 Library Section 7-13 Library Personnel Summary FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Position FTE FTE FTE FTE FTE Director Professional Librarian Adult Services Director Reference & Information Youth Services Director Circulation Library Technician Administrative Assistant Library Assistant Library Pages Total Full-time Equivalent

170 Library Section 7-14 Library Department FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Library Director 71, , , , , Librarian Salary 455, , , , , Subtotal 526, , , , , Expense Electricity Expenses 33, , , , , Natural Gas Expense 11, , , , , Util - Water/Sewer 1, , , , , Network Membership 10, , , , , Advertising Expenses Telephone Expenses 2, , , , , Postage Expense Office Supplies 6, , , , , Books & Periodicals 55, , , , , Technology & Equipment , , , Library Other Expenses 1, , , , Subtotal 121, , , , , Total Library 647, , , , , Total Cultural Council

171 Council on Aging Section 7-15 Council on Aging Mission Statement The Longmeadow Adult Center is a community based center in Longmeadow which affirms the dignity and potential of older people. The Center fosters respect, independence, and personal growth for each individual. As a community resource, it provides access to supportive services and programs. Residents are encouraged to make their voices heard and to contribute to the Center and their community. 171

172 Council on Aging Section 7-16 Council on Aging Organizational Chart Town Manager Friends of Longmeadow's Older Citizen's Association (FOLOCA) COA Board Council on Aging Director (0.88 FTE) Outreach Coordinator (0.72 FTE) Program Coordinator (0.37 FTE) Clerical Staff (0.78 FTE) Head Cook* (0.80 FTE) Assistant Cooks* (0.69FTE) *Head cook and Assistant cooks are not funded by the General Fund 172

173 Council on Aging Section 7-17 Summary of Statistics Report from 07/01/2015 to 06/30/2016 Category/Program Duplicated Unduplicated Events 27,271 (+6.8%) 1,463 AARP Tax Service Community Education Congregate Meals 9, Cultural Event Drop in 1, Fitness/Exercise 3, Health Screening 1, Information Sharing Legal Services 12 8 Recreational 9, SHINE Counseling Special Events Meals on Wheels 10,691 (+11.5%) 102 (+5.2%) Services 686* 327* Volunteers 2, Trips 454 (+0.22%) 237 Total Individuals Served 42,298 (+9.3%) 1,795 *Method of documentation for services changed, no direct comparison available This year we served 1,795 seniors a total of 42,298 times up from last year s total visits of 38,695. Nutritional Services Our lunch program served and delivered 20,263 meals to seniors through the Meals on Wheels program and congregate program. The Longmeadow Food Pantry has continued to expand its services, and is now open 2 days a week, and has begun to focus its efforts now on community outreach and education. The food pantry has also been using a new database to track the number of people served more accurately by accounting for household breakdowns, as opposed to just center visits. In FY 2016 the Food Pantry provided for 68 individuals, including 14 children under 18, 25 adults ages 18-64, and 29 seniors ages 65+. Senior Volunteer Program The Senior Volunteer Abatement program provided property tax abatement to 13 residents who in turn provided 100 hours of volunteer community service in Longmeadow Town Departments. 173

174 Council on Aging Section 7-18 Council on Aging Programs and Services Health & Fitness Programs Educational Programming Social Services Social & Cultural Programming Chair (Gentle) Exercise Chair Massage* Chair Yoga* Cooking Demos/Healthy Eating Classes* Fitness Corner Hooping for Fitness* Laugh for the Health of It* Line Dancing Mindful Meditation* Musical Expressions* Pickleball Strength Training* Stress Relief Coloring* Table Tennis Tai Chi-Qi Gong* Tap Dance Walking Club* AARP Smart Driver TM Course* Book Club Discussion Groups Games, Clubs, & Socials Bridge Mah Jong Pitch Pinochle Jewelry Appraisels* Language Classes German French Italian Technology Talks* 1-on-1 Computer Coaching Trivia Scrabble Counseling Services Food Pantry Footcare Hearing Screenings Medical Equipment Loan Public Benefits Support Adult Protective Cases Benifits Checkup * Food Stamps/SNAP Medicare/Medicaid Social Security/SSI Farmer's Market Coupons Fuel Assistance/LIHEAP SHINE Program Tax Assistance Transportation Services Wellness Clinic Blood Pressure Reading Blood Sugar Checks Flu Clinics Afternoon Movies Artistry Artist Studio Knitting Journey to Jazz Jewelry Making Craft Class Chinese Watercolor* Cooking Demonstrations Day Trips Entertainment International Trips Informational Seminars Origami Classes* Opera Lecture* Paint Parties* Socials Holiday Parties Themed Parties Theatre Productions 1 An asterisk (*) denotes a New Program in FY 2016 Longmeadow Adult Center - FY 2016 accomplishments: Architects Dietz and Company conducted a cost analysis of a new building vs. a renovation/expansion at Greenwood Center $50,000 was approved at the Fall Town meeting to move the Senior Center Building Project into its next phase. Greater Springfield Senior Services awarded a three year grant to support nutritional services at the COA, total award was $75, Formula Grant funding was increased $1.00 per elder, resulting in $36,729 allocation to Longmeadow Seniors The COA was awarded $125,000 from Community Preservation Committee to administer the home modification program for those in need. 13 Longmeadow residents provided 100 hours of volunteer service to the town for the Senior Tax Abatement Program. The Open Food Pantry at the Adult Center has had its hours permanently expanded to include Fridays from 9 AM 11 AM in addition to its regular Tuesdays from 10 AM 12 PM. 174

175 The COA staff began using a more complete intake process include a full intake packet when visiting with residents during home visits. This new process allows for a more thorough understanding of what strengths and resources an elder has, and also provides a better understanding of where they could use additional resources to continue living independently. FY 2017 Goals To implement a 10% increase in elders served for programs, services and/or resources. To provide training and professional development opportunities for all staff To work with Town, COA Board, FOLOCA and community to secure funding for new or renovated facility to meet the changing needs of the growing senior population with regards to services and programs. To implement new technologies for monitoring food pantry program electronically. To continue to professionalize the volunteer program, providing more structure and understanding of expectations to the volunteers and the patrons of the Adult Center. FY 2017 Accomplishments to date: In October of 2016, 3 of the COA staff were able to attend a 3-day conference to enhance their understanding of the struggles and resources available to seniors in Longmeadow, enhancing their perspective and knowledge regarding this population. (Progress on Goal 2) With the financial assistance of FOLOCA a database for the food pantry has been purchased which will allow for more accurate and efficient tracking and reporting of services rendered. Beginning in January 2017, the Meals on Wheels program underwent a formal expansion from 2 driving routes to 3 driving routes. The end product of which has been to shorten the delivery time, better meet the guidelines provided through our funding source, and increase the number of potential seniors served from 60 to 75 persons per day. FY 2018 Goals To begin using interns as a resource for the COA. Explore opportunities to expand social services and to better reach those in need to include meeting with school administrations, faith-based organizations, community partners. To have accurate and updated information on every person who is actively receiving services from the Adult Center logged into the database. 175

176 Council on Aging Section 7-19 Council on Aging Personnel Summary FY 2014 FY 2015 FY 2016 FY 2017 FY 2018* Position FTE FTE FTE FTE FTE Director Support Staff Total Full-time Equivalent *In FY 2018 the difference in FTEs are being shifted to grants 176

177 Council on Aging Section 7-20 FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Expended Expended Budget Requested Recommended Council on Aging Personnel Services Director 50, , , , , Administration 72, , , , , Subtotal 123, , , , , Expenses Communication Telephone , , , , Communication Postage Commun - Printing / Mailing Supplies Office , , , Other Expenses COA 2, , , , , Dues & Memberships , , , Vehicle Maintenance & Fuel , Subtotal 4, , , , , Total Council on Aging 137, , , , ,

178 Veterans Services Section 7-21 Veterans Services Mission Statement The Longmeadow Department of Veterans Services advocates on behalf of Longmeadow veterans and their dependents. The department provides information and administration of benefits available through Massachusetts General Law PART I, TITLE XVII, CHAPTER 115 and also assists with obtaining federal benefits available through the Veterans Benefits Administration. 178

179 Veterans Services Section 7-22 Veterans Services Initiatives and Accomplishments FY 2016 Accomplishments *Veterans Services cases are currently holding steady at16. Other cases are in queue for FY *FY2016 Veteran Chapter 115 disbursements were $78, *Veterans Services worked closely with local Veterans Organizations helping file VA claims for Longmeadow Veterans and their dependents. *Veterans Services held the 3rd annual Warrior 5k Run/Walk event on November 7, The event drew in almost 600 runners/walkers and a total of approximately 650 people (participants, supporters, and volunteers). Over $8,000 was raised to distribute between Wounded Warrior Project, HomeWard Vets and Honor Flight New England. *A Veterans Day ceremony was held prior to the Warrior 5K Run/Walk and Colonel Alexander G. Haldopoulos, Operations Group Commander, Barnes ANG Base was the honored speaker. FY 2017 Accomplishments *Veterans Services participated in and assisted in the planning of the 70 th memorial services of the B-17 crash at Mt. Tom and the 50 th Commemorative year of the Vietnam War. The planning committee brought The Wall That Heals to the Big E located in West Springfield where it was view by over 11,000 people. *FY 2017 Veteran Chapter 115 disbursements are currently on track to exceed FY 2016 by 32%. The department expects to disburse over $108,000. This increase in expenditures is a result of additional/enhanced benefits received by a near equal number of veterans from the previous fiscal year 179

180 *Veterans in the town of Longmeadow have received $166,432 in federal veteran benefits during the calendar year of *During FY 2017, 91 disabled veterans applied for property tax abatements in excess of $47,000 *The department also established an online veteran events calendar in order to share events tailored for veterans. *The department is now an approved VA Work-Study site. Veterans utilizing their education benefits may apply to work through the VA Work-Study program and assist the Veterans services department with federal benefits applications and awareness. FY 2018 Goals *Veterans Services will have business hours within the community to provide greater access to those with mobility and/or transportation challenges. There is also a consideration to open after hours in order to assist the working class veteran. *Veterans Services will expand outreach by use of social media and traditional media in order to reach segments of the population that is currently underserved. *Veterans Services will raise awareness of and observe all Veterans holidays with honor and dignity. *Veterans Services will seek out and apply for any grants available that may benefit Longmeadow Veterans and their dependents. *Director of Veterans Services will attend three Massachusetts Department of Veterans Services training conferences per year and pass the certification exam in. Longmeadow Veterans Services Facebook Page 180

181 Veterans Services Section 7-23 Veterans Services Programs and Services and Organizational Chart Veterans' Services Programs and Services Veteran advocacy Supportive Services Emergency Financial and Medical Assistance Case Management Community Outreach VA Claims Support VA Healthcare Support Soldiers Home Assistance Employment Support Veterans Services Organizational Chart Town Manager Director of Veterans Services (0.933 FTE) 181

182 Veterans Services Section 7-24 Veterans Services Personnel Veterans Services Personnel Summary FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Position FTE FTE FTE FTE FTE Director Total Full-time Equivalent

183 Veterans Services Section 7-25 FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Director of Veterans Services 29, , , , , Subtotal 29, , , , , Expenses Other Expenses - Veterans' , , , , Veterans' Benefits 62, , , , , Office Supplies , , Subtotal 63, , , , , Total Veterans Services 92, , , , , FY 2018 Budget Notes: *Veterans Services Payroll Proposed: $42, would allow for an increase of work hours from 30 to 35 and any pay step increase of the Director of Veterans Services along with possible overtime for FY *Veterans Benefits Proposed: Jesus M Pereira, Director of Veterans Services is paying on average $8,500 per month in benefits to Longmeadow Veterans. While the State of Massachusetts reimburses 75%, they are currently 12 to 18 months behind in repayment. *Veterans Services Expenses Proposed: The current expense budget of $2,800 does meet the expense needs of the Veterans Services Department (IE: Three MA Veteran s Services Officer training conferences per year at approximately $ , travel mileage at approximately $600.00, MA VSO and local associations membership dues at $55.00 and an annual DataSpec contract $399. *Office Supplies Proposed: This requested amount would facilitate the need to print material and distribute to 800 plus veterans of the Town of Longmeadow. Materials would include flyers for local events, training sessions and common veteran benefits. This budget request would also include the need to purchase reoccurring items, such as paper and toner etc. *Observance s: These budget items would facilitate the need for a respectful and honorable Memorial Day and Veterans Day observance. This would include the purchase of new Flags for each location used for these observances along with any needs to rent tents or professional audio and video equipment. In other expenses *Postage: The department now operates independently from the Council on Aging and requires its own postage line item. This would include the cost of mailers to our veterans in Longmeadow along with correspondence with the VA Administration and other support organizations. In Office Supplies 183

184 Board of Health Section 7-26 Board of Health Mission Statement The Massachusetts General Laws identify the mission of local boards of health as the preservation, protection, and promotion of the health and safety of the residents of the jurisdiction. To that end, the Longmeadow Board of Health enforces Town by-laws, and state and federal laws and regulations relating to public health and environmental issues that impact public health (mandated services). Local boards of health also have been granted by state statute the jurisdiction to promulgate local regulations relating to public health that are more stringent than state regulations or pertain to local public health issues in the absence of state regulation. Examples of mandated services include surveillance and control of communicable disease and environmental inspectional services (e.g. inspections of licensed food establishments, camps, and pools, inspections related to housing complaints and inspections of septic systems). Although most of the services provided by the Board of Health are mandated, the board does provide limited direct health services (e.g. TB testing, resident and employee immunizations and health screenings) and conducts health education/health promotion programming. The Board has 24/7 responsibilities as an emergency responder under the Town Comprehensive Emergency Management Plan. The Board houses the Town of Longmeadow Unit of the Medical Reserve Corps, a federal registered and funded volunteer group which can provide medical and public health assistance to supplement Town staff in emergency and non-emergency deployments. 184

185 Board of Health Section 7-27 Board of Health Organizational Chart Town Manager Board of Health Board of Health Director (1.0 FTE) Board of Health Clerk (0.33 FTE) Community Health Nurse (0.69 FTE) Medical Reserve Corps (approx. 100 medical/general volunteers) 185

186 Board of Health Section 7-28 Board of Health Initiatives and Accomplishments Board of Health FY 2016 Goals and Objectives 1. Complete Phase 2 and 3 of Community Health Assessment Review and analyze local results of biennial Behavioral Health Survey as compared to state and federal results. If warranted, recommend action steps to address documented deficiencies/problem areas. Plan, perform, and analyze results of Community Member Survey of Unmet Health Needs. Analyze results based on data on health parameters compiled in FY Plan action steps if data warrants 2. Complete enrollment in MassHealth (expanded) Adult Vaccination Program 3. Nursing Services : Plan and execute evaluation of public health nursing services component of Board of Health Service package (Goal not achieved in FY 2015) Board of Health FY 2016 Accomplishments 1. Mass. Health : enrollment for expanded vaccination program completed 2. Nursing services: in process of expanding role with respect to emergency planning, MRC unit management, and public health education (reaching wider demographic range) 3. Community Member Survey: in process of applying for grant to fund the work of a graduate public health student to design and administer the survey under the supervision of the Health Director 4. Performed comparative review of selected Longmeadow health parameters with other communities in Massachusetts with similar demographic profiles (especially age, education, and income) Board of Health FY17 Goals and Objectives 1. Enhancement of coordination of activities with Council on Aging Review of job functions of Community Health Nurse Initiate regular schedule of coordination meetings with COA Director/Social Worker with BOH Director/Community Health Nurse to update on activities, enhance cooperative programming Seek out public health grants that will have target impact on the impact of older residents 2. Enhance the capacity of the Medical Reserve Corps Unit (beyond county goals) Re-identify shelter task force within the Unit and provide shelter training Encourage more members to participate on MA Responds for alternate web-based alternate communication and record storage Post phone communication data on the Longmeadow records on the Town s new emergency communications provider s web-based system 3. Review vaccine inventory and add additional adult vaccinations per CDC recommendations; Explore accounting practices and alternate vendors to collect reimbursements 4. Initiate legal actions (with assistance of Town Counsel) for the appointment by the Housing Court of Receiverships for the restoration of severely distressed properties identified by the Building Commissioner. 186

187 Board of Health FY 2017 Accomplishments 1. Enhancement of Board of Health/Council of Aging (COA) Coordination of Activities: Meeting with COA staff to identify areas of collaboration : increase in dual participation of both departments in addressing needs of at-risk seniors Community Health Nurse has increased integration into COA activities: This involvement with COA patrons has enhanced joint social-health programming of the Greenwood Adult Center 2. Enhancement of the capacity of the Medical Reserve Corps Unit Multiple trainings have been offered through the MRC Hampden County Group; volunteers were invited to participate table-top and functional ( full -scale ) drill of Emergency Distribution Site and Volunteer Reception Center Recruitment ad placed in local newspaper Longmeadow MRC ran multiple communication drills using various modes of communication (i.e. Town listserve. and MA Responds electronic and telephone communication). 3. Immunizations Enhanced oversight of immunization financing to maximize reimbursement and lower costs, where possible Added another vaccine to formulary Added provisions in the Immunization Program Standing Operating Procedures to define personnel responsibilities and protection of the inventory from temperature abuse (prevent financial losses) 4. One property/residence is already in the process of restoration under a court-ordered Receivership; three additional properties are under consideration for referral to Town Counsel for Receivership proceedings. Board of Health FY 2018 Goals and Objectives 1. Conduct trainings for all food service permittees on the newly promulgated revisions of the MA. Food Code 2. Conduct trainings for all camp permittees on the newly promulgated revisions of the MDPH Recreational Camp regulations 3. Promulgate regulations regarding Beekeeping on Residential Property 4. Continue recruitment effort to increase volunteer members of the Longmeadow Medical Reserve Unit; diminution of membership due to the aging or infirmity of older volunteers 5. Formulate Board of Health guidelines (with assistance of Town Counsel) for requests to the Housing Court for appointments of Guardians at Litem to expedite abatement of severe violations of the MA Housing Code. 187

188 Board of Health Section 7-29 Schedule of Board of Health Seasonal Activities Summer Programs Fall Programs Winter Programs Spring Programs Pool Inspections Septic Inspections Camp Inspections West Nile Disease Surveillance Planning Flu Clinics TB Testing of New School Employees Relicensing of Annual BOH Permitees Review of immunization records of students entering schools for compliance to MA School Immunization requirements Septic Inspections Flu Clinics Seasonal communicable disease intervention s (e.g. West Nile) Drug Take-Back Day Tempoary Food Event Licensing' Man First Aid Stations at Town Wounded Warrior School Safety Inspections Flu Surveillance Processing Flu Reimbursements MDPH annual review of BOH Emergency Plans Completion of emergency preparedness grant deliverables Drafting of BOH new local regulations Longmeadow Days Permitting Camps and Pools Septic Inspections Temporary Food Events Drug Take Back Day Rabies Clinic First Aid Training for COA Employees Trainings conducted for MC vounteers Note: Year round activities include investigation of communicable diseases, food and indoor pool inspections, emergency preparedness planning activities and drills, occupational immunizations, TB testing, and other inspectional services and clinical activities. 188

189 We W Board of Health Section 7-31 Flu Clinic & Health Screenings 189

190 Board of Health Section 7-32 Personnel Summary: Full Time Equivalents Board of Health FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Position FTE FTE FTE FTE FTE Director Clerical Community Health Total Full-time Equivalent

191 Board of Health Section 7-33 Board of Health FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Expended Expended Budget Requested Recommended Personnel Services Community Health Nurse 40, , , , , Director 78, , , , , Clerical 13, , , , , Subtotal 131, , , , , Expenses Employee Training Prof & Tech - Inspection Office Supplies Vaccinations Other Expense , , , , Dues & Memberships Subtotal 5, , , , , Total Board of Health 136, , , , ,

192 Budget Summaries Section 8 192

193 Undistributed Expenses Section 8-1 Debt Service Debt Service appropriations provide for payment of principal and interest for both long and short term debt authorized and issued by the Town. The debt service appropriations will appear in the respective fund for which the debt authorization serves (General, Water or Sewer Funds). In the recent past, the Town has chosen to finance some of its authorizations through the issuance of Bond Anticipation Notes (BANs) with annual principal reductions of such upon the rollover of the BAN. This method of financing is financially beneficial when short term interest rates are substantially lower than long term rates and Town is reasonably able to pay off the debt within 10 years without putting an extraordinary burden on the operating budget and the services it provides. The additional benefit of financing debt with the BAN rollovers is that issuance costs are dramatically lower than the costs associated with traditional borrowing. BAN issuance costs may be a few hundred dollars and opposed to tens of thousands of dollars with traditional borrowings. As of February 28, 2017 the Town had outstanding BAN s for three General Fund authorizations totaling $263,900. Two will be completely paid off in FY 2018 a new one added (the recent authorization for a new Fire apparatus). No additional budget dollars will be required to retire to these BANs. Currently there are also one Water Enterprise bond authorization ($144,205 outstanding) and four Sewer Enterprise bond authorizations ($ outstanding) being financed in this manner. Recent legislation within the Governor s Municipal Modernization Act now allows BANs to be used for up to 10 years as opposed to the previous 5 years. The Town will monitor short and long term yield curves to identify best financing options for every bond authorization As you can see from the below chart, the total general fund debt and mainly the debt excluded from the limitation of Proposition 2 ½ remains relatively constant through FY Of the $3,794,647 FY 2018 excluded debt service; $3,107,416 ($3,125,950 in FY 2017) is related to the Longmeadow High School project. Other FY 2018 excluded debt includes financing for Blueberry Hill and Wolf Swamp Schools, $599,431, and the drainage project at Ely Way and Englewood Rd, $87,800. 6,000,000 5,000,000 Annual Debt Service by Fund 4,000,000 3,000,000 2,000,000 1,000,000 All other* Sewer Fund Water Fund Total General Fund 0 193

194 Undistributed Expenses Section

195 Undistributed Expenses Section 8-3 Statutory Debt Limit the aggregate level of our outstanding debt is limited by the provisions of Massachusetts General Law Chapter 44 Section 10. The debt limit is calculated at 5% of the Town s Equalized Valuation (EQV). The EQV is determined by the State Department of Revenue every two years. Longmeadow s EQV ( last available EQV) $2,077,458,300 Debt Limit (5% of EQV) $ 103,872,915 Longmeadow s Debt applicable to the Debt Limit $ 4,787,554 It is noteworthy to mention that the bond authorization for Longmeadow High School is outside the debt limitations as per the provisions of the statutes associated with the Massachusetts School Building Authority. Bond Rating In order to comply with complex tax regulations, secure access to the municipal bond market and assure competition for the lowest interest rates possible, the Town utilizes the services of a Financial Advisor, Bond Counsel and a private credit rating agency when issuing longer term bonds. The Town currently utilizes Moody s as its private credit rating agency. The Town s latest credit rating, Aa2 was received in March of Moody s provided its Annual Comment on Longmeadow in October of The rating is 3 rd from the highest on Moody s scale of 13 possible ratings. Moody s March 2015 rating and its annual Comment on Longmeadow can both be found on the Finance Department s page within the Town s website at Debt Policy The Select Board approved a Debt Management Policy for the Town February 17, Its main features include; an annual General Fund debt service amount that is no more than 12% of the General Fund operating expenditures (for FY 2018 the percent is 6.88%) and a floor of 3% of operating expenditures. Should the actual debt fall below the floor the difference will be appropriated to the Capital Stabilization Fund; a goal of aggressive amortization schedules and a ceiling on Proposition 2 ½ debt and the management of such when built into the tax rate. The policy can be seen in Appendix B. 195

196 Undistributed Expenses Section 8-4 Debt Service FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Expenses Interest on Long Term Debt 1,845, ,755, ,090, ,161, ,161, Retirement of Long Term Debt 1,782, ,000, ,704, ,632, ,632, Retirement of Short Term Debt 446, , , , , Interest on Short Term Debt 9, , , , , Other Borrowing Costs 1, , , , , Subtotal 4,084, ,952, ,022, ,087, ,086, ,086, Total Debt Service 4,084, ,022, ,087, ,086, ,086,

197 Undistributed Expenses Section 8-5 Employee Benefits Overview: The Town appropriates for certain General Fund indirect costs in the aggregate as opposed to distributing the appropriations within each General Fund departmental budget. The indirect costs include Employee / Retiree Benefits, Liability Insurances and Debt Service. It is within the Town s policies to recoup indirect costs where services are provided through user fees. Examples of such include Water and Sewer operations, Day Care and Ambulance services. The Town also incurs other costs that are not appropriated for at Town Meeting but are still necessary when accounting for the overall budget of the Town. These non-appropriated costs include State Assessments, Allowances for Abatements and Exemptions and Cherry Sheet Offsets. Each of these is further described in the latter part of this section. Employee / Retiree Benefits: The Town provides Employee / Retiree benefits that are either or both statutorily or contractually obligated to provide. These benefits are to protect the health and income of employees and retirees not only through their career with the Town but also through their retirement years. Specifically these benefits include health and life insurance, retirement, FICA / Medicare tax, and unemployment protection. Health Insurance As provided in Chapter 32B, which the Town elected to accept in March, 1967, permanent employees working in excess of twenty hours per week are eligible to participate in the Town s group health insurance coverage. The Town purchases its group health insurance through a group purchasing agreement with the Towns of East Longmeadow, Hampden and Wilbraham along with the Hampden Wilbraham Regional School District and the Lower Pioneer Valley Educational Collaborative. This group is known as the Scantic Valley Regional Health Trust. The Town currently offers both individual and family options in the following health plans: BC/BS Blue Care Elect Preferred PPO, BC/BS Network Blue NE HMO, Health New England HMO and Tufts HMO. Former employees (retires), if drawing a retirement benefits through the Town are also eligible for the Town s group coverage (March 11, 1969 vote). Retirees, eligible for Medicare, may only participate in the Town s lower costing Medicare supplemented plans as a result of the Town s acceptance of MGL CH 32B Sec 18 in April, Retirees not eligible for Medicare benefits remain on the active plans mentioned above. Medicare eligible retirees have the following plans available to them: Health New England Medicare Advantage or Medplus, BC/BS Managed Blue for Seniors or Medex 2 with Blue Medicare Rx and Tufts Medicare Preferred or Medicare Preferred with PDP Plus. Financing changes made to prescription drug coverage for Medicare plans had drastically reduced premiums costs as of January 1, The Town contributes 50.0% toward retiree and PPO plans, 68.5% towards employee individual HMO plans and 61.4% towards employee family HMO plans. The remaining contributions come from employee / retiree deductions. 197

198 As of February 1, 2017 enrollments were 425 in active plans and another 352 in retiree plans. Life Insurance - The Town provides group life insurance to eligible employees and retirees. The Town participates equally in the first $2,000 of life insurance and the employee / retiree has the option to purchase additional coverage at 100% of the cost. As of February 1, 2017 there were 367 employees / retirees participating in the Town s group life insurance. Federal Insurance Contributions Act (FICA) Tax FICA taxes are taxes imposed by the Federal Government on both employees and employers. It is broken down into two sections, Social Security and Medicare Taxes. The Town has relatively few employees participating in the Federal Social Security program and conversely only a few not participating in the Medicare program. Social Security is a retirement program, however most employees are exempt as a result their participation in the Hampden County Regional Retirement System or the Massachusetts Teachers Retirement System. Employees not eligible for one of the retirement systems (those working less than 20 hours per week and temporary employees) contribute to a qualified retirement plan known as OBRA. As a result of Federal legislation, all local government employees hired after March 31, 1986 participate in the Federal Medicare program. Medicare taxes are paid at a rate of 1.45% of wages subject to the tax and the Town matches the employee s contribution. Unemployment Insurance - The Town does not pay unemployment taxes but instead is on a pay-as-yougo system with the State Division of Unemployment Assistance (DUA). Unemployment benefits, paid by DUA on behalf of the Town are fully reimbursed to the DUA by the Town. Benefit levels paid by the Town mirror those paid by private employers. Benefits currently run up to 30 weeks with the possibility of additional weeks based upon federal legislation in place at certain times. Benefit amounts are based upon the former employee s prior earnings from all sources and can go up to $742 per week with an addition $25 per week per dependent. Contributory Retirement The Town s retirement benefits are governed by Massachusetts General Law Chapter 32 which governs 106 individual public retirement systems for public employees in Massachusetts. The law establishes the benefits, contribution requirements and accounting and fund structures. The administration of the Town s retirement benefits is done by the Hampden County Regional Retirement Board (HCRRB). The Public Employee Retirement Administration Commission (PERAC) oversees all the individual public employee retirement systems within the State. The Town s annual assessment is based upon a budget set by the HCRRB. The main components of the assessment include: the estimated amount of pension/retirement funds to be paid out, administrative expenses and an actuarial determined amount to offset any unfunded pension liability of the system. 198

199 These expenditures are offset by employee contributions and estimated investment earnings. The remaining amount of revenue needed is assessed to the participants in the system (Longmeadow and others) based upon the payroll wages subject to retirement of the participants. By virtue of the HCRRB extending its funding schedule to address the groups unfunded pension liability, the overall increase in the HCRRB budget is limited to 8%. Individual assessments to the groups participants can vary and that is the case with Longmeadow s FY 2018 contributory retirement assessment of 3,356,221 across all funds. An increase of 6.39% over FY 2017 s. As of December 31, 2015, the Town s share of the HCRRB s unfunded pension liability is estimated at $41,969,602, or % of the system s total unfunded liability of $312,385,185. Contributions towards funding the liability are built into the HCRRB s assessment to the Town. Based upon the HCRRB s actuarial study the liability is expected to be fully funded by the year Teachers are not a part of the HCRRB but instead are covered by the Massachusetts Teachers Retirement System (MTRS) which is also governed by Massachusetts General Law Chapter 32. The Town does not pay an assessment for the Teacher retirement costs, the State pays the assessment. This on behalf payment in 2015 was $3,310,482. Other revenues of the MTRS would include employee contributions and investment earnings similar to the HCRRB. As of January 1, 2015 the State s Town s share of the Massachusetts Teachers Retirement unfunded pension liability associated with Longmeadow was $66, Other Post- Employment Benefits - Retirees of the Town have the benefit of participating in the Town s group health and life insurance. The Town contributes 50% of the cost of the health insurance and 50% up to $2,000 of life insurance. Current employees are accruing time towards their retirement and thus are accruing the benefit of the health insurance (the major cost component) once in their retirement status i.e. Other Post-Employment Benefits (OPEB). Every two years the Town is required by the Governmental Accounting Standards Board to have an actuarial study to determine the Town s unfunded liability and proper funding requirements to address the liability. The last study estimated the Town s June 30, 2017unfunded OPEB liability at $334,956,552. It also estimated that the annual contribution towards the unfunded liability is $3.43 million. The Town is currently budgeting just over a $1.17 million for retiree benefits with another $380,000 towards the accrued liability. The $380,000 reflects 050% of the estimated FY 2018 Property Tax revenues per the Select Board s FY 2016 revised policy on OPEB funding. The FY 2017 amount was $367,321. Additional contributions will be made periodically outside of the budget process when the Town s Free Cash is ample. Such was the case at the November 2014 Special Town Meeting when another $254,566 was voted to be transferred in the OPEB Trust Fund created under Massachusetts General Law Chapter 32B section 20. As of February 28, 2017 the balance in the trust fund was just over $1.53 million. Liability Insurance: The Town carries Automobile (100 vehicles), General Liability $1.0 million), Excess Liability (Umbrella) ($5.0 million), Property ($196 million insured), Special Property (78 items), Law Enforcement Liability ($1.0 million), Public Official Liability ($1.0 million), School Board Liability ($1.0 million) and Workers Compensation ($31.4 million in wages) Insurances the through the 199

200 Massachusetts Interlocal Insurance Agency (MIIA). Additionally, Underground Storage Tank and Police and Fire Injury-on-Duty insurance is purchased through 3 rd party carriers. The Police and Fire Injury on Duty insurance is purchased because Police and Fire personnel are not covered under the traditional Workers Compensation insurances. The Town of Longmeadow has been a MIIA member since the early 1990 s. Annually MIIA provides the Town with credits towards our insurance costs in the form of participation credits ($59,195 in FY 2017 up from $34,195 in FY 2016) and MIIA Rewards ($28,628 in FY 2017, up from $17,787 in FY 2016). MIIA rewards are the result of the Town taking pro-active measures in minimizing risk to both the Town and its residents. Longmeadow is one of the leading Western Massachusetts communities in dollars earned under the rewards Program. In January, 2014 the Town was recently awarded an Excellence in Loss Control award for its efforts in minimizing loss exposure in the area of sewer operations by taking pro-active measures to dramatically reducing back-up claims and improving loss experience. 200

201 Undistributed Expenses Section 8-6 Benefits & Insurance FY 2015 FY 2016 FY 2017 FY 2018 FY2018 Actual Actual Budget Requested Recommended Expenses Health Insurance 2,775, ,814, ,057, ,286, ,210, Health Insurance 968, ,006, ,131, ,216, ,174, Contrib Retire 2,458, ,797, ,845, ,030, ,030, Life Insurance 2, , , , , Life Insurance-Ret. 2, , , , , Medicare 458, , , , , Unemployment 52, , , , , Liability Insurance 395, , , , , OPEB Liability 115, , , , , OPEB Study , , , Subtotal 7,230, ,926, ,481, ,054, ,936, Total Benefits & Insurance 7,230, ,926, ,481, ,054, ,936,

202 Undistributed Expenses Section 8-7 Non-Appropriated Expenses The town must account for expenses which do not require votes for appropriations. This category of mandated expenditures and assessments are automatically added to the tax rate without appropriation. Such costs include various state assessments for services such as; charter schools, county services, and prior year budget overdrafts in snow and ice removal, court judgments, and an amount estimated for tax abatements and exemptions or the overlay. State Assessments FY 2015 FY 2016 FY 2017 FY 2018 Actual Actual Budget Proposed State & County Assessments RMV Non-Renewal Surcharge 4, , , , Other State Assessments Air Pollution Control Districts 8, , , , Regional Transit Authorities 59, , , , School Choice Sending Tuition 13, , , , Charter School Sending Tuition 105, , , , Special Education 11, Subtotal 203, , , , Total 203, , , ,

203 Undistributed Expenses Section 8-8 Reserve for Abatements The Reserve or Allowance for Abatements and Exemptions or Overlay is an account to fund anticipated property tax abatements, exemptions and uncollected taxes in that year. The overlay account does not need to be funded by the normal appropriation process, but rather is raised on the tax rate recapitulation sheet and the amount approved by the Department of Revenue. The Governor s Municipal Modernization Act, which took effect in November 2016 now allows one single account as opposed to the previous account for each specified fiscal year. The ability to now group all fiscal years together allowed the Town to set aside approximately $50,000 less in FY 2018 because of various surpluses in prior years. The Board of Assessors process a variety of statutory exemption applications for elderly, veteran and blind. If approved, the exemptions are funded by the Reserve for Abatements and Exemptions. Additionally, taxpayers may file for an abatement of their property taxes. If approved the Abatements are funded from the Reserve for Abatements and Exemptions. Cherry Sheet Offset Items Cherry Sheet Offset items are local aid that may be spent without appropriation in the budget, but must be spent for specific municipal and/or regional school district programs. FY2017 FY2018 School Choice $328,156 $310,220 Public Libraries $18,955 $19,

204 Budget Summaries Section 9 204

205 Recycling Enterprise Funds Section 9-1 Sanitation and Recycling Enterprise Fund Statement In 2005 the Town began a modified fee-based solid waste program commonly referred to as Pay-As- You-Throw (PAYT) for curbside collection of waste. Longmeadow allows residents to place one standard refuse can (40 pounds) and an unlimited amount of recyclables on the curb weekly. The modified PAYT program is overseen by the DPW and the Recycling Committee and requires residents to use Town of Longmeadow designated trash bags for waste in excess of the one trash can in order to have trash and recyclable materials collected at the curbside by the Town s contractor. The PAYT program is operated as an enterprise fund intended to generate fee revenue to cover curbside solid waste and recycling collection and disposal costs. Supplemental funding for curbside waste is provided within the tax base. An enterprise fund, authorized by MGL Ch F½, is a separate accounting and financial reporting mechanism for municipal services for which a fee is charged in exchange for goods or services. It 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 the option to recover total service costs through user fees. Enterprise accounting also enables communities to reserve as unrestricted the "surplus" or net assets generated by the operation of the enterprise rather than closing it out to the General Fund at year-end. Services that may be treated as enterprises include, but are not limited to, solid waste, water and sewer services. Future expenses for Sanitation and Recycling will include the final closure of three solid waste disposal sites; the former Municipal Solid Waste landfill on Tina Lane, the former wood waste disposal site on Tina Lane and a leaf disposal site on Pond side Road to the south of the other two locations. Significant FY2017 Budget Changes or Initiatives The Solid Waste Enterprise Fund does not generate sufficient revenue to cover all of its expenses. The Yard Waste/Recycling Center is self-sufficient but does not support the curbside collection of waste and recyclables. FY2017 revenues (fees collected) are estimated to be $247,872 and the expenses $1,076,325 leaving a projected general fund subsidy of $828,453; which is an increase of $4,457 from FY2016. In FY2016 the Town switched curbside collection vendors from Republic Services to Waste Management (WM). FY2018 is the third year of a five year contract with WM. Per the contract, a 3% increase was added to the Solid Waste Enterprise Fund budget. Through the first half of FY2017, the Recycling Center (RC) revenues have declined slightly. It s believed the decrease is a result of combination of a downed commodities markets resulting in a price reduction for scrap metal and the new roll-off dumpster for rigid plastics (pictured at the end of this document). DPW expects the commodities market for items collected at curbside (paper, cardboard, glass and plastic) will remain flat through FY

206 Through the use of a MassDEP grant, the town was able to purchase a roll-off dumpster to collect rigid plastics. Some examples of rigid plastic include: outdoor plastic lawn furniture, laundry baskets, old rubbish barrels, some kids toys, etc. Any metal, batteries or motors need to be removed before they ll be accepted. Utilizing this dumpster to separate these items has eliminated about a ton (per month) of waste from waste stream (July 2016 December 2016). PAYT Revenues and Overhead Costs: The Town continues to offer bags at the local Big Y, Armata s, Carr Hardware, and the two CVS stores in Longmeadow as well as Rocky s in East Longmeadow The $1.75/bag fee was established to cover costs associated with the program. In addition, various fees at the Recycling Center (including fees for: yearly permit sticker, landscapers day pass, special items, bulky items and other designated waste items) have been instituted to make it self-sufficient. In the past, the Town has received various grants from the Massachusetts Department of Environmental Protection (DEP) for a number of items in support of the recycling program such as: bins, calendars and flyers. The approximate value of these items has varied from approximately $4,000 to $8,000. In addition to grant money, the Town receives $10,000 from Waste Management for Community Service projects. This money is usually used to cover the cost associated with the disposal of materials collected on Hazardous Waste Days. The Town held its annual Household Hazardous Waste day on September 12 th. 67 cars from Longmeadow attended the event and 1,389 gallons of hazardous waste was collected from Longmeadow residents. Longmeadow s cost for this program was $3,290. Actual tonnage for the first 6 months of FY2017 (July December 2016) is 1692 tons (which is a decrease of 14.5% from the same 6 months of FY2016). Full year tonnages estimates for FY 17 are expected to be around 3,400 tons. Projected Tonnage for FY2017: Tonnage for disposal from curbside collection of trash is estimated to be 3,800 tons for FY FY 2016 Accomplishments DPW continues to work with the Recycling Committee to promote waste reduction and recycling through the activities of the Recycling Center and the Swap Shop. DPW held its annual Household Hazardous Waste day on September 12 th. 67 cars from Longmeadow attended the event and 1,389 gallons of hazardous waste was collected from Longmeadow residents. Longmeadow s cost for this program was $3,290. On Earth Day 2015 Town Officials, along with the Recycling Commission, dedicated the new Swap Shop at the DPW s Recycling Center. The Swap Shop was purchased using community service funds which were generously contributed to Longmeadow by its hauler (at the time), Republic Services. 206

207 FY 2017 Accomplishments DPW held its annual Household Hazardous Waste day on September 17 th. 82 cars from Longmeadow attended the event and 1,366 gallons of hazardous waste was collected from Longmeadow residents. Longmeadow s cost for this program was $3,617. Negotiated a new contract for waste disposal. To continue to work with the Recycling Committee to find ways to increase recycling and reduce waste. Purchases a new roll-off dumpster to collect rigid plastic. The container has averaged about a ton of waste a month (July December). Used asphalt millings to overlay the yard waste drop off section of the Recycling Center. Eliminated the use of oversized trash barrels by town residents. FY 2018 Goals To continue to remove hazardous materials from the waste stream by offering a Household Hazardous Waste collection day. To continue to work with the Recycling Committee to find ways to increase recycling and reduce waste. To install a video camera at the Recycling Center in an effort to monitor and record the activities of residents visiting the Recycling Center. To add a credit card reading device at the Recycling Center to offer Town residents another option to pay for items being discarded. 207

208 New Roll-off Dumpster for Rigid Plastics 208

209 Asphalt millings overlaying the yard waste drop-off location at the Recycling Center. 209

210 Recycling Enterprise Funds Section 9-2 Recycling FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services DPW Director 7, , , , , Assistant Director 8, , , , , Engineer 3, , , , , Secretary / Clerical 4, , , , , Recycling Labor Salary 57, , , , , Overtime , , , , Subtotal 81, , , , , Expenses Solid Waste Removal 624, , , , , Prop Service recycling , , , Other Prop Serv Leaf 26, , , , , Disposal Fees 217, , , , , Recycling Expense 64, , , , , Subtotal 933, , , , ,010, Total Recycling 1,015, ,063, ,055, ,137, ,141,

211 Water & Sewer Enterprise Funds Section 9-3 The Water and Sewer Divisions operate, maintain and develop the Town s public water and sewer systems and related facilities. The Water and Sewer Divisions are operated as enterprise funds. Briefly, an enterprise fund as authorized under MGL Ch F½ is a separate accounting and financial reporting mechanism for municipal services for which a fee is charged in exchange for goods or services. It 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. For purposes of providing a departmental overview, personnel summary and goals/objectives, the Water & Sewer Divisions are included within Department of Public Works (DPW) section of the operating budget. The budgets associated with the Water and Sewer enterprise funds are contained here of this budget document. Water & Sewer Commission In addition to the DPW staff, the Water & Sewer Commission provides advisory oversight to the enterprise funds. The Water & Sewer Commission consists of five members of the Select Board. The Commission is responsible for the development of policies, fees, rules and regulations pertaining to the care, development and management of the Town's water supply and facilities and the Town's sewerage system. The DPW Director serves as the staff liaison to the Water & Sewer Commission. Background on the Longmeadow Water System The drinking water system is comprised of: nearly 100 miles of cast iron, ductile iron, asbestos cement, and plastic pipelines from 4-inch diameter to 16-inch diameter; the distribution system does not include any lead pipes. one booster pump station on Forest Glen Rd that was constructed in the late 1970s a one million gallon steel water storage tank approximately 5,600 water meters approximately 1,086 fire hydrants an unspecified number of water gate valves, corporation valves, and curb stops. The Town s water is purchased from the Springfield Water and Sewer Commission (SWSC) and is fluoridated at the Forest Glen booster pump station before being distributed to the approximately 5,600 customer accounts. Current Condition The water system was evaluated by Tighe & Bond in Overall the report concluded that the distribution system was in good shape but that primarily the distribution infrastructure system will require considerable upgrades over the coming years. It is apparent that more money needs to be allocated for water main replacement and upgrades. Some of these upgrades are required for hydraulic reasons to assure that adequate flow and pressure is available for all parts of the system. Other replacements are needed to remove failing sections of the system. 211

212 FY 2016 Accomplishments Maple Terrace - replaced 420 feet of 8inch DI water main, 1 hydrant and 3 new water services (main to curbstops). Forest Glen Pump Station completed the upgrade of MCC, ultrasonic flow meters, ventilation, security and lighting. Town wide hydrant maintenance program which included: bi-annual flushing, repair, rebuilding and painting. Town wide house service shut-off valve (curb stop) accessibility and maintenance program Completed 262 final meter read for property retail transfers. Completed 75 meter profiles. Repaired or rebuilt 27 fire hydrants Replaced 7 fire hydrants FY 2017 Accomplishments Improved water quality and fire protection on Sunset Lane by replacing an old 4 water main with 8 ductile iron water main. Improved water quality and fire protection on Branch Street by installing a system loop and replacing the water main. Created an Operations and Maintenance Manual for the Forest Glen Pump Station. Implemented a new Hydrant Data Flushing and Maintenance Program which will consist of Flushing maps, I.D. maps and Maintenance Inspection forms. Continued the Hydrant Replacement Program, which replaces hydrants that don t have a 4 Fire Truck pumper connection with ones that do. Perform monthly meter readings (water). The monthly consumption data is useful in setting future water rates. Continued to maintain the high water quality in Town by flushing the system twice a year. Completed the Darling hydrant recall by replacing 20 nozzles. The nozzles were provided by the manufacturer free of charge. Assisted the School Department with their lead and copper testing requirements required by the DEP. FY 2018 Goals To improve the water quality and fire protection on Chandler Avenue by replacing an old 4 water main with 8 ductile iron water main. To improve the water quality and fire protection on Crest Avenue by replacing an old 6 water main with 8 ductile iron water main. To continue the Hydrant Replacement Program. To continue to perform monthly water meter readings. To continue to maintain the high water quality in Town by flushing the system twice a year. 212

213 Sunset Lane Water Main Improvements 213

214 Branch Water Main Improvements 214

215 Water & Sewer Enterprise Funds Section

216 Water & Sewer Enterprise Funds Section 9-5 Water Department FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Director 14, , , , , Asst Director 43, , , , , Engineering 52, , , , , Staff - Labor 175, , , , , Staff-Clerical 21, , , , , Overtime 20, , , , , Overtime - Standby 10, , , , , Subtotal 338, , , , , Expenses Employ/Retiree Benefi 108, , , , , OPEB Liability , , Energy - Electricity 8, , , , , Utilities , , , , Spfld Purch of Water 913, , , , , Repairs/Maint-Bld , , , , Repairs-Vehicles 7, , , , , Services-Meters 7, , , , , Service-Hydrant 21, , , , , Repairs/Maint-Equip 4, , , , , Services-Main Maint 13, , , , , Other Services-Valves 40, , , , Engineering Expense 7, , , , , Tech Services-Town 38, , , , , Water Quality Testing 6, , , , , Telephone Expense , , , Communications 1, , , , , Water Vehicle Fuel 18, , , , , Chemicals 6, , , , , Person Protective Gear 3, , , , , Other Expenses 13, , , , , Liability Insurance 27, , , , , GPS Administration , Reserve , , ,

217 Retire of LT Debt 372, , , , , Interest on Long-Term 86, , , , , Retirement of Short Term Debt , , Interest on Short Term 2, , , Other Borrowing Costs Subtotal Expenses 1,713, ,662, ,988, ,050, ,945, Total Water Department 2,052, ,005, ,368, ,431, ,327,

218 Water & Sewer Enterprise Funds Section 9-6 Background on the Longmeadow Sewer System The Town collects wastewater that is conveyed by gravity in approximately 82 miles of 6-inch through 24-inch diameter vitrified clay, asbestos cement, and plastic pipes. The collection system has approximately 2,100 sewer manholes. The collection system discharges to the Emerson Road pump station. The flow is screened and large debris is ground up by either of two channel grinders at the pump station. The pump station in turn pumps the wastewater through a 24-inch diameter pre-stressed concrete cylinder pipe through the meadows to the Springfield town line where it crosses under the Connecticut River to Agawam. In Agawam, the wastewater combines with Agawam s wastewater in a 36-inch force main to the Bondi Island Water Pollution Control Facility. The Town is jointly responsible for the force main in Agawam. The collection system includes four interceptors that collect the flow from large areas and convey it to the pump station. The town has nine siphon structures which convey flow under streams and roadways that are low points in the system. Existing Condition As is the case with the water system, the system is comprised of old pipes that are of undesirable materials and are in poor condition. Many of the manhole structures are also in poor condition. The clay and asbestos pipe can be brittle and prone to breaks. The clay pipe was laid in short sections and many of the sections have separated and leak. During the 2008 Tighe & Bond evaluation, and subsequently through a contract with a private vendor, the sewer system has been videotaped. These investigations have verified that much of the sewer system is damaged with separated or offset joints, cracks, leaks, and breaks. This not only causes leakage of the sewer into the ground and subsequently into the groundwater and streams, but also allows a significant amount of infiltration into the pipes. The town is paying for treatment of this infiltrated water as it passes to the Bondi Island Treatment Facility. The most critical issue facing the DPW Sewer Division Enterprise Fund continues to be the North Interceptor Force Main, and the replacement of aging lines in the collection system. The North Interceptor was identified in the 2008 Tighe & Bond Sewer System Evaluation as the next large scale project that needs to be completed to replace a main sewer trunk line that is largely inaccessible and prone to overflows in environmentally sensitive areas. The replacement cost is estimated to be $4-5 million dollars. The sewer siphon on Elmwood Avenue was upgraded in FY

219 FY 2016 Accomplishments Hazardville Road from Shaker Road to Maple Road - replaced 1,293 feet of sewer main, 7 manholes and 21 house service connections Knollwood Circle (entire length) - replaced 884 feet of sewer main, 5 manholes and 10 house service connections. Town wide sewer main cleaning and maintenance program 11.5 miles of sewer main ranging from 6 to 10 diameter pipe were cleaned. Televised video inspected 5.3 miles of sewer lines. The Water and Sewer Division worked with Tighe & Bond consulting engineers to complete the Emerson Road Sewer Pump Station Phase III main upgrade project. The project included: installation of new motors, new motor control centers, lighting, a 24 inch force main bypass, a line stop, a replacement generator, and a refurbished pump. The project is expected to be completed in the spring of DPW s Engineering and Water and Sewer Divisions designed and oversaw the construction of the replacement sewer mains on Hazardville Road and Knollwood Circle. FY 2017 Accomplishments Replaced the Elmwood sewer siphon which created an auxiliary means for sewage flow. Compiled data necessary to complete the 10 year report on the sewer system Infiltration and Inflow (I&I) required by DEP. Continued to maintain the sewer system with televised video inspection and regular cleaning with the Jet-Vac truck. The Jet-Vac truck cleaned 15.5 miles of sewer line. Created an Operations and Maintenance Manual for the Emerson Road Pump Station. Perform monthly meter readings as to collect consumption data that will help in setting future sewer rates. Completed the collection of GPS coordinates of sewer manhole locations and update these points on the Town GIS maps. Continued the building improvements of the sewer control building. Removed asbestos floor tiles, eliminated old laboratory, minor electrical upgrades and painting. FY 2018 Goals To reduce the amount of sewer backups by replacing the Elmwood sewer siphon and creating an auxiliary means for sewage flow. To complete the 10 year report on the sewer system Infiltration and Inflow (I&I) required by DEP. Continue to maintain the sewer system with televised video inspection and regular cleaning with the Jet-Vac truck. Identify means and methods to access and maintain sewer siphons including equipment rental/purchase and contracted services. Perform monthly meter readings (sewer). The monthly consumption data is useful in setting future sewer rates. To demolish the abandoned digester building and tanks. To complete the sewer control building improvements. 219

220 Sewer Siphon on Elmwood Avenue 220

221 Water & Sewer Enterprise Funds Section

222 Water & Sewer Enterprise Funds Section 9-8 Sewer Department FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 Actual Actual Budget Requested Recommended Personnel Services Director 14, , , , , Asst Direct 43, , , , , Engineering 64, , , , , Staff - Labor 145, , , , , Staff - Clerical 21, , , , , Overtime 33, , , , , Overtime / Standby 10, , , , , Subtotal 334, , , , , Employee / Retiree Benefits 101, , , , , OPEB Liability , , Energy - Electricity 17, , , , , Energy - Heating Oil 8, , , , , Utilities 1, , , , , Springfield Sewer Tm 495, , , , , Repairs & Maint-Bld 39, , , , , Repairs-Vehicles 11, , , , , Repairs-Equipment 111, , , , , Property-Drain Maint 10, , , , , Property- Main Maint 45, , , , , Engineering Expense 12, , , , , Professional/Tech 28, , , , , Telephone Expense 1, , , , , Communications , , , , Sewer Vehicle Fuel 22, , , , , Person Protective Gear 3, , , , , Other Expenses 13, , , , , Liability Insurance 24, , , , , GPS Administration , Reserve , , , Retirement of Long-Term Debt 337, , , , ,

223 Interest on Long-Term Debt 86, , , , , Retirement of Short Term Debt 152, , , , , Interest on Short Term Debt 1, , , , , Other Borrowing Costs (Admin Fee WWPT) 3, , , , , Subtotal 1,535, ,320, ,670, ,602, ,629, Total Sewer Department 1,869, ,593, ,920, ,897, ,925,

224 Budget Summaries Section

225 Capital Planning Section 10-1 Capital Plan The Town of Longmeadow annually commits funding for capital projects. The Longmeadow Select Board revised the funding from the General Fund towards capital projects when it updated its Capital Improvement Policy in October of The policy provides 2.75% of the General Fund operating revenues or approximately $1.675 million towards General Fund capital projects in FY The 2.75% allocation to capital would have been the amount used in FY 2017 but, due to operating budget pressures in the School and Employee / Retiree Benefit budgets, funding of 0.02% or $15,137 was provided above the 2.50% baseline. Capital assets include land, improvements to land, buildings, building improvements, vehicles, machinery, equipment, works of art and historic treasures, infrastructure, construction in progress and other tangible assets that are used in operations and have an initial useful lives extending beyond 5 years and equal to or more than $25,000 in value. Examples of capital projects include water and sewer main replacement, road resurfacing, building upgrades, vehicle purchases, and other improvements to Town assets. These improvements are primarily funded through the following sources: general fund appropriation, bonding, enterprise funds (water and sewer utilities), Community Preservation Act funds, and Chapter 90 funds that the Town receives from the state for road and bridge repairs. The Town has also received grants from both the federal and state government for certain capital projects. The Town annually renews a five year capital plan that guides capital spending. The plan is developed by the Town Manager with the help of the Town departments and presented to the Capital Planning Committee. The Capital Planning Committee reviews the proposed projects and recommends what ones should be funded to the Select Board. Separately, the Community Preservation Act Committee receives requests for funding that sometimes includes capital projects for the Town. The recommendations of both committees are forwarded to the Select Board for review and approval for inclusion on the annual Town Meeting warrant. Town Meeting will have the final say on what capital projects will be funded. For Fiscal Year 2018, 42 project requests with a total cost of $10.26 million were submitted to the Town Manager. The Capital Planning Committee recommended 16 projects to the Select Board; the Community Preservation Act Committee also recommended 8 projects of a capital nature. The Select Board has placed 28 projects on the warrant for Town Meeting with a total cost of $3,422,200 including General Fund, Water, Sewer, Community Preservation, Capital Stabilization and Ch 90 projects. Approval of a lease purchase agreement is also being sought for the replacement of computers. Following is a list of the Capital Projects proposed by the Select Board, a list of the 42 requested projects with their proposed funding sources and lastly a list of the projects requested within the Town s 5-year capital plan totaling over $46 million. Like many communities, Longmeadow must continually update and replace vehicles in its fleet. These vehicle replacements have a positive impact on department operations through newer vehicle safety features, better fuel economy, and reduced maintenance costs. 225

226 In FY 2017, two capital projects have made a positive impact on operations as well. The first is the asphalt reclaimer and hotbox. The combination of the asphalt reclaimer with a hotbox allows for highly abundant, lower costing reclaimed asphalt to be reprocessed and heated for usage as a very reliable patch material. In the past, the Town s cost for hot asphalt ranged from $70 to $199 per ton. With the reclaimer, the Town is able to produce its own patch, whenever it needs it, (as opposed to when the asphalt plants make it available) at a cost of about $30 a ton (this cost doesn t include the capital outlay for the equipment). The Town used an estimated 33 tons of winter asphalt and cold patch during a mild winter saving an estimated $4,000 in hot asphalt purchases. The winter of was much cooler than the previous year and was considered an average year for potholes. This winter, the Town estimated it s produced about 100 tons of pothole patch saving an estimated $10,000. In addition to the asphalt reclaimer, the Town purchased a hotbox. The hotbox is a heavily insulated piece of equipment that maintains the temperature of hot asphalt as it s transported to the potholes. Hot asphalt is significantly more durable than asphalt that has cooled. These pieces of equipment, together, have allow the Town to create pothole patches that last for the entire season as opposed to past years when potholes filled with cold material needed to be refilled several times. Although this did not yield direct savings, the Department was able to provide a higher level of service within the existing operating budget. The improved patching technique also reduced vehicle damage (pot hole claims) to all vehicles passing through the Town. The other project that positively impacted operations was the replacement of the water main on Sunset Lane. The old main was undersized, which can impact fire protection efforts, and had several repairs in recent years. Most significantly, several service connections froze in the winter of requiring the installation of temporary water services. That installation, and daily monitoring, placed increased service demands on the Water and Sewer Department. The main replacement has eliminated those issues and allowed staff to focus time and resources to other water and sewer issues. Looking ahead to FY 2018, several capital projects will also have a positive and quantifiable impact on operations. Specifically, the replacement of boilers in two elementary schools and the Police Department will reduce the near-constant need for monitoring and maintenance as well as dramatically lower energy consumption. Although the replacement boilers are still being designed, the cost to operate new boilers is expected be 30% to 40% less than current costs. The majority of the other capital projects will, when completed, significantly reduce the existing risk of service disruptions in several important operational and safety areas. Of particular note are the upgrades to fire suppression systems at the three elementary schools. Although difficult to quantify in advance, service disruptions are costly to the operating budget and harmful to other areas of need. 226

227 Capital Planning Section 10-2 Seriousness Capital Project Ranking Criteria Impact of funded item on department s ability to carry out its core mission. Have alternatives been considered? Urgency How soon must the need be met? Are there adverse or potentially serious consequences of delay? Growth Will monetary need grow greater than inflation if the purchase is not made? Does spending a dollar now prevent spending far more next year? 227

228 Capital Planning Section 10-3 Approved Capital Projects 228

229 Capital Planning Section 10-4 Requested Capital Projects by Funding Source 229

230 Capital Planning Section 10-5 Requested Capital Projects by Funding Source 230

231 Capital Planning Section 10-6 Proposed 5 year Capital Plan 231

232 Capital Planning Section 10-7 Proposed 5 year Capital Plan 232

233 Capital Planning Section 10-8 Proposed 5 year Capital Plan 233

234 Capital Planning Section 10-9 Proposed 5 year Capital Plan 234

235 Capital Planning Section Proposed 5 year Capital Plan 235