# finance-committee — 6 documents, concatenated for reading and search # # This is a CONVENIENCE BUNDLE, not a source. Every document below is # published separately and byte-identically; cite the individual file, # whose path is given in each header, rather than this bundle. # Index of all boards: https://lunenburgbudgetproject.org/minutes/INDEX.txt # The town's own scanned original is linked per document. ======================================================================================== DOCUMENT : 2012-03-15-minutes-2344.txt BOARD : finance-committee DATE : 2012-03-15 KIND : minutes OUR COPY : https://lunenburgbudgetproject.org/docs/minutes/text/finance-committee/2012-03-15-minutes-2344.txt TOWN PDF : https://www.lunenburgma.gov/AgendaCenter/ViewFile/Minutes/_03152012-2344 ======================================================================================== ===OCR macOS Vision=== ===PAGE 1=== Town of Lunenburg : Finance Committee: Mark Erickson, Chairman Brian Laffond, Vice-Chairman Martha McDonald, Secretary Barbara Reynolds John Male Scott Gile 17 Main Street, P.O. Box 135 Lunenburg, MA 01462-0135 978.582.4139 FAX 978.582.4148 Lunenburg Finance Committee Minutes March 15, 2012 Location: Present: Absent: Attendees: Math Mconal, Mark rickson, John Male, Barbara Reynolds, scot Gle Brian Laffond Kerry Speidel 1) Meeting called to order by the Chairman at 7:00 PM Department Budget Presentations • Monty Tech - HANDOUT • School Department - HANDOUT 3) Motion to adjourn at 9:07 PM by BR; seconded by SG; all in favor Minutes respectfully submitted by Martha McDonald RECEIVED & FILED APR 2 5 2012 LUNENBURG TOWN CLERK OFFICE Page 1 of 1 ===PAGE 2=== 3/15/2012 MONTY TECH FY2013 TENTATIVE EDUCATIONAL PLAN LUNENBURG FINANCE COMMITTEE MARCH 15, 2012 7:00 P.M. MISSION STATEMENT Every student will graduate from Montachusett Regional Vocational Technical School with the skills, knowledge, and abilities to be a productive and effective member of an ever-changing society. MONTY TECH AT-A GLANCE 20 VOCATIONAL PROGRAMS AUTO BODY/COLLISION REPAIR AUTO TECHNOLDGY BUSINESS TECHNOLOGY CABINETMAKING COSMETOLOGY CULINARY ARTS DENTAL ASSISTING DRAFTING TECHNOLOGY EARLY CHILDHOOD DEVELOPMENT ELECTRICAL • ENGINEERING TECHNOLOGY GRAPHICCOMMUNICAIONS • HEALTH OCCUPATIONS • HOUSE CARPENTRY INDUSTRIALTECHNOLOGY • INFORMATION TECHNOLOGY MACHINE TECHNOLOGY • MASONRY • PLUMBING ===PAGE 3=== 3/15/2012 ACCOMPLISHMENTS • Steadily increasing MCAS scores that exceed state average • Drop out rates declined to 0.4% and Graduation Rates increased to 95.6% • Before/After School Tutoring: Math/English/Science Election of a senior from Monty Tech as national president o killsUSA, first time a president of the organization has come fron Massachusetts State and national award winners in several SkillsUSA competitions Student-designed science experiment flown on the Space Shuttle Atlantis Student-designed official space mission patch for shuttle • Hosted "Space Day" with a NASA astronaut • JROTC Cyber Patriot team defeated 235 teams to advance to the Cyber Patriot National Finals Competition in Maryland CONTINUED INITIATIVES • ARTICULATION AGREEMENTS • With Several colleges, univesities, technicalschools and unions • These agreements allow studentsto accelerate in training programs and receive credit for coursework • APPRENTICESHIP AGREEMENTS • Provides graduates an opportunity for accelerated career advancement • DUAL ENROLLMENT o Partnership with Mount Wachusett Community Coilege • Students who fulli requirerents are able to take a 3-credit college course per semester which are accepted at any Massachusetts State college or • The cost is $30/course o All courses appear on college transcripts and their high school transcript and ace weighted as an AP course MONTY TECH GRADUATES CLASS OF 2011* 57% CONTINUED POST-SECONDARY EDUCATION 12-4 YEAR COLLEGES) 5% CONTINUED VOC TRAINING IN CERTIFIED TECH SCHOOL PROGRAM 8% ENLISTED IN THE MILITARY 23% ENTERED WORKFORCE 7% UNDECIDED/UNKNOWN /OCATIONAL SCHOOLS MANDATED BY LAW TO PERFORM AR FOLLOW UPS ON GRADUAT ===PAGE 4=== 3/15/2012 FY 13 BUDGET GOALS • Enhance Program of Studies both academicallyand vocationally - Offer AP courses in English - Finance Entrepreneurship - ManagementEntrepreneurship - Employability (Resume writing, career coaching) Provide Pre-AP and AP training and support for instructors in English, Math, Science, and History Provide Pre-AP and AP training and support for instructors in English, Math, Science, and History Creationot a new afterschool STEMScience, Technology Engineerine, and Math) Creation of a new after-schcol art program furiel ended manens or feige and alenesten there REChip new MCAS) FY 13 BUDGET GOALS (Cont.) • Sustain student support programs - MCAS-Prep Courses: ELA/Math - Before/After School Tutoring: Math/English/Science - Technology Program: ASSISTments / Study Island - Learning Support: IEP/504 plans - Co-teaching • Transform the Library Medla Center into a 21" Century researcl enter for the school by renovating and improving existing space hiring a licensed and experience Library Media Specialist, and substantiaily expanding the library's electronic and hardbound collection Major Contributing Budget Factors • Foundation Enrollment = # of Students enrolled from district communities + # of students who reside in district member communities who attend other vocational schools (School Choice out) on October 1"t. • Foundation Budget = Calculated by the State, for each school district, representing the minimum spending level needed to provide an adequate education. ===PAGE 5=== 3/15/2012 FOUNDATION ENROLLMENT • Total FY13 Foundation Enrollment of 1,443 • Increase in foundation enrollment of 36 students Monty Tank twn expar Incranku in foundution Massachusetts Department of Elementary and Secondary Education FY13 Chapter 70 Reginal Dietekt Enropment and Contibullona ty Betel Oly of Town 132 MONTACHUSETT LEA Member Platriet Toa! 11 ASHIURNUAN 21 KARAE C7 PITCHHUNG IN CARDHER SHAMAND 140 HUSBARDS TON 182 LUNENBURO 34 PETERSNAM 33 PHLUPSTO Foundation Enrollment *YES change 1.107 1.643 =.8E=528 Requied Bunimum Centrauton 7.028.474 change 603.57% 314.320 200.438 7.496,063 364,332 308.284 183,213 248,727 1.553,A5 126 WESTMNSTER 175,5P1 34301 457.984 407,411 403615 132.425 193,497 576,315 505,549 So8.JS 76.83 Foundation Budget • Calculated, according to a state formula, the minimum spending level required to provide an adequate education • Derived by multiplying the District's foundation enrollment numbers by cost rates in eleven (11) functional areas plus additional costs for special education students and low income students • Adjusted yearly by district to reflect changes in enrollment, studen demographics, inflation, geographical differences in wage level: • Monty Tech's foundation budget per pupil for FY13 has been calculated to be $14,804.24 (Increase from $14,163 in FY12) • For a total foundation budget of $14,804.24 X 1,443 = $21,362,521 Example: Lunenburg has a foundation enrollment of 69 students X $14,804.24/ student = $1,021,493 foundation budget ===PAGE 6=== 3/15/2012 daracterle Depermer of Elenaray and Serandey Elucien FYIS Chapter 10 Foundrion Budget Д ВСТАНОСІ 2953 2139291 .!:: 26xm1: Marachureite Department of Elementary and Secendary Education Chee ors chool Paine Chapter 70 Preliminary FY13 Regional Discict Sucmary 4 menacine om freds stati BATO 28 BARRE 600 074 ainina: 1.021,493 4533 833 338.77 436,071 739,429 12 MONTAGESC HS TO TAL 53.777,418 31.2050 FY 2013 Net School Spending Requirement ET.SCHOOLSPRNDING HEGUIBEMPN ,21%(S1.435.8251inezease In rebutred nat schaol coeddi 3x14, dad Minimum Her Schod Spending - 521,362.321 Netschos! Spending& the ameost of coopy a tried retahr theough state ald and required minimum munitipal contributions. A community's net school spanding must MEET of EXCEED the arount estabished annualh by the Depaament of Elementary and Secondary Education IMG: Chapter TO Fallure to camply with the (squrement may result in noo-approvel of a munitipalltyXtaxate, enforsementaction by the Attemey General, or loss of state ald. Expenditures not included As the Net School Spending Calculation are: Long Term Dett Payments slubehs ironscorallor Candal troophuret WHY THE INCREASEIN NET SCHOOL SPENDING? incide tones an seen Increased foundatian budget per pupi 5 ===PAGE 7=== 3/15/2012 FY2013 Net School Spending Requirement (cont) HOW IS THE INCREASE IN REQUIRED NET SCHOOLSPENDING BEING FUNDED? STATE AID/REQUIRED DISTRICT CONTRIBITION 512001ChaRter 70 Increasd by 6.1% 5826,2461 13 = 513.727, 168 up from FYI2 of • Spirom F2 or 57,025,14 Contrasons/ncreasedin total ty 2.68%4$609,575 FY23 = 57,635,053 • Required Minimum Contribution from Lunanbug Increasedby $51,529 to a totallor FYI3 ol Raculrad Minimum Distil Contribution is detarmined Sy a state calculation, the amount of money each city own must contribute to is portion of the foundation budgel based on the municlpality's wealth. The two measuresused to calculatea community's wealth are: Are to Popcisy yout Aggregate Personal income Levels Messechusells Departmant of Elementacy and Secondary Education FY15 Preliminary Chapter 70 Sunnary 132 MONTACHUSETT Cateperiter 12 F112 Surenovin 1030.31 3 Free did costa ly 4 Fans 0%1 N0 01% Chapter 7084 FTE FY 2013 Other Anticipated Revenues TRANSPORTATION REIMBUASEMENT • Estimated State Aid Transportation Revenue of $705,058 increase of $36,479 from FY12 budget ($668,579) SCHOOI. BUILDING ASSISTANCE REIMBURSEMENT • Remains level at $948,213 SCHOOL FUNDS $889,000 of School funds are being used to affset assessment •E&D $450,000; School Choice Tuition $250,000: Non-Resident Tuitior $50,000; Revolving $139,000 GRANT FUNDS • Assumes approximately $300,000 in grant funds for salaries and benefits ===PAGE 8=== LEY 13 REVEN DE FUNDING SOURGES School ferdina s1StA4 *Regheal Ans sanent 1905,058 PY 2013 BUDGET SUMMARY APPROVED PROPOSED Sees Choke Espaceurre Transporteen & Ore Dening 14.0* Ramales Ch TO ACOUNCO MEENAM CONTRINTEON Ard Ohe Reare NELIBANES747214.00EA 0CCHA 1799 12211 112801222 51.00132 0857 SALESMOK S2000 pros osa SUCCE KRAMES NACAN MET SABIAL ASSUMENT 08 BONDI SUA HET RONIOS TOTAL ASS MART 1A Big FY13 Tentative Budget DUNDATION BUDGET FY13 - NET SCHOOL SPENDING $21,362,521.0 4,804.24 X 144 BONDS CAPITAL (includes veticles, school buses) TRANSPORTATION AY IS REARENEN MINIUM REQUIRED 1,211,921.00 280,000,00 -_. 1,479,867.00 $24,333,209.00 3/15/2012 02.070 52,890 ===PAGE 9=== 3/15/2012 How is a community's assessment calculated • Each community's assessment is made up of four (4) parts: - Required Minimum Contribution (set by the state) - Transportation and Other Operating Expenses above Minimum Net School Spending - Capital - Bonds Required Minimum Contribution • Determined by state calculation, the amount of noney each community should contribute to its foundation budget based on the municipality's wealth. The two measures of a community's wealth are: • Aggregate Property Value • Aggregate Personal Income Levels VISAR Massachusets Orpartsent of Elementary and Secondary Educaton Deposinaden of Cy and Teen Tral Reged Casseten Fria 1SC8. 150 192050 /Cate dan yet malises sten tea intolen g238's0l t) Tages bet matices Jose me 41947) I cogs if ten 1008 mom me:11 notes more 198 ascin 10p12=195 Catter a poresa d best prie stion ingenie (1ta) /c0000(7-13-27 Me Cartoon as perising d baldies Cu ===PAGE 10=== 3/15/2012 basachsetts apartment of El roentary and Secondary Educat: 713 Chapte 70, Preteninar Apportosmastel Lasal Continuor Aaross SehoslOboes sacross a satis dan cario i contine 712 dien 1578 12497A1 1381331 631% Ma tobak tabel 73 regin into gated using re perare 10 tons spani ripetux Change FY13 a F713(12-4 HZLAS 1311X 20,H 206955 190L15) SEATE use 10000% 954.854 28332 851454 100,2014 4MA.X2 Transportation, Capital, and Bonds • Transportation (Operating) costs are determined by taking he total projected expenditures for pupil transportation and subtracting estimated state aid transportation reimbursement and any applicable additional school revenues applied to reduce assessments. • Capital (Capital) costs are determined by taking the amount of projected capital expenditures less any applicable additional school revenues applied to reduce assessments. • Bonds (Capital) are the principal and interest portions of the bond payments for school construction less SBA reimbursements STUDENT ENROLIMENT AND SCHOOL ATTENDING CHLDREN COMPARISONS FOUNDATION EHROLLMENT erase paratina 12 movin 0- SCHOOL ATTENDING CHI.DREN (GR. 1-17 COMMUNTITE ASHSURNKAM 200120. 18-01.115 190.20 ASHBY ATHEX. BARRE (13) 1,700 1,832 FITCHBURG 412 GARONER HARVARD HOLDEN S,ES1 7.51 1,108 2,158 Sere 7.501 1,120 3,168 HUSBARDSTON LINCHALEC 1,550 PETERSHAM PANCETON ROYAL TO STERING TEMPLE ION WESTMNSTER WINCHEND ON TOTAL NOISTRICT TOTAL DUT-OF DISTRCT TOTAL ENROLLMENT 175 1,407 1419 -T,4S rollent tipite sed fu 291s,2015 degene Enrollerm ligame mead far 2612-301) sensee 4=0=1-003-0 110009 : 1,031 158 200 687 dear: ===PAGE 11=== 3/15/2012 DETERM MAION OE AS SENSMENTRADIOA ANCI& ORE SPRANPL0T:(/arras1 y.e mrowise anotea, O9681 1, 011) nasla: Tho tumbere& duralon pach gombr connunly onroiled f Marrachuws Redoral Vockeal Trendcal Sen Przee Prates negre vacne sesave abia dey sobosl ewaeN kessdefeen Grande t rule patet tpsa vade tetne sateen be 1, 2093= dl Tonretre, naso ie 41 chrest tr 1,443 •0024 CARIN BINGET. JMiem0ed 5, 1901 Centynditi eitoed alumiy ct79 Aalen 1- 12 Otel 1, 2019 assa: farnembar ot auera on esch anear serocnty enrilad n Grace) Pumigh 12 alded by de boce rombar! utoni ekol es ia drades s tareagh 12 cé 18 inda laf cccnus fe s e quais the seatal a ma szent ze COMUUNTIES ALEATOR ALMY Perystaor Wannaml Matenken TUTAL • CanalPar SCHPARSON NESSMNTS OPERATING PERC ENTAGES 10-01-10 10-09-11 12211-20121 (2912-2011) 7.70 2.24 E E 4.05 2.56 14-9 0-5 100 00 100.00 H ool 03 cocamecos CAPITAL PERCENTAGES : 10-01-10 2911-20139 (2013-3913) 2.08 357 100.00 10.0 22% 100.00 FY'2013 BUDGET SUMMARY APPROVEL ECIRIZ Tra ecartaia L Ove Dosniry Сервальне - вскрон BONDS Pancpl a Merr 4 bisaednthe LeM Serges Eulale Cn 70 BEDUNED MNWUW.GOMTHSU/TON (l Jonerarsa Sne.Anatn Desans Avald Innegoradon Aid Ans Coa' tramo NET TRAN SPONTA TON & OTMEA OPERA THO 14 SMULPodad- Carpae HEZEATAL ASE RONT) Rearo S8A KET. SOND] TOTAL ASS CISKINT (ALl Pudgete et.400 s37 prODOn) (1200851) _ 122.8012202 51.02,132 401,577) P2509 T00.000) lsci otos ASSOR REBOUE. PamPasn Ex2011 ass mr 1200,000 (211.00 ..13л740 81.558887 Das,osa 802.000 SSCLUSITHBE 5210200 [XCO DEO OLSE 12878 10 ===PAGE 12=== 3/15/2012 ARISONS CAPITA інши ...... 12750 INEBURG ASSESSMENT & EMROLLMENT STORY 2 YEAR COMPARISON FY 2012 - 2013 2012 | 906A03 SS00N7 8 3U $4315 $ 16467 $ 528,573 2013102483 3850176/78S. $16,5053000800 Pionee Tr110FY12 $ 115090 $ 51,423 $ 7.B31 $16,215)S 52,318 и он lage He ... ... 740039 1N60 | 3,871 K*) fu! !!!!!!!!!!!!!!!!! 11 ===PAGE 13=== 3/15/2012 In Summary....... • Foundation Enrollment increased by 36 students to 1,443 • Foundation Budget increased by $641/per student from $14,163 to $14,804/per student • Required Minimum Net School Spending increased by 7.21% or $1,435,825 • State Aid Chapter 70 increased by 6.4% or $826,246 • Required Minimum District Contributions increased by 8.68% or $609,679 • FY13 budget proposes completely funding capital with school funds • FY13 budget proposes no operating spending above the required minimum net school spending 12 ===PAGE 14=== Our Mission We prepare students for lifelong learning and responsible community membership. Lunenburg Public Schools Budget = Human and Material Resources for... • Guaranteed Viable Curriculum for All • Preparing All Students for Success in College, Career and Life • Facility Maintenance/Improvements • Technology - For Instruction - For Effective Management Lunenburg Public Schools 1 ===PAGE 15=== Primary School Enrollment (Headcount includes Choice) FY07 FY08 FY09 Kindergarten 116 109 Grade 1 Grade 2 Total 128 361 L 97. 112 102 FY10 112 120 FY11 FY12 118 109 131 340 118 96 1113 123 329 328 337 1 349 Lunenburg Public Schools Thomas C. Passios Enrollment (Headcount) Grade 3 Grade Grade 5 Total FY07 127 120 130 377 FY08 FY09 FY10 FY11| FY12 120 128 123 371 140 121 135 395 118 137 126 381 98 127 140 365 $117 118 125 355 Lunenburg Public Schools 2 ===PAGE 16=== Turkey Hill Middle Enrollment (Headcount) Grade Grade 7 Grade Total FY07 131 143 448 417 FY08 FY09 FY10 FY11 FY12 132 138 138 135 140₽ 128 141- 128 22. 129 121 414 398 402 385 384 Lumenburg Public Schools Lunenburg High School Enrollment (Headcount) Grade 9 Grade 10 Grade 11 Grade 12+ Total FY07 FY08 FY09 FY10 FY11FY12 148. 4159 173 154 634 144 146 161 159 610 134 141 142 160 577 146 138 132 136 552 123 114 145. 128- 135 131. 1187 134 540 507 Lunenburg Public Schools 3 ===PAGE 17=== TOTAL ENROLLMENT (Headcount K-12) Lunenburg Residents Shirley Choice Total FYO7 1596 104 89 1789 FY08 FY09 FY10 FY11 FY12 1563. 1563 1513 97 71 79 79 65 1735 1699| 71 1663 1477 57 68 1602 1513 55 1613 Lunenburg Public Schools TOTAL Personnel FTE Full-time Equivalent Administrators Teachers/ Counselors Nurses Therapists Aides/Tutors Total FYO7 through FY12 9.00 8.00 139.80 129.80 65.50 60.00 Non-Educator Professionals Custodians Total FY07 through FY12 13.15 12.60 15.00 13.40 28.15 26 214.30 197.80 Grand Total 242.45 223.80 Lunenburg Public Schools 4 ===PAGE 18=== Personnel Non-Personnel total FY13 School Budget Level Service FY111 Actuals 10,241,099 4,146,072 14,387,171 FY12 FY13 Current Level Service 10,654,837 11,258,104 4,253,983 5,368,470 14,908,820 16,626,574 Lunenburg Public Schools FY13 Non-Personnel Increases Tuitions 320,502 ED Jobs Funding 299,425 Health Insurance 204,881 Transportation 181,460 Technology 21,569 Curriculum Adoption 20,000 Capital Improvement 15,257 Lunenburg Public Schools : 5 ===PAGE 19=== Anticipated Revenues House 1 Chapter 70 +$586,000 FY12 Grants • Kindergarten Grant - $39,382 • Title I - $115,663 • IDEA - $350,554 • IDEA-Early Childhood $11,975 • Title IIA - $37,439 unenburg Public Schools Revolving Funds FY12 • Choice - $326,000 • Non-Resident - $428,231 • Circuit Breaker - $397,000* • Athletics - $100,000 *We will be applying for extraordinary relief in the spring due to increased tuitions. Anticipate approximately $525,000 in CB funds for FY13 at current level of funding. Lunenburg Public Schools 6 ===PAGE 20=== Closing the 1.2M Gap • Reduced Expenditures - Health Insurance Renewal Savings - $133,000 - Materials/Supplies - $120,000 - Personnel/Programs - $850,000 Increase Fees - $97.00 - Bussing, Facilities Use, Lunch, and Athletic Lumenburg Public Schools Closing the 1.2M Gap Central Office • Eliminate 2 of 3 Administrative Positions - Director of Instruction - Special Services Coordinator • Reduced Hours for Instructional Technology Support • Materials and Supplies Reduced by 25K Lunenburg Public Schools 1 ===PAGE 21=== Closing the 1.2M Gap Primary School • Reduce one Special Education Teaching Position • Reduce two Special Education Tutor Positions • Eliminate part-time music educator position • Discontinue use of Lexia Program • Eliminate part-time library aide position Lunenburg Public Schools Closing the 1.2M Gap Thomas C. Passios School • Reduce one Special Education Teaching Position • Reduce one Special Education Inclusion Tutor Position • Reduce technology educator position (shared position with THMS) Lunenburg Public Schools 2 ===PAGE 22=== Closing the 1.2M Gap Turkey Hill Middle School • Reduce one Special Education teaching position • Reduce one 6th grade classroom teaching position (level service) • Reduce technology/engineering teaching position (shared position with TCP) • Reduce PE/Health teaching position • Supplies and materials reduced by 10K Lumenburg Public Schools Enrollment Foreign Language Teachers Special Area Teachers Guidance Classroom Teachers Spec. Ed. Teachers Administration Turkey Hill Middle School PY 09 398 2.0 4.8* 1.5** 18 2 4 32.3 FY 10 402 1.5 4.8* 1.5** 18 4 :2. 3 .31.8 FY 11 FY 12 CY 13 385 384 389 12* 10% 1:0* 3.8** 4.0** 15** 1.5%* 17.4 17.0** 4 1 1 3 28,9 1 28.5 2.8** 1.5** 16.2 3 1 1 25.5 › Sports TOTALS 21% reduction 7*= shared with High School **e - shared with Etementary School Lunenburg Public Schools 3 ===PAGE 23=== Closing the 1.2M Gap Lunenburg High School • Eliminate Greenhouse Manager position = 2 sections of horticulture electives eliminated • Eliminate Technology Education teaching position = 9 sections of elective offerings • Eliminate part-time counseling and intervention professional positions • Eliminate part-time custodial position Lunenburg Public Schools Closing the 1.2M Gap Lunenburg High School • Eliminate Study Hall Tutor/Peer Tutor Coordinator • Reduce Special Education Aide Position • Reduce supplies and materials by 20K Lunenburg Public Schools 4 ===PAGE 24=== Closing the 1.2M Gap Facilities • Reduce 1.5 school custodian positions • Reduce materials and supplies to program by $61K • Reductions in Athletics = $25K - Savings in Transportation - Reduced number of games - Supplies and Materials - Increased Fees Lumenburg Public Schools Increase Revenue Fees • Facilities Use Fees • School Lunch - Lunch Fees increase $0.25/meal ($45.00/yr./student) - Lunch Fees increase $0.50/meal for adults • Bussing - $1 per day per student = $180 per year Family Maximum = $500.00 Lunemburg Public Schools 5 ===PAGE 25=== Impact Statement due to reductions of a Special Educator and instructional tutors at the Lunenburg Primary School The vision statement of the Lunenburg Pubic School states that we "pride ourselves on excellence" that we "provide a child-centered environment that challenges all learners to achieve to their highest potential". It further states that we can only accomplish this "through a partnership with a supportive community." In my role as principal I will need to make decisions that are going to affect everyone in the learning environment, but most significantly our students. We currently have 355 students in Grades K-2. We have 5 classroom teachers at each grade level, a special educator at each grade level and two instructional tutors in Grades 1 and 2. Staff at our school embraces an inclusive philosophy that supports all learners, not just students with disabilities. Our Special Educators and tutors help general educators create flexible grouping, differentiation and personalized learning by collecting and reviewing data systematically throughout the school year and providing in class support and in many cases, co- teaching. Benchmarking and progress monitoring our students are the cornerstones of our tiered system of interventions - an essential requirement of Response to Intervention (RTI) - what will we do when children don't learn. We need to know where the students are in order to bring them to higher levels. Our Special Educators and support staff work closely with the general education staff to accomplish this work. In addition, they work as consultants to the general educator and provide the needed support to differentiate the curriculum, develop effective strategies, and help to create smaller, more flexible groups to meet the needs of a diverse population. Reducing a Special Educator and 2 tutors will impact ALL learners at each of the grade levels in the areas of inclusive practices, co-teaching and Response to Intervention (RTI). The student to teacher ratio will increase from 16:1 to 22:1 or higher as the two remaining Special Educators and tutors will have responsibility for three grade levels, rather than one. Their caseload will increase (which includes additional assessments and testing, meetings and writing of Individual Education Plans (IEPs), hence decreasing the amount of time for direct intervention and instructional services, benchmarking and progress monitoring. This will result in general education teachers changing the way they instruct. Students will need to be pulled out for services rather than included in the general education classrooms with their peers. We have made enormous strides in this area since 2005 and now risk returning to an outdated methodology that research points to as having poor results in the long term. In order to meet the ever changing needs of our students (academic, as well as social/emotional) it is crucial that we maintain the level of service that will help our students reach their potential. We know that ALL students are capable of learning and are entitle to instructional excellence. Impact Statement due to reduction of the Music Program All students have talents and can excel. This is just one of the many guiding beliefs of this school district. The Music program here in Lunenburg speaks for itself! Music affects the way students learn and helps them learn to focus. It offers students another way to demonstrate and integrate learning and have fun at the same time! It is considered one of the "other" intelligences. School districts across the commonwealth have cut the fine arts programs throughout the years. It seems that it is one of the first places Principals look to cut when faced with difficult budget decisions. Lunenburg has never looked at it that way. Although there have been reductions in the Arts since my tenure began in 2005, we have ===PAGE 26=== fought to provide and maintain a quality program in both Art and Music education. One need only attend one of the many performances throughout the district to understand the passion there is in this community for the Music Program. Sadly, chorus has become an afterschool program for our Elementary students when just 5 years ago there were two choruses at the school. Statistics from a nationwide survey by the Gallup organization show that, "95% percent of Americans believe that music is a key-component in a child's well-rounded education, 80% percent of respondents agreed that music makes the participants smarter; 78% believe that learning a musical instrument helps students perform better in other subject areas; and 88% believe participation in music helps teach children discipline", it is apparent that music and art programs in schools are crucial in children's education. You might ask why I chose to recommend Music and not another program. The answer is that we have nowhere else to go. Do we cut Art or Library or Guidance services? All are fundamental and essential to meet the needs of our students. I do not know how we will provide the well-rounded education our students are entitled to by making these reductions. Impact Statement due to reduction of Lexia Program This is the first year that we have used the web-enabled version of the software. Lexia is providing differentiated practice, embedded assessment and targeted instruction for our students school-wide and has been for over 10 years. Lexia is the breakthrough in reading education that provides a research-proven method for students to acquire foundational reading skills. It's norm-referenced, embedded assessment-providing a prediction of student outcomes and prescriptions of intensity of instruction-all without interrupting the flow of instruction to administer a test. It provides the necessary practice in order to allow teachers to spend more time teaching, students to spend more time learning, and where all students' reading skills are improved. Eliminating Lexia could potentially jeopardize the successful acquisition of early reading skills and significantly reduce our ability to provide proven interventions for all beginning readers. Potential reduction of Library aide and its impact Cutting the Library aide would necessitate shifting the responsibilities of managing the vast collection, conducting research with and for students/teachers and checking out books to Mrs. MacDougall. This would significantly change how the Library program is managed, reducing the time that students spend on activities that increase literacy. Although she does a wonderful job of managing and integrating two positions in our school (Art and Library), Mrs. MacDougall would be handling more management activities rather than interacting with students, collaborating with teachers or teaching research and literacy skills. ===PAGE 27=== Impact of Budget Cuts at Thomas C. Passios Elementary School for FY' 2013 Proposed Cuts: 1. One special services teacher 2. One special services tutor 3. One half-time technology teacher Impact: 1. Loss of one Special Services Teacher • Increase of lEP case load for other Special Educators from 21 to 31 (previous with three teachers: 62/3=20⅔; proposed with two teachers 62/2=31) • Increase in time spent on completing evaluation tasks (writing, amending, maintaining) as mandated by state and federal law; thus, diminishing time providing directed instruction and support for all students in the inclusion classroom not just special services students • Increase in the number of meetings to attend with parents and teachers • Increase in the time required to prepare progress monitoring reports • Negative impact on the inclusion model, flexible grouping for high end learners as well as struggling learners, co-teaching, in-class monitoring and support (previous with three teachers: 38/3=12%; proposed with two teachers 38/2=19) • Content area teachers will have increased responsibilities for meeting the needs of all students (disabled as well as non-disabled) without the assistance of the special education teacher in their classroom 2. Loss of half-time technology teacher • Students will no longer have access to 21st century technology skills through directed instruction with a certified technology teacher in topics such as Internet safety, keyboarding, word processing, spread sheets, and presentations • MCAS technology standards in the 5* grade Science and Technology test will need to be addressed by content area teachers who may not possess the requisite skills or background knowledge The TCP Specials Block would no longer be viable due to the loss of technology thereby impacting the master schedule and reducing teacher meeting and common planning times 3. Loss of a classroom tutor Increase of student-teacher ratio resulting in teachers, tutors, and aides being responsible for more students With increased load and demands, the Research Skills class previously taught by the tutors will have to be discontinued 4. Elimination of Common Planning Time ===PAGE 28=== • Teachers will no longer be able to plan together, collaborate on assignments, and share best practices during the school day • Common planning is an essential component of effective schools that fosters teaching, learning, effective classroom management, and building meaningful relationships. Loss of common planning time negatively impacts the ability of teachers to plan ways to integrate the curriculum, analyze assessment data, examine student work, discuss current research, and reflect on the effectiveness of instructional approaches being used. 5. Loss of one teacher and one tutor will increase the size of Power Block sections • Power Block was instrumental in TCP making AYP because it addressed the specific learning needs of students in directed small group instruction. Less teachers and aides will increase size of directed instruction small groups and reduce the effectiveness of the program. 6. Decrease in supplies and materials budget • • Bare bones budget for supplies will result in a reduction of resources and materials available for students to access and support learning 7. Social Emotional Ramifications • Reduction in staff will result in a lessoning of building personal relationship and trust • Decrease in staff will reduce personalized attention ===PAGE 29=== Population 2006-2007 Student- teacher ratio Grade 3 25:1 or 26:1 Grade 4 23:1 Grade 5 22:1 Impact of Budget Cuts at Thomas C. Passios Elementary School for FY' 2013 2007-2008 2008-2009 20092010 2010-2011 2011-2012 371 students 393 students 388 students 365 students 358 students 16 classrooms 18 classrooms 18 classrooms 16 classrooms 15 classrooms Average class Average class size 22 Average class Average class size 23 / Average class size 23 size 22 size 24 Reductions Cut classroom teacher in Grade 3 and in Grade 4 Cut one grade 5 teacher Limited hiring of substitutes Restorations /Increases Budget New and Ongoing Initiatives UbD Firsts Tutoring positions in grades 3 and 5 Co-teaching UbD Results Literacy (Jr. Great Books) Responsive Classroom Rules & Logical Consequences Pyramid of Success Friendship Club Handicapped Ramp Installed Literacy firing of two part ime tutors fo Power Blocks Budget Freeze Mantra: "Good Enough is NOT Good Enough... Strive for Excellence" Trifecta: • Study Island • Project Based Learning • Power Blocks Responsive Classroom Junior Great Books Class Books Lexia Summer Adventures Program Brain Gym ELA Day Math Day School Spirit Days Milestones R.E.D. (Read Every Day Program Reduce/Reuse/R ecycle Program PowerSchool New security system Two way radios purchased for communication New lighting New bulletin boards Pick-A-Time New Cafeteria Tables Empty Bowls C.A.R.E.S. Mix It Up Lunch Days MealPay New library opened TCP Makes Adequate Yearly Progress (AYP) in student growth in and is recognized as a Commendation : Time Class ===PAGE 30=== Impact of the reductions of the FY'13 School Budget The chart illustrates the history of reductions, shared faculty members (in Full Time Equivalents FTE) reduction in middle school team sport opportunities and enrollment for Turkey Hill Middle School over the past five fiscal years. Enrollment Foreign Language Teachers Special Area Teachers Guidance Classroom Teachers Spec. Ed. Teachers Administration Turkey Hill Middle School FY 09 398 2.0 4.8* 1.5** 18 2 4 32.3 FY 10 402 15 4.8* 1.5** 18 4 2 3 31.8 FY 11 385 12* 3.8** 1.5** 17.4 4 1 3 28.9 FY 12 384 10% 4.0** 1.5** 17.0** 4 1 1 28.5 FY 13 389 1.0% 2.8** 1.5** 16.2 3 1 1 25.5 Sports TOTALS 21% reduction * - shared with High School **- shared with Elementary School ===PAGE 31=== FY 2013 Proposed budget cuts Reduction of a special education teacher Impact: • Special education teacher caseloads will increase from approximately 18- 20 to 30-31 • Significantly increases time spent on completing evaluations as mandated by state and federal law; thus, decreasing instructional time with students in the classroom • Content area teachers will have a dramatically increased responsibility for meeting the needs of both students with and without disabilities and without the benefit of special education teachers in their classrooms • This greatly restricts the content area teacher's ability to provide flexible groupings for high end learners and struggling learners • Eliminates the co teaching model of instruction where two licensed educators share student responsibilities in the classroom Reduction of a grade six teacher (Level Service) Impact: • Interdisciplinary teams will have to be reconfigured to encompass one team of two teachers and one team of three teachers with reduced special education support and classroom teacher expertise • Reduction in faculty for a traditionally difficult transitional time for all students (grade 5 to 6) ===PAGE 32=== Reduction of half time technology/ engineering teacher Impact: • Reduces the services we provide to all students in preparing and providing the expertise they need to thrive in a technology based society as well as teaching important concepts as internet safety, keyboarding and use of programs such as power point and excel Reduces the support provided for the engineering piece of the curriculum for grade eight Science and MCAS testing • Increases classroom teacher responsibility to incorporate technology skill building into the classroom • Reduction at the specialist level also restricts our ability to provide teacher preparation time and eliminates common planning time during the school day; a reduction of common planning time of this proportion has not been seen at the middle school level • Common planning time one of the pillars in which a successful middle school philosophy is built The equivalent of a reduction of a full time physical education/health teacher Impact: • The sharing of the physical education/health teachers with the elementary school will eliminate our ability to provide health specific instruction • separate from physical education classes to each grade level as we do now • Health classes are critical to early adolescents at the middle school level in order to develop an understanding of human development, changes of adolescents • It reduces our ability to educate around anti-bullying, nutrition and healthy choices and healthy decision making ===PAGE 33=== • Reduces the ability to provide preparation and common planning time to teachers in the building • Reduction of $10,000 of supplies and materials Impact: The reduction decreases the amount of resources and materials allocated for students to access and supplement the curriculum ===PAGE 34=== Budget Impact Statements Lunenburg High School 1. Greenhouse Manager - a unique academic and community program will be eliminated - fewer options for students to engage in hands-on academic experience. Loss of 2 sections of Horticulture I directly impacts between 24 - 30 LHS students. Over the years, LHS students have received awards at the Annual Spring Flower Show in Boston and this program was a commendation in the NEASC report of 2010. 2. Elimination of the Technology Education Program and all of the 6 elective offerings. The loss of 9 sections directly impacts 120 LHS students. These hands-on programs currently enroll students from across grades 9-12 from all ability levels. 3. .4 School Adjustment Counselor - loss of a key support person to the Student Support Team. Currently the number of students at LHS who are at risk are greater and require more intensive interventions than in the past. With fewer resources meeting the needs of those students will be difficult. 4. RTI - will derail the progress made over the last 6 months A structured program with a range of interventions will lose a key component and will directly impact our most vulnerable population. 5. .5 Custodian - maintenance and cleanliness of the school will decline 6. Study Hall Tutor/Peer Tutor Coordinator - another RTI resource eliminated and common planning time for teachers will also be eliminated. Common planning time was used by teachers to review and revise departmental curriculum, and to develop common assessments as well as interdisciplinary units. The NEASC report commended Lunenburg High School for providing common planning time and cited Lunenburg High School for its lack of interdisciplinary opportunities. 7. Special Education Aide - a key support person to our most at-risk population will be eliminated 8. Operating Budget - LHS will be operating on a bare bones operating budget - needed items will not be replaced (science equipment) new equipment to support programmatic changes (art and science) will not be purchased and updated technology tools will not be purchased (math and foreign language. The NEASC report cited Lunenburg High School for having a lack of adequate technology for the students. In addition, the commission cited Lunenburg High School in the area of maintenance, repair and replacement of classroom equipment needed to deliver instruction. ===PAGE 35=== Impact Statement The proposed reductions to the School Maintenance budget will cause the school buildings to begin a fairly rapid decline in condition due to a lack of maintenance. This decline will have three primary impacts. Personal Injury Risk of personal injury will rise as repair will not be completed in a frequency of inspections on indoor and outdoor bleachers, playgrounds, reduced fire safety corrections will in more violations and the higher risk that an event would occur that will cause liability. Equipment Damage Equipment that requires preventative maintenance will not be serviced in a timely manner which may cause long term damage to the equipment which may result in wasting the funds in the long term for maintaining of the buildings. Other items will unfortunately be allowed to stay broken due to the lack of funds to repair them. Small roof leaks will be tolerated which will cause potential damage to asbestos, ceilings, and concern about mold. Loss of Funds Loss of the 2% reimbursement funds for an excellent maintenance program under the Massachusetts School Building Authority. The reimbursement rate is scaled so a town could earn up to 2% which on a $35M project would be $700,000. The proposed cuts would likely reduce the reimbursement to near zero as the proposed cuts are so radical that all maintenance programs would be reactive, without standards, and non-supportive of the learning environment. The proposed cuts to personnel are severe, the evening staff that does the bulk of the cleaning of the building will be reduced by 23%, the impact is hard to understand because we are not able to cut support to programs only the quality of the support. We do not understand the ripple effects of the cuts but it is clear that we will have little to no flexibility in the care of the buildings and support. Maintenance workers and likely the Director of Facilities will frequently have to fill in for the custodial staff absences. Early closure of buildings due to a lack of custodial staff will likely be common. The proposed cuts of $61,000 in materials will result in the following impacts. A. Eliminate all school department capital improvement in FY 13 items specifically cut are: 1. Cancelation of installation a Kitchen Fire suppression system that per Lunenburg Fire Department is mandated by state fire regulations ($6,000) 2. Replacement of upholstered chairs that do not meet fire code. ($8,600) 3. Replacement folding chairs for the district which will require the continued use of old folding chairs that are experiencing a high failure rate risking the ===PAGE 36=== liability of personal injury to users or the expenditure for rental chairs for large scale events. ($6,500) B. Reduction in funds for grounds maintenance $3,600, reduction in funds for emergency expenditure -$2500, add to the risk that the budget for maintenance will be insufficient to fund all required repairs. Conclusion The proposed reductions will return the school maintenance effort to pre 1995 staffing levels with an additional 50,000 SF and 12 acres to care for. Raising revenue to facilities users has been proposed by the Director of Facilities to raise $30,000 to help pay for out sourcing grounds maintenance. In short, the proposed budget will result in a broken school maintenance system which will be poorly received by all building users resulting in a very high frustration level for all users. ===PAGE 37=== Impact Statement The proposed the elimination of a Director of Instructional Services and elimination of the professional development budget will severely impact the student learning and the quality of teaching across the district and compromise all educational programs. Student Learning The primary responsibility of the Director of Instructional Services is working with the superintendent, building administrators, Coordinator of Special Services and teachers to ensure high quality curriculum, assessment and instruction fox ALL students. Through the leadership of the Director of Instructional Services the following programs were embedded into the instructional lives of our students: Responsive Classroom, Developmental Designs at THMS, GEMS Curriculum, Great Books, Understanding by Design, Inclusion, Response to Intervention, Six Traits Writing, Daily 5, Technology Engineering, Power Block and Community Service Learning. Picture our students not being in the Circle of Power and Respect, students not reading to self, students not being in a Great Books discussion and not engaged in authentic/real world tasks or Community Service Learning. What future experiences will our students not have since no one person is focused solely on student learning? Who will ensure the implementation and fidelity of the current instructional program? Teacher Quality The second responsibility of the Director of Instructional Services is to work with all teachers PreK-12 to ensure high levels of teaching and learning. This has been achieved through high quality, job-embedded professional development, New Teacher Induction Program and the development of curriculum and assessment. Currently Lunenburg teachers have access on-site graduate level courses after schools and during the summer, CPR and First Aid Training and technology training in Web 2.0 tools and Google Docs. New teachers participate in three years of graduate level courses and are mentored by a Mentor Team and the Director of Instructional Services. Picture our district with no on-site professional development, no new teacher induction program and no formal review of curriculum and assessments. How will all teachers receive the on-going professional development that is needed to address the needs of our 21" century learners? Do you want your child to have a new teacher who has not been inducted and oriented the high expectations of the Lunenburg Public Schools? Do we want our children to have out-dated curriculum and assessments? Research and Development The third responsibility of the Director of Instructional Services is to stay current on best research-based practices and share the information with the superintendent, building principals and teachers. Just as companies do research and development, schools need one person who carefully and thoroughly researches best practices to our educators. As the result of research and development, our administrators ===PAGE 38=== have stayed current with educational readings, our teachers receive regular e-mails with updates and educational opportunities and our students have cutting-edge instruction. How will research on full-day kindergarten, inclusion, retention and drop-out rates be completed? Can we afford not to carefully vet new curriculum materials and programs before purchasing through curriculum adoption? Grant Writing Another responsibility of the Director of Instructional Services is writing all grants. Currently the director is responsible for the Title I Grant ($85,000.) Title IIA Grant ($35,000.) Academic Support Grant (5,000). Currently a competitive grant for Title I Partnership (59,000) has been submitted and in the past we have applied and received Academic Enhancement Grants ($5,000) and Community Service Learning Grants ($5,000). The Director of Instructional Services also oversee the grant process and reporting. In addition to the fiscal management and program implementation, each grant has specific reporting and compliance demands. Who will oversee the entitlement grants? Will the district be able to seek competitive grants? Can the district stay in compliance given the demands of each of the grants? Federal and State Mandates The Director of Instructional is the English Language Learner Coordinator for the District, Civil Rights Coordinator, Title IX Coordinator. Next year the district will go through a Coordinated Program Review for Civil Rights, Title I and our English Language Learner Program. Who will take on these roles? Who will prepare for a Coordinated Program Review? Will the district be in compliance? Communication, Relationships, Support and Accountability The most important aspect of the Director of Instructional Services is with the superintendent and principals, to communicate a compelling vision of ALL students learning at high levels, building the relationships with staff and teachers, providing the necessary support and holding everyone accountable for student learning. Currently communication and relationships are achieved through daily interactions, e- mails, Ledger articles, faculty meeting, task forces, professional development days and course work. Support is provided through classroom observations, peer observation, materials and supplies. Accountability is achieved through the peer review process and walkthroughs. Institutional change is complex and requires careful monitoring and follow-through. How will the Lunenburg Public Schools move the educational process forward for ALL children with the loss of two key administrative roles (Director of Instructional Services and the Special Service Coordinator)? How can the superintendent and the building principals (already taxed and over-worked) pick up any additional responsibilities? How will our students and teachers be impacted? Can the Lunenburg Public Schools continue to be a high-performing school with this level of funding? ======================================================================================== DOCUMENT : 2012-03-22-agenda-2345.txt BOARD : finance-committee DATE : 2012-03-22 KIND : agenda OUR COPY : https://lunenburgbudgetproject.org/docs/minutes/text/finance-committee/2012-03-22-agenda-2345.txt TOWN PDF : https://www.lunenburgma.gov/AgendaCenter/ViewFile/Agenda/_03222012-2345 ======================================================================================== ===PAGE 1=== NOTICE of FINANCE COMMITTEE MEETING on March 22, 2012 7:00 PM Town Hall AGENDA 1. Open Meeting 2. Communications – • Public Comments • New Communications 3. Department Budget Meetings 7:00 p.m. Land Use Departments [Planning, Building, Conservation, Board of Health], Sewer Commission 7:45 p.m. Library 8:15 p.m. Administration [BOS, Town Manager, Assessor's, Town Clerk, Treasurer- Collector, Information Technology] 4. Budget discussion 5. Next Meetings • March 29, 7:00 p.m. – Town Hall – Department budg et hearings, DPW, Unclassified, Debt Service, Other (Tentative) • April 5, 7:00 p.m. – Town Hall – Budget Public Hea ring 6. Adjournment ======================================================================================== DOCUMENT : 2012-03-22-minutes-2345.txt BOARD : finance-committee DATE : 2012-03-22 KIND : minutes OUR COPY : https://lunenburgbudgetproject.org/docs/minutes/text/finance-committee/2012-03-22-minutes-2345.txt TOWN PDF : https://www.lunenburgma.gov/AgendaCenter/ViewFile/Minutes/_03222012-2345 ======================================================================================== ===OCR macOS Vision=== ===PAGE 1=== Town of Lunenburg Finance Committee: Mark Erickson, Chairman Brian Laffond, Vice-Chairman Martha McDonald, Secretary Barbara Reynolds John Male Scott Gile 17 Main Street, P.O. Box 135 Lunenburg, MA 01462-0135 978.582.4139 FAX 978.582.4148 Lunenburg Finance Committee Minutes March 22, 2012 DRAFT Location: Present: Absent: Attendees: Town Hall Mark Erickson, Brian Laffond, John Male, Barbara Reynolds, Scott Gile (Arrived 7:05) Martha McDonald Kerry Speidel 1) Meeting called to order by the Chairman at 7:00 PM 2) Communications • No Communications 3) Minutes Review • No Minutes to review. 4) Department Budget Meetings & Budget Impact • Information Technology - Nancy Strom - Is aligning equipment contract for ease of licensing and expiration dates. The hours for the Computer Tech will be cut to part time. New Copier for library is in the Town Manager's budget • Planning Board - Marion Benson - Department is using three seniors to work in the office. Critical work is keeping the updates to the mandatory Rules and Regulations. Last year lost 10 hours of the specialist and without the override will lose 8 more hours. • Building Commission - Mike Sauvageau - Budget level funded. This year issues 220 permits. Because of economy home repairs have increased. There have been are more zoning issues this year with people trying to sell their property. Currently has part time person, if the department is cut 4 hours it will impact permitting for people needing to sell. • Conservation - Ron Verge - Level Funded - Things that can effect spending for next year are postage & Advertising and the number of hearings. The Administrative Assistant will be shared with the BOH with a 50/50 charge of the salary. • Board of health - George Emond - Ninety Five percent o the budget is salary. Expressed concern with the sharing one Administrative Assistant with Conservation. The Administrative Assist saves the Town legal dollars and has valuable experience. Cutting the Assistant's hours from 2 people working a total of 62 hours to 1 person working 40 hours for two departments is unacceptable. Possible impact could be failure to meet mandates that could require the state to intercede. Troy Daniels, formerly on the BOH, commented that the department should be using legal counsel more often instead of the Administrative Assistant. Dave Shea commented that the budget was reduced 34% and the reduction of the individual was unacceptable and suggested keeping the 2 Administrative Assistant positions at 25 hours each because each department needed the experience that these individuals bring to the department. Sewer - Bob Ebersole - Sewer Project needs more users to maintain current infrastructure. Library - Amy Sadkin accompanied by John Mara. Referred to handouts. The Library needs $35k more to remain a certified library and to receive State Aid. Since the proposed cut is disproportionate to other Town Departments, if a waiver is not granted the LPL could lose certification. Over 100 libraries applied for a waiver last year. In 2012 and 11 libraries across the state did not meet requirement. • Administration (BOS)/Town Manager - Kerry Speidel The BOS/Town Manager's office would be reduced from 3 employees to 2, a loss of 1 person. The override package includes this person at a lower salary. Last year reduction of 1 person and work handled by Selectmen Admin. Assistant. Chief of Staff position will stay vacated. Legal expenses are level funded at $125K. The new contract is a flat rate per month. Insurance through MIlA for Health and a good savings on Workers Comp. MIlA offers training and town receives credits. Received a 10% decrease for signing up for Liability and WC in December. Police had 10 incidents of Injured on Duty. Insurance for police went from 30K to 75k due to injuries. Page 1 of 2 ===PAGE 2=== Good news is the health insurance only went up 3.55% this year. Coalition might help in the future with some new things that can be done. MIIA offers $5k Grant annually. Assessors - Harald Scheid - Contract covers all benefits. A cut in staffing would prevent office from meeting mandates to the town. • Treasurer - Laura Gustus - Current budget will result in a decrease in hours Budget Discussions: It was stated that it cost the town $200k more to operate now than we collect in revenue each year. Several steps taken over the years to reduce costs such as employees now contributing 25% to health care, at least 18 positions cut in the past several years, and some employees have not taken an annual increase. 5) Adjournment- BL made a motion to adjourn at 8:31 PM, JM seconded; all in favor Minutes respectfully submitted by Barbara Reynolds Page 2 of 2 ===PAGE 3=== FY13 Budget Proposal Lunenburg Public Library ===PAGE 4=== FY13 Town Manager's Recommended Budget The Town Manager has recommended a 10% budget cut from the current fiscal 2012 budget. The TM's proposed budget would require the LPL to apply for a waiver in order to remain a certified library and to receive State Aid. Since the proposed cut is disproportionate to other Town Departments, a waiver may not be granted and the LPL could lose certification. ===PAGE 5=== FY13 Trustee Proposed Budget •The $312,313 Budget proposed by the Trustees does meet the Town Manager's request of a 10% cut, but it significantly impacts current library services and staffing. BUT •A budget of $347,911 for FY13 would meet the minimum State Aid requirements to remain certified without a waiver. •A budget of $394,754 would allow the LPL to be open an additional 4 hours per week which patron survey results have shown the need for, for over 10 years. ===PAGE 6=== Information About the LPL •The Lunenburg Public Library is currently certified and is a net lender of library materials to libraries across the Commonwealth. •LPL is only 1% of the town's total budget and we provide services to 100% of the community. • LPL services include: • free programs for all ages • free meeting rooms for Lunenburg non-profits • free public computers • free Wi-Fi •These are in addition to: • our books, eBooks, and eReaders • DVD's • Music CD's, and music downloads • Books on CD • etc. etc. etc. ===PAGE 7=== What Does Loss of Certification Mean? • No inter-library loans! • This means that there would be no resource sharing for Lunenburg residents. Lunenburg citizens would not be able to borrow items from other libraries in the Commonwealth, nor could other communities borrow items from Lunenburg. • The Library would Tose State Aid monies for FY 2012: this is over $12,000. This aid funds our software and partially funds our network fees. These fees would have to be funded elsewhere. • A decertified library must meet state aid requirements for an entire fiscal year, before it may re-apply for certification. This is not a 1 year cut to services! ===PAGE 8=== Benefits of Resource Sharing Interlibrary Loans & Delivery • Statewide: 14.3 million items delivered • Lunenburg patrons received 10,300 items • If LPL had to purchase these items the cost would be over $144,200 Databases • Statewide: over 11 million articles downloaded • If LPL purchased these licenses it would cost an estimated $69,614 E-books • Statewide: 337% circulation increase since FY08 • If LPL purchased these e- books it would cost $79,823 State Aid • LPL received $12,620 in State Aid last year • Funds are used towards network fees, and software licenses ===PAGE 9=== Additional impacts to Lunenburg residents ===PAGE 10=== .... Current Library Use Main library open 44 hours per week Children's library open 44 hours per week Community Rooms open all times for Lunenburg non-profits with registration Proposed Library Use with 10% Cut Main library open 42 hours per week _Children's library open * 17 hours per week 17 hours per week Community Rooms only open during hours of operation with registration ===PAGE 11=== Additional Impacts of 10% Cut • These cuts will result in a library that will be open with reduced hours and staffing. • Staff will be impacted by a total of 1404 hours per year. • The largest impact will be the Children's Library since it will only be open during the day and on Saturday. ===PAGE 12=== ;!.... Trustees Statement The Trustees understand that these changes will have an adverse impact regarding the Lunenburg Public Library. We believe only by reducing the hours of operation, making cuts in staffing and closely monitoring the use of utilities that we will be able to meet the budgeted financial obligations. ======================================================================================== DOCUMENT : 2012-03-27-agenda-2346.txt BOARD : finance-committee DATE : 2012-03-27 KIND : agenda OUR COPY : https://lunenburgbudgetproject.org/docs/minutes/text/finance-committee/2012-03-27-agenda-2346.txt TOWN PDF : https://www.lunenburgma.gov/AgendaCenter/ViewFile/Agenda/_03272012-2346 ======================================================================================== ===PAGE 1=== NOTICE of FINANCE COMMITTEE MEETING on March 27, 2012 7:00 PM Town Hall AMENDED AGENDA 1. Open Meeting 2. Department Budget Meeting 7:00 p.m. DPW Department 3. Communications – • Public Comments • New Communications 4. Review Minutes – 1/26/12, 2/09/12, 2/23/12, 3/08 /12, 3/15/12, 3/22/12 5. Committee / Department Reports Capital Planning – Brian Laffond, DPW – Martha McDo nald, Library – Barbara Reynolds, Monty Tech – Barbara Reynolds, Public Safety – Scot t Gile, Service Level Team – Mark Erickson / John Male, Sewer Commission – John Male, Council on Aging – John Male, Schools/School Building/Regionalization – Mark Eric kson, School Reconfiguration – Brian Laffond / Barbara Reynolds 6. Old Business • FY13 Budget General Discussion 7. Next Meetings • April 5, 7:00 p.m. – Town Hall – Budget Public Hea ring • April 12, 7:00 p.m. – Town Hall – Regularly Schedu led Meeting 8. Adjournment ======================================================================================== DOCUMENT : 2012-03-27-minutes-2346.txt BOARD : finance-committee DATE : 2012-03-27 KIND : minutes OUR COPY : https://lunenburgbudgetproject.org/docs/minutes/text/finance-committee/2012-03-27-minutes-2346.txt TOWN PDF : https://www.lunenburgma.gov/AgendaCenter/ViewFile/Minutes/_03272012-2346 ======================================================================================== ===OCR macOS Vision=== ===PAGE 1=== Town of Lunenburg ENBURG MASTE Finance Committee: Mark Erickson, Chairman Brian Laffond, Vice-Chairman Martha McDonald, Secretary Barbara Reynolds John Male Scott Gile 17 Main Street, P.O. Box 135 Lunenburg, MA 01462-0135 978.582.4139 FAX 978.582.4148 Lunenburg Finance Committee Minutes March 27, 2012 Location: Present: Town Hall Martha McDonald, Mark Erickson, John Male, Barbara Reynolds, Scott Gile, Brian Laffond 1) Meeting called to order by the Chairman at 7:00 PM 2) Communications • Public Hearing will be held April 9* by the Planning Board to review zoning of solar energy projects • The Beacon, March, 2012 • Public Comments - Dave Rodgers made observations and comments regarding the proposed override; he expects a 17% increase from an override plus 2 ½%; no one has said how we will deal with problem going forward; no raises or perks can exceed 2 ½%; system needs to be reworked. 3) Department Budget Meeting presentation by Jack Rodriguez, DPW - HANDOUT 4) Minutes • Reviewed revised minutes from 1/26/12; BR made motion to accept as revised, BL seconded, all in favor • Reviewed minutes from 2/9/12; BR made motion to accept, SG seconded, all in favor • Reviewed minutes from 2/23/12; BR made motion to accept, BL seconded, all in favor • Reviewed minutes from 3/8/12 and revision will be made • Reviewed minutes from 3/15/12; BR made motion to accept, SG seconded, all in favor 5) Committee Reports • School Building Committee - meeting talked about the condition of the current buildings; discussion around the timing of warrant to fund $750K feasibility study 6) Old Business • FY13 Budget General Discussion - review draft version3 - HANDOUT; currently do not have any warrant articles to review • Proposed Sewer Committee Budget - adjusted budget column has some information that should not be included • Discussed override history by community for last three years 7) Next Meetings • April 5 - Public Hearing • April 12 - Regular Meeting 8) Adjournment - BL made motion to adjourn at 9 pm, SG seconded, all in favor Minutes respectfully submitted by Martha McDonald Page 1 of 1 ===PAGE 2=== Town of Lunenburg FY2013 Town Manager' Budget Recommendation Line Code & Description 292 - ANIMAL CONTROL Personnel Sub-Total: Object ]Description 511000 SALARY ANIMAL CONTROL OFFICER 531025 VETERINARY CHARGES 531026 CARE AND CUSTODY 534200 PRINTING 540000|SUPPLIES 571000 MILEAGE REIMBURSEMENT Expenses Sub-Total: 292 - ANIMAL CONTROL - Total Total: Other Protection Education 300 ISCHOOL DEDARTMENT Potal 312 - MONTY TECH ASSESSMENT SZ MONTA ECH ASSESSMENF Toa Department of Public Works 411 - GENERAL HIGHWAY MAINTENANCE 411 - GENERAL HIGHWAY MAINTENANCE - Total 532000 MONTY TECH ASSESSMENT 521016 HIRED EQUIPMENT 521017 DRAINAGE 531006 PURCHASE OF SERVICE 587018 6 WHEEL DUMP TRUCK W/PLOW 541018 SUPPLIES 412 - TOWN HIGHWAY GARAGE 16of 28 521004|BLDG REPAIRS & MTC 521011 ELECTRICITY CHARGES Expended FY Expended FY Expended FY Appropriated $11,580 $11,580 $3,184 $7,860 SO SO $1,200 $12,244 $23,824 $160,172l $563,508 $563,508. $463 $5,007l $17,693 $28,588 $51,751 $O| $5,058 $11,580 $11,580 $11,580 $11,580 $2,791 $7,650| $o] $938 $1,200 $12,579 $24,159 $168,273 $2,771 57,920 $O $982 $1,200 $12,873 $24,453| $195,891 $11,580 $11,580 $2,800 $7,500 $500 $1,000 $1,200 $13,000 $24,560 $191,083 S14,445,320 $14,409 507 314.908,820 $637,977 5637,977 $633,124 25633 124 $628,573 ($628,5730 $O $6.011 $27,270 SO $44,072 $77,353 $175 $8,817 $27,737 $2,500 $18,000 $40,000 $67,910| $104,639 $70,000 $130,500 SO $4,575l $4,505 sol $5.359| Dept Request FY2013 Town Expended Manager 11/30/11 Recommenda $4,825 $4,825 $1,246 $7,500 sol $1,200 $9,946 $14,771| $86,634 $11,580 $11,580 $2,800 $7,500 $500 $1,000l $1,200 $13,000 $24,580 $197,070| $11,580 $11,580 $2,800- $7,500 $500 $1,000 $1,200 $13,000 $24,580 5183,279 S6,492,740 e$16,626 574 315,495,534 5681,0787 -3681.078 $3,325 $6,200 $36,140| so] $13,141| $58,806 $2,500 $18,000 $40,000 $O $66,000 $126,500 $2,500 $18,000 $40,000 $0- $70,000 $130,500 $0 $5.000l $5,895) 18 $5,895 ===PAGE 3=== Town of Lunenburg FY2013 Town Manager' Budget Recommendation Line Code & Description Object Description 521012 HEATING CHARGES/FUEL OIL 521013 RUBBISH REMOVAL CHARGES 521025 HEATING CHARGES/NATURAL GAS 531006 PURCHASE OF SERVICE 531028 SUPPLIES HIGHWAY 534400 POSTAGE 540000 OFFICE SUPPLIES 541001 CUSTODIAL SUPPLIES 412 - TOWN HIGHWAY GARAGE - Total 420 - HIGHWAY OVERTIME 420 - HIGHWAY OVERTIME - Total 421 - HIGHWAY LABOR 513000 SALARIES OVERTIME 511000 SALARY HIGHWAY MANAGER YOUTH INTERNSHIP/ SEASONAL HELP 511001 SALARIES CLERICAL 511003 SALARIES STAFF 511013 SALARIES DIRECTORS 514002 LONGEVITY PAY 519001 UNIFORM ALLOWANCE 519005 ON-CALL STIPEND 519010 CONTRACT EVALUATION STIPEND 558000 UNIFORM ALLOWANCE REIMBURSEMENT 421 - HIGHWAY LABOR - Total 423 - SNOW REMOVAL Personnel Sub-Total: Expenses Sub-Total: 513000 SALARIES OVERTIME 531003 CONTRACTED SERVICES 531029 SUPPLIES SNOW 531030 HIRED EQUIPMENT SNOW 17of 28 $7.971 $1.711 $4,415 so $o 5689| so $19,845 2,570- $43,014| soL $37,960 $240,792 $36,599 $7,150 $4,713- $6,500L $648 SO! $377,375 $45,581! $45,581 $94,315 $155,411 $3,273 $252,999 $4,010L _$1,674 $7,326 SO $759L $0 $18,343 $3,599 $3,599 $43.452 _ SO $39,117 $221,747 $62,712 $6,954| $4,300 $6,500 $384,783 $41,787 $41,787 $70,912 $199,478 $4,206 $274,596l SO $1,704| $8,310| $0 $0 $976 $0 $15,494 S4,197 $4,197 $43,963 SO $41,885 $199,998 $65,855 $7,722 $3,900 -$6,539 _SO $369,862 $42,445 $42,445 $130,068 $142.999 $6,144| $279,2111l $4,211 $2,100 $5,513 $O $0 $1,000 $o! $18,1831 $3,000L $3,000 $44,474l $O $43,138 $216,115 $65,855 $7,457 $3.575 $6,500 $387,114 $17,500 $17,500| $55,000 $170,000 $7,500| $232,500L FY12 Expended $5,513 SO $472 $D $10,985 Dept Request |FY2013 Town FY2013 Manager Recommenda 54,632 $2,100 54,632 $2,100 $6,064 $6,064 $O $0 $0 $o $1,000 $0 $19,691 $1,000 soi $19,691 34,850 $4,850 $3,090 - 2200 $3,090 $3,090 - 33,090 $3,090 $18,424 $0 $16,078 $76,820 $27,548 $1,056 $3,900 $2,661 $O $46,271 50 $37,274| $211,988 $67,831 $7,457l $3,575| $6,500 $146,487 $0 $380,896 $46,271 $0 $37,274 $211,988 $67,831 $7,457 $3,575 $6,500 $0 $0 $380,896 $9,358 _$9,358 $190,942 $102,879 $0. $293,820| $18,025 $18,025 $18.025 $18,025 $55,000 $170,000 $7,500l $232,500 $55,000 $170,000 $7,500 5232,500 ===PAGE 4=== Town of Lunenburg FY2013 Town Manager' Budget Recommendation Line Code & Description 423 - SNOW REMOVAL - Total Object Description Expended FY Expended FY Expended FY Appropriated 2009 2011 FY12 FY2012 Expended 11/30/11 $298,580 $316,382 $321,656 Dept Request (FY2013 Town FY2013 Manager Recommenda $250,000 $303,178 $250,525 $250,525 425 - TRAFFIC SIGNS & DEVICES 425 - TRAFFIC SIGNS & DEVICES - Total 521011 ELECTRICITY CHARGES 521018 LINE PAINTING 541018 SUPPLIES $1,002 $14,004 $2,200 $17,205 $1,138 $11,471 $1,342 $13,951 $1,031 $8,550 $2,132| $11,713 $1,575 $17,000 $20,000 $38,575 $1,575 $11,000 $5,000 $17,575 $1,575 $17,000 $8,000 $26,575 $1,575 $17,000 $8,000| $26,575 429 - VEHICLE MAINTENANCE 521019 PURCHASE SERVICE VEHICLE MAINT 521020 PURCHASE SERV VEH MAINT FIRE 521021 PURCHASE SERV VEH MAINT POLICE 521022 PURCHASE SERV VEH MAINT SCHOOL 541007 VEHICLE MAINTENANCE SUPPLIES 541008|VEHICLE MAINT SUPPLIES POLICE 541009 VEHICLE MAINT SUPPLIES FIRE 541010 VEHICLE MAINT SUPPLIES SCHOOL 541011 TOOLS VEHICLE MAINTENANCE 541012 FUEL VEHICLE MAINT HIGHWAY 541013 FUEL VEHICLE MAINT POLICE 541014|FUEL VEHICLE MAINT FIRE 541015 FUEL VEHICLE MAINT SCHOOL 429 - VEHICLE MAINTENANCE - Total $2,308 $40,821 $6.075 $3,518 $23,743 $14,444 $6,031 $1,908 $792 $35,008 $34,818 $14,841 $3,780 $188,088 $9,143 $5,321 $7,351 $01 $15,649 $9,831 $5,954 SO $0i $14,022 $30,444 $10,804 $0 $108,519 $4,215 $3,368 $4,227 sol $19,376 S8.307 $5,333 $o $20,695 $37,742 $13,635 SO, $116,897 $6,000 $6,000 $10,000 so $24,315 $11,500| $8,000 $2,000 $24,000| $37,000 $18,000 $0 $146,815 $0 $2,130 $7,489 $01 $21,344 $8,412 $7,432 $C $0 $38,168 $13.353 $5,103 $0 $103,431 $6,000 $6,000 $10,000 $01 $8,240 $0L $2,000 $26,400 $40,700 $19,800 $0 $156,029 $6,000 $6,000 810.000 $25,044 $11,845 $8,240| $O 52,000 $26,400 $40,700| $19,800 $0 $156,029 180f 28 ===PAGE 5=== Town of Lunenburg FY2013 Town Manager' Budget Recommendation Line Code & Description 491 - CEMETERY DEPARTMENT Object Description 511000 SALARIES DIVISION/DEPT HEADS 513000 SALARIES OVERTIME 519001 UNIFORM ALLOWANCE 519010 CONTRACT EVALUATION STIPEND 514002 LONGEVITY PAY 558000 UNIFORM ALLOWANCE REIMBURSEMENT 491 - CEMETERY DEPARTMENT - Total 192 - PUBLIC BUILDINGS 521011 ELECTRICITY CHARGES 521012| HEATING CHARGES/FUEL OIL 521025 HEATING CHARGES/NATURAL GAS 523001 WATER CHARGES 523003 SEWER USEAGE FEE 523004 SEWER CONNECTION FEES 531038 RENO & SPACE NEEDS ANALYSIS. 531037 ENG SERV NEW LIBRARY ROOF 524100 REPAIRS & MAINTENANCE 540000 SUPPLIES 192 - PUBLIC BUILDINGS - Total 193 - DIRECTOR OF FACILITIES & GROUNDS 511000 FACILITIES MANAGER MAINTENANCE WORKER 511012 SALARIES CUSTODIAL STAFF 513000 SALARIES OVERTIME 514002| LONGEVITY PAY 519001 UNIFORM ALLOWANCE 519005 WEEKEND ON CALL STIPEND 519010|CONTRACT EVALUATION STIPEND Personnel Sub-Total: Expended FY Expended FY Expended FY Appropriated FY12 FY2012 Expended 11/30/11 $42,553 $229 $650 $848 $954 $ol $45,234 $64,908 $0 $15,511 $2,344 $2.121 $0 $14,880 SO $30 $55 $99,850 $37,541 $32,973| $1,184 $1,138 $6,525 $1.112 $80,472 $42,988 $0 $45,011 $65,748 $O $13,242 $1,579 $2,221 $O $0 so $82,789 $37,448 $33,275| $2,286 $838 $1,138 $6,500 $0| $81,484L $43,827 $268 $650 $0 $1,205 $45,950 $66,472 $01 $14,871 $1,964| SO. $0 $0 $0 $49,887 $1,910 $1.024 sol $650 $6,539 l $60,011 Dept Request FY2013 Town FY2013 Manager Recommenda $44,704 $1,000 $650 $0 $1,230 so $47,584 $54,000 $5,000 $10,000 $5,000 sol $50,886 $17,555 $0 $2,000 $1,145 $1,300 $6,500L SO 579,386l $18,155 $0 $650 $0 $O $18.805 $54,000 $0 $9,999 $1,750 $3,000 $0 $0 $250 $68,999 sol $0 $ol $45,598 $1,030 $650 $0 $1,254 $0 $48,532 $59,400| $5,500 $11,000 $5,000 $0 $51,704 $18,082 $0| $2,060 $1,145 $1,300| $6,500| $80,791 $45,598 $1,030 $650 $0 $1,254 $48,532 $59,400 $5,500 $11,000 $5,000$ $3,000 $O $0 $51.704 $18,082 $2,060 $1,145 $1,300 $6,500 $80,791 190f 28 ===PAGE 6=== Town of Lunenburg FY2013 Town Manager' Budget Recommendation Line Code & Description Object [Description 521004 PAINT EXT EAGLE HOUSE (OLD) 524200 NEW EQUIPMENT MTC 531003 CONTRACTED SERVICES 531006 LAKE SHIRLEY DAM/ INSPECTION 531039 LANDFILL MONITORING 531041 TEEN CENTER EXPENSES 531042 CONTRACTED CLEANING SERVICES 541001 CUSTODIAL SUPPLIES 541002 BUILDING MTC SUPPLIES 558000 UNIFORM ALLOWANCE REIMBURSEMENT 584000 RENOVATE TOWN BEACH BLDG 584200 RENOVATE RITTER BUILDING 587028 PURCHASE MOWER Expenses Sub-Total: 193 - DIRECTOR OF FACILITIES & GROUNDS - Total 294 - TREE REMOVAL |294 - TREE REMOVAL - Total 650 - PARKS & RECREATION Personnel Sub-Total: 513000 SALARIES OVERTIME 531006 PURCHASE OF SERVICE 541018 SUPPLIES 511000 SALARY PARK SUPT 512100' SALARIES TOWN BEACH 512102 SALARIES SUMMER RECREATION DIR 514002 LONGEVITY PAY 513000 SALARIES OVERTIME 519001 UNIFORM ALLOWANCE 519010| CONTRACT EVALUATION STIPEND 531032|CONTRACTUAL SUMMER BASKETBALL DEPARTMENTAL EXPENSES 531006 PURCHASE OF SERVICE Expended FY | Expended FY Expended FY Appropriated 2009 2010 2011 FY2012 Sol $92,679 $10,000 $9,000 54,821 $9,758 so $0! $130,500 30 $256,758 $337,230 $2,142 $6,150 $996 $9,288 $43,014| $12,049 $2.000 $372 $650 $1,295 $59,381 sol so $0 $91,262 $8.000 $3,100 $6.005 $5.734 $5,937 SO. so $120,038L $201,522 $1,172 $7,250 $110 $8,532 $43,622 $14,783 $0 Sol $0 $650l $59,055 $2.000 SOL $65,890 $10,000 $5,600 $7,995 $43,128 $6,073 $6,452 SOL $0 sol $0 $145,138 $205,148 $1,130 $8,075 $0 $9,205 $34,487 $11,928 $O $0 $650 $47,065 $2,000 $4,525 50 $0 $0 $o $0 $246,015 $3,000 $12,500 $1,000 $16,500 $15,364 $15,000 $0L $0 $1,000 $650 $32,014 sol $6,400| $30,000 FY12 Expended 11/30/11 Dept Request FY2013 Town FY2013 Manager Recommenda $39,821 $241| $4,853| $45,000 $2,352 $6,419 $0 $0 $0 SO $98,686 $123,502 $1,183l $2,400 $3,583 $1,997 $10,945 sol sol $0 $12,942 $2,000 $30,000 SO 50 $80,000 $10,000 $8,000 $10,592 $45,000 $5,500 $7,500 $0 $0 $167,592 $248,383 $3,090l $12,500 $1,000 $16,590| $15,825 $15,450 $0 sol $1,030 $650 $0 $32,955 sol $6,400l $30,000 $80,000 $10,000l $8,000 $10,592 $45,000 $6,500 $0 $0 $0 5248,383 53,090 $12,500 $1,000 $16,590 $15,825 $15,450 18 $1,030 $0 $32,955 $6,400 $30,000 20of 28 ===PAGE 7=== Town of Lunenbur Y2013 Town Manager' Budget Recommendatio Line Code & Description Object Description 531008 CUSTODIANS - BASKETBALL PROGRAM 558000 UNIFORM ALLOWANCE REIMBURSEMENT 531033 CONTRACTUAL BASKETBALL 599999|BACK STOP - MARSHALL PARK Expenses Sub-Total: 650 - PARKS & RECREATION - Total Total: Department of Public Works 433 - SOLID WASTE COLLECTION/DISPOSAL 513000 OVERTIME - SOLID WASTE DEVENS HOUSEHOLD HAZARDOUS WASTE MASS TOSS COOPERATIVE MUNICIPAL BUILDING RECYCLING MUNICIPAL BUILDING DUMPSTERS 521023 EXPENSES RECYCLING PROGRAM 433 - SOLID WASTE COLLECTION/DISPOSAL - Total Total: Solid Waste Health & Sanitation 512 - GENERAL HEALTH EXPENSE Personnel Sub-Total: 511000| SALARY ADMINISTRATIVE ASSISTANT 531006 PURCHASE OF SERVICE 531031 RABID ANIMAL CONTROL 534400 POSTAGE 534500 ADVERTISING 540000 OFFICE SUPPLIES 571000|MILEAGE REIMBURSEMENT 573000|DUES/MEMBERSHIP 541023 EMERGENCY PREPAREDNESS /TRAINING Expended FY Expended FY Expended FY Appropriated 2009 2011 FY12 Dept Request FY2013 Town FY2012 Expended FY2013 Manager 11/30/11 Recommenda $0 So $O sol $0 $O SO $O $0 so sOl SoL 50. $6,400 $5,081| sol $0 $0 $6,400 $7,081 $0 $36,400 $36,400 $65,781 $66,136| $1,512,107 $1,326,921 $0 $2,500 sO $2,500 $7,500 $7,548| $5,544| $O $80,000 $160,847 $178,863 $80,000 $160,847 $178,863 $125,000 $125,850 $125,000 $127,500 $125,850 $148,092 $80,000 5160,8471 $178,863 $127,500| $125,850 $148,092l $26,819, $26,819 $28,521 $28,521 50 $241 $0 _$108 $18 so $144 $53,590 $68,414 $1,344,574 $1,429,700 $66 sol so! so! $30,535 $30,535 3 8 8 8 3 8 888 $31,294 $31,294 $120 $200 $225 $500L $150 $100 $300 sol SO $32,000 $44,942 $905,1411 $12,638 $12,638 $01 50 $0| $0 $250 $0 $100 $0 $01 $69,355 $1,430,066 $32,401 $32,401 $120 $200 $225 $0 $500 $150 $100 $300 $0l $36,400 $69,355 51,434,066 $2,500 57,500 $7,548 $5,544) $125,000 $148,092 5148,092 $21,601 , $21,601 $120 5200 $225 $500 $150 $100 $300 sol 21of 28 ===PAGE 8=== 1713 MAIN ST• ===PAGE 9=== LUNENBURG DEPARTMENT OF PUBLIC WORKS MISSION STATEMENT: "The mission of the Department of public Works is to protect, preserve and improve the Town's infrastructure and related assets in a manner which meets and enhances the current and future social and economic needs of the community, to contribute to a healthy, safe and quality environment for the town's citizens and visitors, and to provide a cost effective and environmentally sound means of disposing of solid waste and waste water" DEPARTMENT PHILOSOPHY: "Honesty and integrity are absolutes. They characterize the only forum in which anything worthwhile can be accomplished. Do things right the first time. It may take a little longer but we will only have to do it once. Loyalty both up and down the chain of command is essential to success. Every town administrator and employee is important. Those at the top are the support people. The real work is done by the men and women, who drive the trucks, operate the equipment, turn the wrenches, and provide a seamless flow of paperwork." DEPARTMENTAL OBJECTIVES • Establish a management presence to permit and review construction projects in concert with other boards and commissions. Coordinate and monitor constructior. activity • Establish better record keeping of plans and as-builts for all DPW activities • Increase training to enhance the safety and abilities of all public works employees • Develop an inventory of town assets under the umbrella of public works and prioritize improvements • Increase computer usage in all divisions for budgeting, cost accounting, and planning. • Continue to coordinate administrative directives with the activities of all public service departments and organizations with the Department of Public Works to improve service levels ===PAGE 10=== DIVISIONS WITHIN THE DEPARTMENT "As caretakers of the town's infrastructure our goal is to preserve and enhance Lunenburg's resources for future generations. To that end our goal is to meet or exceed all expectations associated with the challenges of each of the divisions under the Highway The Highway Division provides for the maintenance of 172 lane miles of paved roadways, repairing potholes, patching, and overseeing large subcontracted paving operations. Associated with roadway maintenance are street signs, traffic line painting, shoulder reconstruction, and street sweeping. Highway staff manages and supports the storm water system installing and/or rehabbing drainage, systems and structures and the cleaning of over 1700 catch basins. The DPW has taken the lead in the successful compliance with EPA and DEP mandated regulation for a storm water management program. Storm water is defined as rainwater / snowmelt that flows over the ground. Paved surfaces prevent this flow from soaking into the ground naturally. Water flow can pick up debris, dirt, motor oils, animal droppings, soaps, fertilizers, pesticides and other pollutants. These pollutants then flow into the storm water system or directly into a lake, river, stream or wetland. It is the charge of the DPW to insure public health and safety by limiting or eliminating altogether this flow of pollutants. The program has been a success to this point by identifying and mapping outfalls and isolating problem areas. The DPW is currently in the public education phase of the mandate. Recent presentations to students in the elementary school have met with great success and both the principal and school superintendent plan to continue the involvement by integrating the demonstrations into the curriculum as a whole. During winter months the DPW is focused on the safe movement of traffic by plowing and sanding of streets and facilities during snow / ice operations. Highway personnel work tirelessly to insure the safe movement of pedestrian and vehicular traffic. Sewer Beginning in 2000-2001 the Town began an aggressive project constructing 13 million dollars of infrastructure in the form of approximately 13 miles of sewer mains and pumping stations. The Director acted as project manager and liaison to town departments. Members of the DPW staff continue as custodians of the entire system from permitting and inspections of new connections to daily preventative maintenance on the pumping stations and main collector lines. The Director dedicates approximately one-fourth of his time to the sewer work, that portion of his salary paid by the sewer enterprise fund. Two additional stall members split their workday between sewer related tasks and other public works duties. ===PAGE 11=== The appointment of a dedicated sewer commission and the hiring of a sewer division business manager have consolidated the tasks formerly done by many individuals on a part time basis. Facilities The following is a list of properties for which the DPW is responsible: • DPW Garage 520 Chase Rd • Park Bld. Leominster Rd • Cemetery Bld. Holman St. • All athletic fields and playgrounds excluding school properties • Town Beach • Ritter Bld. Primary Annex Building New Public Safety Complex Town Hall Eagle House Town Common Teen Center • Jones house • Veterans Park An outside vendor provides scheduled janitorial services to all Town buildings. The HVAC systems of the Library, Public Safety, and Town Hall buildings are preventatively maintained by contractual agreement with private vendors. Given the condition of the older buildings, no previously identified funding source, or staffing, a tremendous backlog of work has evolved. These issues are now being addressed on a daily basis by one individual hired as a facilities superintendent and a newly hired 19 hr. per week employee. The newly constructed buildings continue to be a source of frustration and an unexpected expense in the form problematic issues that have exceeded warranty. From the outset there was no exit plan for the vacant buildings nor was there any maintenance program established or funded as construction of the new buildings was undertaken. Initially, with no identified source of funding and no staff the DPW was charged with all maintenance responsibilities. Long range planning for Town properties has not yet been entirely formulated. Limited staff has resulted in a reactionary approach to daily needs.. The public is both vocal and critical of the Town "doing a lousy job of taking care of its buildings..." This perception although somewhat valid reflects poorly on the DPW. Parks In conjunction with the three elected Park Commissioners DPW personnel oversee and maintain all parks and grounds exclusive of school property. Much of the Spring/Fall cleanup and mowing is subcontracted. Some fields are maintained by local volunteers. ===PAGE 12=== The new multi-use track complex remains under the control of the commissioners. Once again a substantial project was and continues to be constructed with no clear plan for maintenance. Cemetery One cemetery manager, a DPW employee, handles the duties of the North and South cemeteries, maintaining the grounds, coordinating burials, and meeting regularly with the three members of the Cemetery Commission. The DPW supplies equipment and support staff for, on average, forty burials a year. LEVEL FUND BUDGET "Public opinion in this country is everything..." Abraham Lincoln During the mid to late nineties the charge was "do more..." as we entered the 2000's it became "do more with less..." currently, given the volatility of the economy, the challenge becomes "provide necessary services with what will likely be inadequate funding." Level funding, should in no way be mistaken for adequate service. The Public Works operational budget over the last two decades has remained stagnant or decreased while the scope of services continues to expand. Dollar amounts proposed for 2013 are in some cases less than those of the early to mid-1990. Similarly staffing levels have been reduced. A continual. decrease in resources will further compromise the effectiveness, efficiency and overall production of this department. General Roadway Maintenance Of the overall 26 million dollar budget passed at TM 2011 less than one half of one percent, approximately one hundred thousand dollars, was dedicated to road repair. Industry standard places the value of our 180 lane miles at sixty million dollars. This inequity over time has placed the DPW in a free fall of failure creating deplorable pavement conditions. Ot the many seasonal tasks provided in house none is more important than maintaining our storm water system. This effort begins with removing winter sand from the roads in a timely manner before it enters the drainage system. Due to limited personnel it becomes impossible to accomplish this in every sense prior to spring rains. For example; even if the street sweeper and one truck were dedicated to this task on a daily basis the completion rate would be only 75-80% of the road miles depending upon weather conditions. This leaves 2 individuals to do ALL remaining maintenance. The second line of defense is catch basin cleaning. DPW personnel address those structures around lakes ===PAGE 13=== and other water bodies early in the season. One truck, one employee, and nearly 2000 structures town wide. Not all can be cleaned yearly. Using this model, Depleting resources further will therefore have a direct affect upon the quality of our wetland areas. Facilities Maintenance Any reduction in funding will adversely affect preventative and general maintenance which overtime will result in major costly repairs. Currently much of the technical work is outsourced. Maintenance contracts increase yearly. Tree Removal Due to the location and size of most trees nearly all of this work is outsourced. Lack of resources causes the department to be reactionary with little or no preventative maintenance. Recent storms in 2008 and 2011 had a catastrophic effect town wide. Although much work has been accomplished through MEME and FEMA funding damage to trees not readily visible will create problems for years to come. A reduction to this component of the budget will allow the presence of hazardous limbs and trees to pervade the landscape and a public safety issue for the general public. Vehicle Maintenance One need only look to the skyrocketing costs of fuel and petroleum based products to understand that should we attempt to effectively manage a comprehensive vehicle maintenance program with reduced funding front line first responder vehicles and apparatus could be compromised. Town "Barn" Maintenance With a newly remodeled and expanded facility, operational costs are difficult to estimate with precision. Simply, an expanded facility is likely to increase operational costs. Snow Removal "perception is reality in the municipal arena.." Operating in a deficit, although perfectly legal, creates the perception that winter operations is never able to work within the allocation. It is less than transparent that as a community and knowing full well the allocated amount is unrealistic we continue to underfund what is arguably the most important function of the DPW overall. Each year I raise the issue of extended hours of operation during snow/ice events. In no other department are employees asked/required to labor past what are clearly unsafe limits. Firefighters work in critically timed shifts, and have invaluable assistance through mutual aid. Police will typically work an eight hour shift and have reserve officers as ===PAGE 14=== backup. School personnel and clerical staff are often excused during extreme events. he dupersonnel, as first responders, work the storm from begiming to end regardless of ===PAGE 15=== Building Name: | Town Hall Year Built: / 1820 Exterior Roof Windows Siding Foundation Interior Condition Failure Poor r F Condition Failure Poor Electrical Plumbing HVAC Walls & Ceilings Flooring Furnishings Г Fire/Sprinkler System T Г BUILDING CONDITION SURVEY FORM Survey Date: Completed By: / 10/17/11 Fair Good Excellent N/A Year of Replacement 2013 2014 2015 2016 2017 Г • ґ Fair Good Excellent r r N/A Year of Replacement 2013 2014 2015 2016 2017 r r Г Г Г r Г Г Г Comments Old windows and lack of exterior insulation. ===PAGE 16=== BUILDING CONDITION SURVEY FORM Survey Date: Completed By: Building Name: Year Built: Library 2005 Exterior Roof Windows Siding Foundation Condition Failure Poor Fair Good Excellent Г N/A 10/17/11 JB Year of Replacement 2013 2014 2015 2016 2017 Interior Electrical Plumbing HVAC Walls & Ceilings Flooring Furnishings F Fire/Sprinkler System T Condition Failure Poor r Г Fair Good Excellent N/A Year of Replacement 2013 2014 2015 2016 2017 r Г Г Г Г Г Г Г Comments Siding shows areas requiring painting. Carpeting is worn in many places. ===PAGE 17=== Building Name: Park Building Year Built: Exterior Roof Windows Siding Foundation Condition Failure Poor Г Г Г Interior Condition Failure Poor Electrical Plumbing HVAC Walls & Ceilings Flooring Furnishings Fire/Sprinkler System F Comments Г Clean out and demolish. BUILDING CONDITION SURVEY FORM Survey Date: Completed By: Fair Good Excellent / 10/17/2011 /JB Year of Replacement 2013 2014 2015 2016 2017 N/A r Г Fair Г Good Excellent Year of Replacement 2013 2014 2015 2016 2017 N/A r Г Г Г Г ===PAGE 18=== Building Name: Jones House Year Built: / 1836 BUILDING CONDITION SURVEY FORM Survey Date: Completed By: / 10/17/11 Exterior Roof Windows Siding Foundation Condition Failure Poor Fair Good Excellent N/A Year of Replacement 2013 2014 2015 2016 2017 Г r Interior Electrical Plumbing HVAC Walls & Ceilings Flooring Furnishings Fire/Sprinkler System Г Condition Failure Poor Fair Good Excellent Г Г Г Г Г N/A Г Г Г Year of Replacement 2013 2014 2015 2016 2017 r Г Г Г Г Г Г Comments Overall condition has been evaluated and building is currently for sale. ===PAGE 19=== Building Name: Year Built: Eagle House Senior Center / 1740 BUILDING CONDITION SURVEY FORM Survey Date: Completed By: 10/17/11 Exterior Roof Windows Siding Foundation Condition Failure Poor r Fair Good Excellent N/A Year of Replacement 2013 2014 2015 2016 2017 Г Г Interior Condition Failure Poor Г Fair Г Good Excellent Year of Replacement 2013 2014 2015 2016 2017 N/A r Electrical Plumbing HVAC Walls & Ceilings Flooring Furnishings Fire/Sprinkler System T Comments F Г Г Г Г Г Г Г Г Two air leaks in the dry fire prevention system. Paint exterior trim. Install generator. Install ADA ramp to connect upper and lower parking lots. ===PAGE 20=== Building Name: Year Built: DPW Facility | 1970 BUILDING CONDITION SURVEY FORM Survey Date: Completed By: 10/17/11 | JB Exterior Condition Failure Poor Г Fair Good Excellent N/A Year of Replacement 2013 2014 2015 2016 2017 Roof Windows Siding Foundation Interior Condition Failure Poor Fair Year of Replacement 2013 2014 2015 2016 2017 Good Excellent Г N/A Г Electrical Plumbing HVAC Walls & Ceilings Flooring Furnishings Fire/Sprinkler System T рак- Г Г Г Г Comments Currently under total renovation. ===PAGE 21=== Building Name: Cemetery Building Year Built: / 1930 BUILDING CONDITION SURVEY FORM Survey Date: Completed By: / 10/19/11 Exterior Roof Windows Siding Foundation Condition Failure Poor Fair Good Excellent N/A Year of Replacement 2013 2014 2015 2016 2017 Interior Electrical Plumbing HVAC Walls & Ceilings Flooring Furnishings Fire/Sprinkler System 5 Condition Failure Poor Г Fair Good Excellent Г r N/A Г Year of Replacement 2013 2014 2015 2016 2017 Г Г Г Г Г Г Comments Building should be demolished. ===PAGE 22=== Building Name: | BeachHouse Year Built: 1930 Exterior Condition Failure Poor Roof Windows Siding Foundation Interior Condition Failure Poor Г Electrical Plumbing HVAC Walls & Ceilings Flooring Furnishings Fire/Sprinkler System Г Г Г Comments BUILDING CONDITION SURVEY FORM Survey Date: Completed By: Fair Good Excellent N/A | 10/18/11 /JB Year of Replacement 2013 2014 2015 2016 2017 Г Fair Г Г Г Good Excellent Year of Replacement 2013 2014 2015 2016 2017 N/A r Г Г Г Г Г Г Г Г ґ Interior carpet is torn and worn. Siding will require painting. ===PAGE 23=== BUILDING CONDITION SURVEY FORM Survey Date: Completed By: Building Name: Annex Building Year Built: 1926 Condition Failure Poor Г 10/18/11 Exterior Roof Windows Siding Foundation Fair Good Excellent N/A Year of Replacement 2013 2014 2015 2016 2017 Г Interior Electrical Plumbing HVAC Walls & Ceilings Flooring Furnishings Fire/Sprinkler System F Comments Condition Failure Poor Fair Good Excellent N/A Year of Replacement 2013 2014 2015 2016 2017 Г Г Г Г Г Г Г Г Basement requires regular pumping. Building is leased. ===PAGE 24=== Building Name: Year Built: Teen Center / 2005 Exterior Condition Failure Poor Roof Windows Siding Foundation Г Interior Condition Failure Poor Electrical Plumbing HVAC Walls & Ceilings Flooring Furnishings Fire/Sprinkler System Comments BUILDING CONDITION SURVEY FORM Survey Date: Completed By: : 10/19/11 Fair Good Excellent N/A Year of Replacement 2013 2014 2015 2016 2017 r Г Fair Good Excellent N/A Year of Replacement 2013 2014 2015 2016 2017 Г Г ===PAGE 25=== Building Name: Year Built: BUILDING CONDITION SURVEY FORM Survey Date: Completed By: Exterior Roof Windows Siding Foundation Public Safety Building 2004 Condition Failure Poor Г Fair F 10/17/11 Good Excellent N/A Year of Replacement 2013 2014 2015 2016 2017 r Г Interior Electrical Plumbing HVAC Walls & Ceilings Flooring Furnishings Fire/Sprinkler System F Condition Failure Poor Fair Good Excellent N/A Г Г Г Year of Replacement 2013 2014 2015 2016 2017 Г Г Г Г Г Г Г Г Comments HVAC has been a chronic problem due to inferior construction. Plumbing leaks in different spots regularly. In valley areas on the roof ice dams form and leak in extreme conditions. Thousands have been spent due to less than adequate construction quality and oversight thereof. ===PAGE 26=== BUILDING CONDITION SURVEY FORM Building Name: Ritter Year Built: | 1963 Survey Date: Completed By: 10/17/11 Exterior Condition Failure Poor Fair Good Excellent F N/A Year of Replacement 2013 2014 2015 2016 2017 Roof Windows Siding Foundation Interior Condition Failure Poor r Fair Good Excellent N/A Year of Replacement 2013 2014 2015 2016 2017 Electrical Plumbing HVAC Walls & Ceilings Flooring Furnishings Fire/Sprinkler System F r Г Г Г Г Г Г Comments Roof replacement: Asphalt section only. Antiquated ac unit: parts not available. Replacement windows for energy efficiency. ===PAGE 27=== АРИЛ - AMERICAN PUBLIC WORKS ASSOCIATION Washington Office 1401 K St., NW, 11" Floor Washington, DC 20005 202-408-9541/Fax 202-408-9542 Guidance Position Statement Public Works Professionals as Emergency Responders Statement of Purpose: The American Public Works Association (APWA) and its members seek to increase awareness and recognition of the role of public works entities in North America that perform with distinction during emergencies and disasters of all types and sizes. It is critical to the safety of all citizens and the sustainability of all communities that the public, government agencies, and other professional and technical organizations recognize and support the activities, efforts, and contributions of the nation's public works employees to ensure the safety of all. Statement of Position As professionals, we must do more to inform and educate the public and our political leaders on the crucial role that public works employees fill every day in responding to and recovering from minor local disasters and emergencies, and high profile events such as earthquakes, tornadoes, floods or terror attacks. It should also be noted that public works are often the only public employees qualified and capable of providing services and labor during disaster recovery efforts. As a first effort, we strongly urge the media to fully recognize the efforts of the public works personnel involved in events such as the WTC and Pentagon attacks. We further urge the media to seek out and promote public works activities in the day-to-day local emergencies that occur in virtually every community across the nation. APWA urges all government officials to take the following actions to increase awareness of the role and specialized capabilities public works employees provide in emergency and disaster response operations. • Routinely recognize, acknowledge, and include references to "public works" as a "first responder" in speeches, reports, and comments to the media relative to emergency and disaster response. ===PAGE 28=== • Increase and earmark funding in budgets to improve public works disaster capabilities and to develop new and emerging technologies that will aid public works in its mission-critical disaster and emergency response role. • Request the involvement of public works professionals when discussing emergencies and/or disasters at legislative or congressional hearings and briefings. • Use the resources of APWA to identify qualified and experienced individuals and groups to discuss emergency management issues. • Support legislation to improve and enhance public works communications capabilities, especially as it relates to other first responders. • Support opportunities for and increase funding of training for public works employees on emergency response topics, specifically training related to debris management, terrorism, and weapons of mass destruction. specificaly foresed on thorite of plebic consin such as neil programs and idles specifically: • Producing television segments and print articles focused on the public works role in emergency and disaster response; • Inclusion of "public works" when referencing emergency and disaster response ettorts; • Interviewing public works professionals as experts when discussing local, regional, or national emergencies and • Highlighting public works professionals as members of primary response teams involved in emergency or disaster response. Background and Rationale It has always been a difficult challenge to focus attention on the important role that public works fulfills until a significant disaster or terrorism event occurs. This was noted following the Loma Prieta earthquake in California in 1992 and again following the attack on the Murrah Federal Building in Oklahoma City in 1995. Very often these efforts are virtually overlooked in favor of the high media coverage of the response phases of a disaster that are dominated by the overwhelming presence of law enforcement, fire and emergency medical services. This challenge has been especially true since the attacks on the World Trade Center in September of 2001. While the public works efforts at the World Trade Center have been virtually overlooked by the media and others, the fact remains that the recovery efforts at ===PAGE 29=== the World Trade Center have been directed by and carried out by City of New York Construction and Engineering personnel, Solid Waste Department, and numerous private public works contractors. Similarly, little was known about the efforts of public works in Oklahoma City until a media sponsored television program focused on these efforts. Several years ago, the Federal Emergency Management Agency (FEMA) - now a part of the Department of Homeland Security - recognized four "first responder" disciplines to any emergency: law enforcement, emergency medical services, the fire service, and public works. Most recently, Homeland Security Presidential Directive 8 has again recognized public works as a first responder. Since the early 1980s FEMA has endorsed, supported and trained emergency responders and others in the use of the Integrated Emergency Management System (IEMS). This system recognizes that all four "first responder" disciplines play equally important roles in emergency response activities. Further, it is widely acknowledged that public works has the greatest responsibility for mitigation and recovery activities, such as the design of facilities, the assessment of damage, and the removal of debris. The public and many politicians readily acknowledge the first response role fulfilled by law enforcement, emergency medical services, and the fire service, but often fail to connect the critical emergency response services provided by public works. Without the diligent and dedicated efforts of public works entities response to any emergency, disaster or terrorist attack would be difficult, if not impossible. Disasters of any type and size can significantly affect the nation, its citizens, and communities. Disasters may cause death and injury, property and job loss, and disruption of public services. Every disaster provides valuable lessons that, if implemented, can eaty improf sember prepared hesitand response ges pabic nail pualy orks providers to adequately prepare for the threat of terrorism and weapons of mass destruction. Sponsor Emergency Management Committee ===PAGE 30=== DEPARTMENT: PUBLIC WORKS Sewer Dept, J. Rodriquenz (15%) Sewer Bus. Mgr, B. Lefebvre Park Dept. 6 Month - TBD Summer Intern TBD Technician C. Dowd Technician J. Breault (2%) ORGANIZATIONAL CHART Director J. Rodriquenz (85%)/ Admin Assistant A. Moore Highway Supt. J. Gendron Cemetery Dept. G. Bingham Laborer/ Operator M. Roberts Laborer/ Operator J. Progin Laborer/ Operator TBD Facilities J. Breault (98%) Part Time Laborer TBD Vehicle Mtc. Mechanic D. Thibeault Mechanic Assist. G. Smith ===PAGE 31=== DEPARTMENT: PUBLIC WORKS ORGANIZATIONAL CHART PROPOSED FY13 Director 1. Rodriquenz (85%)) Sewer Dept. J. Rodriquenz (15%) Sewer Bus. Mer. B. Lefebvre Highway Supt, J. Gendron Park Dept. 6 Month - TBD Summer Intern TBD Laborer/ Operator M. Roberts Laborer/ Operator J. Propin Technician C. Dowd Technician D. Breault (2%) Laborer/ Operator TBD I current Laborer/ Operator Cemetery Dept. G. Bingham Summer Intern TBD Laborer/ Operator Facilities J. Breault (98%) Full Time Laborer TBD Current Vehicle Mtc. Mechanic D. Thibeault Mechanic Assist. G. Smith ===PAGE 32=== In House Outsource 10-25% 25 - 50% 50-75% 75 - 100% Roadway Maintenance 90 miles of Town Accepted Streets Paving DPW Support of Paving Program Crack Sealing Max. 25K Patching / Potholes * Shoulder Work / Aprons / Berms Guardrails Roadside Mowing 172 lane miles Street Sweeping X X X X X X Drainage Stormwater Compliance Structure and Pipeline Repair / Replacement Catch Basin Cleaning 1700 Structures Drain Line Flushing/Cleaning Tree Removal Emergencies ×**× XX X X X Signs X X | MUTCD Compliance.To be completed spring 12 [Line Painting: Striping and Markings X Capped Landfill DEP Compliance Monitoring / Testing General Maintenance: ===PAGE 33=== In House Outsource 10-25% 25-50% :50 - 75% 75-100% Lake Shirley Dam Defeciencies Minor erosion: Downstream ends of retaining walls Crest has settled 4" Slight cracking of spillway channel walls. Pitting of weir downstream Slab adjacent to grates in gatehouse settled 5/8" Minor vertical cracking of upstream wave walls Minor erosion behind rt. wave wall. Far rt. Lft. Wave wall:2" horizontal movement 11'lft of spillway Develop 0&M manual Develop formal EAP Follow up inpections as mandated Spalling on top surface of catwalk Wave walls: vertical cracking and spalling Fill sink holes, burrow holes. Scoured entrance at MLO pipe inlet Stones at bridge in left span Vegetation on private property Recommendations Ad like material seed / rip rap Aerate / top dress / seed Mortar grout Monitor Flexible waterproof caulk Rip rap over fabric Monitor Weston & Sampson Weston & Sampson Stantec Consulting Remove loose concrete. Epoxy Flexible waterproff caulk Fill and compact Monitor Remove Trim / Remove Status: Complete N/A Complete N/A Complete Complete N/A Complete Complete Under Contract Complete Complete Complete N/A Complete Initiated. Lot line conflicts ===PAGE 34=== In House Out source Vehicle Maintenance Number of Vehicles Equipment Serviced: Public Works Police School 28 12 3 X X X Facilities Properties: X X DPW Park Cemetery Town Beach Ritter Primary Annex * 1 FTE on call 24-7 / 1 PTE Public Safety Complex Town Hall Eagle House Teen Ctr Jones House Sewer X X 13 Miles of Pipe 10 Pumping Stations |Inter Community Billing andAccounting.Leominster Fitchburg [Installation Inspections *1 FTE on call 24-7 Winter Operations Sub contractors 18 X ===PAGE 35=== In House Outsource 10-25% 25-50% 50-7.5% 75-100% CEMETERY DIVISION North and South Cemeteries: Burials Grounds Maintenance: Spring / Fall Cleanups Mowing / Trimming Mapping Expansion Area PARK DIVISION All Public Grounds (excluding school property): Baseball Fields Basketball Court Town Beach Turf Complex [Spring / Fall Cleanups Mowing Game Day Prep Rubbish Removal Beach Prep. Lifeguard/Lessons Trash / Daily inmate assistance inmate assistance X X X ===PAGE 36=== NAME SUMMER STREET NW TOWNSEND RD RESERVOIR ROAD FORT POND ROAD LAKEFRONT CHASE ROAD 2 NORTHFIELD ROAD 3 CHASE ROAD NORTHFIELD ROAD 4 WHITE STREET GOODRICH ST 2 WEST STREET 4 LEOMINSTER ROAD 2 RESERVOIR RD 3 RESERVOIR RD 2 RESERVOIR RD 4 NORTHFIELD ROAD 6 AW TOWNSEND RD 2 HOWARD STREET FLAT HILL ROAD 4 HOLMAN STREET HOLMAN STREET 3 W TOWNSEND RD 3 FLAT HILL ROAD 2 NORTHFIELD ROAD 5 FLAT HILL ROAD KILBURN STREET 2 FLAT HILL ROAD 3 WEST STREET 2 WHALOM ROAD 2 WEST STREET SUNNY HILL ROAD 2 PAGE STREET 4 PAGE STREET 2 YOUNGS ROAD W TOWNSEND RD PIONEER DRIVE WHALOM ROAD TURKEY HILL ROAD ARBOR STREET BEAL STREET MAN- CATCH WATER SEWER HOLES BASINS BEGINNING 14฿ 9 FITCHBURG LINE 8 TOWNSEND LINE 4 LEOMINSTER-SHIRLEY RD LANCASTER LINE 9 PROSPECT STREET C. MASS GARDEN CNTR MAPLEWOOD GOLF COURSE 34 TOWNSEND LINE 6 CHASE ROAD 16 MASS AVENUE RESERVOIR ROAD 4. HOLLIS ROAD 22 PROSPECT STREET FLAT HILL ROAD GOODRICH STREET 297 RESERVOIR... OAK AVENUE 1 CHASE ROAD 24 NEW WEST TOWNSEND+H159 ROAD RESERVOIR ROAD CHASE ROAD NORTHFIELD ROAD 262 WEST TOWNSEND ROAD COURTLAND CIRCLE SOUTH 100 M SE OF GILCHREST ST 3 PAGE STREET GOODRICH STREET SUNSET LANE 4/727 WEST STREET 46 19|SUMMER STREET 4 ELECTRIC AVENUE 10 WEST STREET FLAT HILL ROAD LANCASTER AVENUE 15|WHALOM ROAD 29 CHASE ROAD 10 LEOMINSTER-SHIRLEY ROAD x D ELECTRIC ROAD 12 NORTHFIELD ROAD 1 PAGE STREET 8 CHASE ROAD ENDING ¡LEOMINSTER LINE FITCHBURG LINE GOODRICH STREET LEOMINSTER-SHIRLEY RD LEOMINSTER LINE MASS AVENUE CHASE ROAD C.MASS GARDEN CNTR (100M SE OF GILCHREST ST FITCHBURG LINE WINTER HILL ROAD SUNNY HILL ROAD 200 M NORTH OF KILBURN ST 297 RESERVOIR ROAD (FLAT HILL ROAD PAGE STREET MASS AVENUE 262 WEST TOWNSEND ROAD 155 HOWARD STREET SUNSET LANE 1 LANE BRIDGE (MULPUS BRK) HIGHLAND STREET TOWNSEND LINE ELMWOOD ROAD OAK AVENUE COURTLAND CR (SOUTH) ¡LEOMINSTER ROAD PAGE ROAD WEST STREET EXT ELECTRIC AVENUE 727 WEST STREET LEOMINSTER ROAD 416 PAGE STREET 367 PAGE STREET SUMMER STREET INORTHFIELD ROAD LEOMINSTER LINE [LAKEFRONT ROAD OAK AVENUE MASS AVE MASS AVE 57 22 30 28 52 39 20% 38 23 24 18 22 31) 24฿ 30฿ 24 23 25 26 ... 18 19j 21 25g 22 23 191 22 28 22 18 18 21 20 28 39 30 21 22 20 4224 2640฿ 2745.6 13201 1531.2 9504; 3960 5280 6072 3801.6 4752 2640฿ 3696| 1584| 7392 1848| 1584 1056 5280 2376 2904j 5808| 2692.8 3168 2112 1584] 4752 1716 5808 2640฿ 3696 2692.8 5544 1584 10581 950.4 2006.4 6652.8 3640 PVMT FUNCTIONAL DEF VAL CLASS 35 MAIN 28 MAIN 28 MAIN 25 MAIN 36 SECONDARY 23 MAIN 23 MAIN 22 MAIN 22 MAIN 29 SECONDARY 25 SECONDARY 25 SECONDARY 16 MAIN 16 MAIN 15 MAIN 15 MAIN 14 MAIN 19 SECONDARY 36 COLLECTOR 18 SECONDARY 18 SECONDARY 18 SECONDARY 18 SECONDARY 17 SECONDARY 11 MAIN 16 SECONDARY 30 COLLECTOR 15 SECONDARY 15 SECONDARY 15 SECONDARY 14 SECONDARY 13 SECONDARY 25 COLLECTOR 24 COLLECTOR 23|COLLECTOR 11 SECONDARY 10 SECONDARY 10 SECONDARY 19|COLLECTOR 18 COLLECTOR 18 COLLECTOR FUNC CLASS VALUE 0.75 0.75 0.75 0.75 0.5 0.75 0.75 0.75 0.75 0.5 0,5 0.5 0.75 0.75 0.75 0.75 0.75 0.5 0.25 0.5 0.5 0.5 0.5 0.5 0.75 0.5 025 0.5 0.5 0.5 0,5 0.5 0.25 0.25 0.25 0.5 0.5 0.5 0.25 0.25 025 PRIORITY CONDITION 26.25 21 21 18.75 18 17.25 17.25 16.51 16.53 14.5 12.5] 12.5฿ 12 12 11.25 11.25 10.5฿ 9.5 91 8.5 8.25 8! 7.5 7.5 7.5 7.5 6 5. 6.25 5.75] 5.5 4.75 4.5/ 451 APPLICATION COST EST. FY2011 $394,602.70 $95,189.25 $134,995.66 $60,574.98 $130,495.81 $607,480.47 $129,803.52 $328,835. .58 $228.886.87 $149,533.66 $140,187.80 $95,189.25 $187,782.43 $62.305.69 $363,449.86 $188,993.93 $34,830.61 $64.901.76 $44,998.55 $77,882.11 $73,988.01 $49,974.36 $237,973.12 $48,546.52 $119,419.24 $32,883.56 $57,113.55 $70,093.90 $56,248.19 $133,264.95 $47,594.62 $54,517.48 $79,439.75 $190,811.17 $46,729.27 $36,344.99 $1.056.00 $29,320.47 $34,527.74 $239,876.90 $43.267.84 Year 1 Year 2 Year 3 Year 4 Year ===PAGE 37=== BURRAGE STREET HOLLIS ROAD KILBURN STREET MAIN STREET ELECTRIC AVENUE HOWARD STREET 2 SUNNY HILL ROAD ISLAND ROAD BURRAGE STREET 2 WEST STREET 5 CHESTNUT STREET HOWARD STREET 3 PLEASANT STREET PRATT STREET WILDERWOOD AVE WATT STREET MAPLE PARKWAY BROADMEADOW DR PAGE HILL ROAD PEARL BROOK RD GIBSON STREET UPLAND AVENUE LEOMINSTER ROAD LAKESIDE AVENUE WILDWOOD ROAD KIMBALL STREET HIGHLAND STREET CRESCENT TER ROUND ROAD SOUTH ROW ROAD WEST GROTON RD EASTERN AVENUE PAGE STREET 3 PINE STREET PROSPECT STREET FISH STREET RENNIE STREET CRESCENT ROAD PAGE STREET LEOM-SHIRLEY RD 2 CROSS ROAD CROSS STREET PIEDMONT AVENUE X x 16 Iwo 2i x 23 X xIx END END END END END END 20 21 22j 24 36g 26 19, 23 19 18 28 25฿ 20- 21 141 20 29 29 29 21 22 26' 21 20 25 241 18 18! 23 24 30 213 213 26] 20 201 21 18 33฿ 20฿ 22 22 6864 3696 3696| 1636.8 8342.4 _.792, 3168) 3062.4 3168 3168 2481.6 7128 5068.8฿ 2006.4 750 1584 1372.8 1636.8 1003.2 897.6 1372.8 1372.8 5808 528 1795.2 686.4 6283.21 369.61 4171.2 3801.6 688.4 1372.8 633.6 1200 5491.2 1531.2 686.4] 633.6 2745.61 21121 5016 2217.6/ 633.63 0.25 0.25 0.25 0.5 0.75 0.25 0.5: 0.1 0.25 0.5 0.25 0.25 0.25 0.25 0.1 0.1 0.1 0.1 0.1 0.1 0.11 0.25 0.75 0.1 0.1) 0.11 0.25 0.1 0.1% 0.13 0.11 0.25 0.25 0.25 0.25 0.1 0.1 0.25 0.75 01 0.1 0.1 4.5 4.5 4.5 4.5 4.5 4.25 3.75 3.75 3.75 3.75 3.7 3.5 3.4 3.2 3.2 32 3.1 3 2.9 2.91 2.8 2.75 2.6 2.5 2.5 25 2.5 2.5 2.5 25 2.4 2.4 2.3 2.25 2.25 22 2.2 22 cs $224.992.77 $63,603.72 $66,632.47 $32,191.27 $8,342.40 $33,748.92 $0.00 $100,381.39 $119,419.24 $49,325.34 $36.604.59 $7,128.00 $103,842.82 $32,883.56 $25,813.20 $41,888.99 $51,862.55 $77,795.58 $47,681.16 $42 662.09 $47,248.48 $1,372.80 $123,746.02 $18,172.49 $58,844.26 $28,124.10 $123,572.95 $10,903.50 $123,053.74 $143,303.09 $26,999.13 $1,372.80 $21,806.99 S22.715.62 $5,491.20 $50,190.69 $22,499.28 $21,806.99 $80,997.40 $0.00 $185,373.53 $79,958.97 $14,334.45 ======================================================================================== DOCUMENT : 2012-04-05-agenda-2347.txt BOARD : finance-committee DATE : 2012-04-05 KIND : agenda OUR COPY : https://lunenburgbudgetproject.org/docs/minutes/text/finance-committee/2012-04-05-agenda-2347.txt TOWN PDF : https://www.lunenburgma.gov/AgendaCenter/ViewFile/Agenda/_04052012-2347 ======================================================================================== ===PAGE 1=== NOTICE of FINANCE COMMITTEE MEETING and PUBLIC HEARING on April 5, 2012 7:00 PM Town Hall AGENDA 1. Open Finance Committee Meeting 2. Open Public Hearing 3. FY2013 Budget Review – Kerry Speidel, Town Manag er 4. Public Comments 5. Finance Committee Comments / Discussion 6. Close Public Hearing 7. Communications 8. Review Warrant Articles with Financial Impact 9. Review Minutes – 12/05/12, 3/08/12, 3/22/12 10. Committee / Department Reports Capital Planning – Brian Laffond, DPW – Martha McDo nald, Library – Barbara Reynolds, Monty Tech – Barbara Reynolds, Public Safety – Scot t Gile, Service Level Team – Mark Erickson / John Male, Sewer Commission – John Male, Council on Aging – John Male, Schools/School Building/Regionalization – Mark Eric kson, School Reconfiguration – Brian Laffond / Barbara Reynolds 11. Future Agenda Items • Education on Pension Plans 12. Next Meetings • April 12, 7:00 p.m. – Town Hall – Regularly Schedu led Meeting 13. Adjournment