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HomeMy WebLinkAbout2022-12-06 SB-min Select Board Meeting December 6, 2022 A remote participation meeting of the Lexington Select Board was called to order at 4:07 p.m. on Tuesday, December 6, 2022 via Zoom meeting services. Present were Ms. Hai, Chair (4:17pm), Mr. Lucente, Vice Chair; Mr. Sandeen and Ms. Barry; Also present were Mr. Malloy, Town Manager; Ms. Axtell, Deputy Town Manager; Ms. Kosnoff, Assistant Town Manager for Finance; Ms. Labrecque, Budget Officer; and Ms. Katzenback, Executive Clerk. Mr. Lucente stated that the meeting was being conducted via Zoom as posted, with the agenda on the Town’s website. He noted comments from some Board members regarding the packet arriving to them late. The Board agreed to move forward at this time. ITEMS FOR INDIVIDUAL CONSIDERATION 1. FY2024 Proposed Budget – Cary Memorial Library Presentation Koren Stembridge, Director of Cary Memorial Library, and Laura Bernheim, Deputy Director, presented to the Board. Ms. Stembridge explained that the Library's FY2024 level-service budget request is $3,397,820, to be supported from Town fund. This is an increase of $61,601 or 1.85%, from FY2023. Compensation is increasing by $58,942, or 2.23%, which reflects contractually obligated step increases. However, because the Town will be bargaining with the Library's Staff Association in FY23, there are currently no cost-of-living increases included. Expenses are decreasing by $2,659, or 0.38%, due primarily to a decrease in the annual Minuteman Library Network fee for digital content. Ms. Stembridge noted that some of the proposed changes to the budget include an increase in the travel line Administration & General Services. The Adult Services line shows a decrease, due to changes in staffing. A change in the Youth Services line is due to a change in pay rate for student and adult pages. The Youth Book budget has been slightly decreased for next year. Ms. Hai entered the meeting at 4:17pm and took chairing of the meeting. Departmental Initiatives: Books, information, and so much more We continue our 150-year-long tradition of providing books and other materials that reflect the needs and interests of Lexington residents. Though much has changed since our doors first opened in 1869, our essential function remains the same - to bring the world of information and ideas to you. At the intersection of learning, making, and play In recent years, educational research has increasingly shown that we learn best through experience - by making mistakes and trying again. In furthering this effort, we are expanding these types of learning opportunities, giving you more chances to build, create, and play. A place that works for everyone We value the rich diversity of our community and our commitment to equitable service for all is unwavering. Efforts to identify and remove barriers to access are ongoing - we are a work in progress. With opportunities for human connection In a world where technology is ever-present, we are committed to fostering human interactions. Sometimes that is as simple as providing comfortable chairs for a serendipitous meeting between old friends. Other times it takes the shape of an elaborate event with community partners and hundreds of guests. Large and small, these moments, shared among neighbors, strengthen the social fabric of Lexington. And a future as bright as our past With more than half a million visitors each year, Cary Library is a cherished community asset and a source of civic pride. Stewardship of this resource includes multiple aspects – from preservation to transformation. Program Improvement Requests:  Full-time Youth Services Librarian  Building updates not covered by Facilities  Full-time World Language Librarian I Mr. Lucente asked about requesting funds from a different source for some of the building update projects, at least for the upcoming year. Ms. Stembridge stated that she would be happy to consider other funding sources. She noted that the security cameras are a necessity for the Library. Ms. Barry noted that she supports the Program Improvement Request (PIR) for a Youth Services Librarian, as there are few other spaces for children to go on half days or after school than the Library. She suggested consideration of endowing the World Language Librarian position. Mr. Pato agreed that the security cameras are a necessity. He stated that he believes the core funding for staff should come from the municipal budget to guarantee continuity. He agreed that there should be a consideration of extra staffing for supervision of children/teens at the Library. Ms. Hai and Mr. Sandeen noted that they believe the building updates PIR item should be somehow addressed under the DPF budget. DOCUMENTS: Presentation - Cary Memorial Library FY2024 Proposed Budget 2. FY2024 Proposed Budget – Town Clerk’s Office Presentation Mary de Alderete, Town Clerk, stated that the FY2024 requested budget for the Town Clerk's Office is $597,360, representing a decrease of $29,937, or 4.77%, from the FY2023 appropriation. Compensation increases of $17,738, or 3.77%, are included, due to contractually obligated step increases. Expenses decrease by $47,675, or 30.36%, which is primarily linked to the decrease in the number of elections. There will be one election in FY2024, the Annual Town election, which will require mail-in Early Voting. Departmental Initiatives:  Administration - Continue to provide important administrative services, including vital records, Public Records Requests, voter registration, outreach to all board and committee members, public meeting postings, Open Meeting Law and Ethics requirements as mandated by law, business licensing, and recording and archiving of decisions from the Board of Appeals, Planning Board and Historic District Commission.  Elections Administration - Administer Town/State/Federal elections in compliance with statutory requirements and regulation changes. Automatic Voter Registration continues to be a time-consuming initiative, increasing staff time in processing voter registrations. Mail-in early voting is expected to increase in the March 2024 Election as a result of the robust turnout to mail in voting in prior years. The Town Clerk continues to be committed to relocating polling areas from schools to municipal buildings. There is one precinct remaining in an active school location (Bowman Elementary).  Vitals - Continue effective use of Commonwealth of Massachusetts Electronic Vital Records System for births and deaths.  Records and Archives - Continue migration of historic documents to Town's Laserfiche repository for public access. Continue to expand use of Laserfiche for administrative use and for public access. Program Improvement Requests:  Archivist/Records Officer Board members were in consensus that the requested PIR is an important one. Ms. Hai suggested attempting to find grant money for this item. FY2024 Capital Requests:  Archives & Records Management DOCUMENTS: Presentation - Town Clerk's Office FY2024 Proposed Budget The Board took a five-minute recess. 3. FY2024 Proposed Budget – Land Use, Health and Development Presentation Carol Kowalski, Assistant Town Manager for Development, stated that the total All Funds Land Use, Health and Development FY2024 budget of $3,380,470 is a $179,392, or 5.60%, increase from FY2023. Personal Services are increasing $118,707, or 4.81%, and expenses are increasing $60,685, or 8.27%. The General Fund budget of $2,922,320 is a $129,707, or 4.64%, increase from FY2023, with Compensation increasing $109,457 or 4.68%, and Expenses increasing $20,250 or 4.46%. Departmental Initiatives: The Administration Division provides management oversight and administrative support to all divisions comprising the Land Use, Health and Development Department. The Building and Zoning Division is responsible for enforcing the State building, electrical, gas, and plumbing codes, the local zoning bylaw, and Architectural Access Board Regulations. The Conservation Division is responsible for administering and enforcing the State and local wetland protection codes and the State Stormwater Management Regulations, planning for, managing, and coordinating stewardship over 1,400 acres of Town-owned conservation land, and providing outreach and education concerning natural and watershed resources. The Health Division is responsible for enforcing State and local health codes, administering health screening and vaccination programs, evaluating community health needs, and developing intervention programs to prevent disease and disability. In addition, the Health Division is responsible for public health emergency preparedness and response activities as well as climate resilience, specifically assessing and developing policy on the risk and impact to public health of climate change. The Planning Office supports the Planning Board in the implementation of the Comprehensive Plan, the administration of the Subdivision Regulations, the determination of adequacy of unaccepted streets, the granting of special permits for residential development, site plan review and granting of special permits within the CM District, and the review of planned development district proposals that go to Town Meeting. In addition, the staff engages in short and long-term planning in regard to growth and development issues in Lexington, being active participants in various committees dealing with issues of transportation, affordable housing, and economic development, as well as participating in regional and statewide initiatives. The Economic Development Division works to encourage new investment and to support local businesses. It serves as a liaison for businesses and works to address business-related issues from parking to updating land use policy. The Office also works to retain and expand local businesses by providing information, conducting research, supporting a visitor-based economy, and leveraging State economic development tools and resources designed to improve the business environment. The Economic Development Office also supports the visitor-based economy through tourism marketing and programs such as the Liberty Ride Trolley Tour, the Battle Green Walking Tours, and the Visitors Center retail operations. Program Improvement Requests:  Sealer of Weights & Measures  Chipping  Conservation Regulatory Assistant Hours  Housing Officer/Planner  Liberty Ride Driver  FT Tour Service Coordinator  Full-time Assistant Visitors Center Manager Ms. Hai noted that the first PIR item is mandatory, as the contract for this service has already been signed. In response to a question from Ms. Hai, it was noted that DPW has a chipper, but their workload does not allow for the chipping to be processed as quickly as needed. Ms. Barry asked for clarity in the PIR regarding the Liberty Ride Driver. Ms. Iyer noted that the $29,000 request is a total for three drivers. In response to a question from Mr. Lucente, Ms. Iyer noted that there was a Tour Service Coordinator, pre-pandemic. The Visitor Center Manager currently does a majority of the work. It was noted that only a few comparable communities run their tourism in-house. Ms. Kosnoff explained that the alternative budget for economic development is one that combines the two revolving funds, Visitor Center, and Liberty Ride, into one Tourism Revolving Fund. There are a lot of operating efficiencies when combining those two together, allowing for one staff person to oversee both operations, rather than two people doing overlapping tasks. From a Finance/HR standpoint, this simplifies other processes such as payroll. The alternative budget presented was based off funding an electric trolley with ARPA funds and operating that in-house for a full year. Ms. Hai suggested that more information be submitted to the Board regarding the process for considering this request and a history of the two different funds. FY2024 Capital Requests:  Transportation Mitigation  TMOD Implementation – Permitting and Progress Tracking  Willard’s Woods Site Improvements  Idylwilde & Poor Farm Meadow Preservation  Wright Farm Barn Preservation & Rehabilitation (Step 3)  Cotton Farm/Community Center Connector  Lower Vine Brook Trail Improvements  Whipple Hill Trail Repair, Fire Access Mr. Sandeen stated that he is very supportive of universally accessible trails within Willard’s Woods, as is the Commission on Disabilities. One of the questions raised at the Community Preservation Committee was a policy decision regarding the universally accessible trails, and whether they would be designated as universally accessible trails, or whether they would simply be built to universally acceptable standards. The costs are substantially higher to build a trail to universally accessible standards. He believes if the trails are built to universally accessible standards they should also be designated to the public as universally accessible. DOCUMENTS: Land Use Health Development FY2024 Budget Request, Land Use Health Development ALTERNATE FY2024 Budget 4. FY2024 Proposed Budget – Police Budget Presentation Mike McLean, Chief of Police, stated that the FY2024 Police Department has a level-service request of $9,082,967, which reflects a net increase of $817,590, or 9.89%, (compensation increases $695,992 or 9.71% and expenses increased $121,598 or 11.09%) from the FY2023 budget. The FY2024 requested Police budget provides for the continuation of level service that in FY2022 met 14,711 calls for service and 851 crimes investigated. The current Police Department staff includes 66 full-time and 25 part-time employees with personnel, representing 86.6% of the budget. The remaining 13.4% for expenses cover necessary supplies, contracts, and equipment. Efforts are coordinated through seven police programs: Police Administration, Patrol & Enforcement, Traffic Bureau, Investigations & Prevention, Dispatch, Animal Control and School Crossing Guards. The Police Department regularly seeks grants and other methods of alternative funding. In FY2022, the Department was awarded the State 911 Support & Incentive Grant in the amount of $109,744 to defray the costs of salaries for enhanced 911 Dispatch personnel. The Police Department is currently funded for 50 Police Officers and 10 Dispatchers including a Dispatch Supervisor. At this time, all collective bargaining units within the Department have settled with the Town, with the exception of the SEIU Local 888 Lexington Crossing Guards, who are currently in contract negotiations. Departmental Initiatives: 1. The Police Department has been relocated to its temporary location at 173 Bedford Street. We will now focus on the construction of the new police station and continue to work with the architects from Tecton, the builders from CTA Construction Managers and members of the Facilities Department, Permanent Building Committee and other members of town government and community groups for the duration of the project. 2. There have been major changes in the past year regarding documentation and submissions surrounding the Accreditation Process and Peace Officer Standards and Training (POST). We will be reviewing our current processes and making changes as needed to ensure we are meeting and exceeding all standards in the area of training, including Diversity, Equity, and Inclusion (DEI), Mental Health and De-Escalation as well as meeting strict submission timelines. 3. In Accordance with the Green Fleet Policy adopted by the Select Board in 2021 and in collaboration with the Sustainability and Resilience Officer, the department will continue to explore innovative ways to incorporate fuel efficient and zero emission vehicles into the police fleet. We currently have four (5) hybrid vehicles in our patrol fleet and one (1) electric vehicle in an administrative capacity. Program Improvement Requests:  Professional Standards Lieutenant  School Resource Officer  Deputy Chief Position  Community Resource Dog  Code Enforcement Officer Mr. Lucente stated that he believes it is a little unrealistic to have only one School Resource Officer to serve 7,200 kids in the 10 schools. This is a disservice to a large percentage of the Town’s population, children. Mr. Pato stated that he would like to see the Department continue with a goal of increasing community engagement and transparency, as part of its mission. He is interested in the SRO and Code Enforcement Officer PIRs. Mr. Sandeen stated that he would like to see more information regarding how the Department is performing, in terms of the Anderson Krieger reports. He questioned if additional SROs, or potentially more social workers are needed in the schools. DOCUMENTS: Presentation - Police Department FY2024 Proposed Budget 5. FY2024 Proposed Budget – Employee Benefits & Insurance Presentation Ms. Labrecque, Budget Officer, stated that the FY2024 recommended All Funds Employee Benefits and Insurance budget is $45,634,071. This is a $2,698,962 or 6.29% increase from the FY2023 budget. The recommended budget includes the benefits costs (health, dental, life, Medicare, and workers’ compensation) for all municipal and school staff and retirees as of November 1, 2022. Changes Include: 1. A $867,250, or 9.41% increase in Contributory Retirement based on the approved funding schedule from the January 1, 2021 actuarial valuation of the Lexington Retirement System, plus an amount of dedicated tax levy new growth. In FY2023 $1,060,000 of new levy growth from Takeda personal property taxes was dedicated to the Pension Fund. This amount, plus an increase of 2.5% per year will continue to be set-aside to the Pension Fund in future years. The dedicated tax levy grown for FY2024 is $1,086,500. For FY2024 $400,000 is funded from Free Cash, which is the same level of Free Cash funding as in FY2023. The Retirement system’s unfunded liability is expected to be funded by 2030, given the current actuarial assumptions. 2. Beginning in FY2023 the Town no longer has Non-Contributory Retirement costs. 3. A $133,604 or 6.50% increase in the Town’s contribution for the Medicare Tax based on FY2022 actual costs, projected FY2023 and FY2024 salaries and wages, new municipal positions, and historical rates of increase in this item. 4. A $1,818,266 or 6.15% increase in health insurance costs (General Fund). The FY2024 budget is based on an increase of 7.0% in health insurance premiums across all plans at November 2022 enrollment levels, and the projected addition of eighty (80) subscribers (new enrollees to health coverage, either from new retirees, active employees electing to begin or resume coverage, and active employees switching from individual to family plans). 5. A $(6,384) or -0.58% decrease in dental insurance costs (General Fund) based on a slight decrease in premium rates for FY2024 as compared to originally budgeted FY23 rates, further updated to reflect November 2022 enrollment levels. 6. No increase in life insurance costs based on projected enrollments. 7. Level-funding of unemployment insurance based on the revised budget of $200,000, which is reflective of average claim activity. 8. A $(125,000) or (20.00)% decrease in workers’ compensation costs to a total of $500,000. As of June 30, 2022, this continuing appropriation account had a total balance of $2,816,884. In light of the fund balance, staff recommend a gradual reduction in the appropriation through FY2026, with a guideline of maintaining a fund balance of $2 million. DOCUMENTS: Presentation - Employee Benefits & Insurance FY2024 Proposed Budget ADJOURN Upon a motion duly made and seconded, the Select Board voted 5-0 to adjourn the meeting at 6:58 p.m. A true record; Attest: Kristan Patenaude Recording Secretary