Loading...
HomeMy WebLinkAbout2018-11-27 BOS-min November 27, 2018 Page 1 of 14 SELECTMEN'S MEETING Tuesday, November 27, 2018 A meeting of the Lexington Board of Selectmen was called to order at 8:30 a.m. on Tuesday, November 27, 2018 in the Selectmen's Meeting Room of the Town Office Building. Present were Selectmen Ms. Barry, Chair; Mr. Pato; Mr. Lucente; and Ms. Hai; as well as Mr. Malloy, Town Manager (late arrival); Ms. Axtell, Assistant Town Manager; and Ms. Siebert, Recording Secretary. Ms. Ciccolo was absent. On behalf of the Board, Ms. Barry expressed condolences to the Town of Arlington on the loss of sitting Selectman Kevin Greeley who served on that Board for 30 years. Mr. Malloy has contacted Adam Chapdelaine, Arlington Town Manager, to express Lexington's sympathies. Approve Sewer Bond Carolyn Kosnoff, Assistant Town Manager for Finance asked for the Board's approval to issue a zero-interest$390,000 sewer bond which the Town will repay over a period of 10 years. The bond is part of the Massachusetts Water Resources Authority's financial assistance program, under which the Town is eligible to receive total assistance of$1,560,000, including a grant of$1,170,000 to be used for various sewer improvement projects. Mr. Pato asked if there were special terms for this loan since the agreement was not included in the meeting packet. Ms. Kosnoff stated that the loan was a standard package. The signed/approved document needs to be returned to the MWRA by Thursday, November 29, 2018. Mr. Pato said he would prefer to read the agreement before signing. Ms. Hai asked if the contract had been reviewed by Bond Counsel and/or Town Counsel. Ms. Kosnoff said that Bond Counsel had reviewed it but Town Counsel had not. Ms. Barry said the vote would be deferred until later in the meeting to allow time for Board members to review the agreement. Ms. Kosnoff distributed copies of the document. Before beginning the budget presentations, Ms. Barry noted that information about department Capital Improvement Plans (CIPS) was not made available in time for review prior to the meeting; since that is the case, CIPS for all departments presenting today will be reviewed at a later date. FY20 Proposed Budget- Land Use Budget Presentation Carol Kowalski, Assistant Town Manager for Development; David Kucharsky, Planning Director; Melisa Tintocolis, Economic Development Coordinator; Karen Mullins, Conservation Administrator; Jim Kelly, Building Commissioner; Francis Daigle, Health Clerk; and Lorraine Garrett, Administrative Coordinator presented details of the Land Use, Health and Development Department budget. Ms. Kowalski presented a level-services budget saying that the FY2020 All Funds department budget is increasing budget of$2,965,239 is a $65,258 or 2.25% increase from FY2019. Personal Services are increasing $16,473, or 0.75% and expenses are increasing $31,941, or November 27, 2018 Page 2 of 14 4.52%. The General Fund budget of$2,483,658 is a $36,022, or 1.47% increase from FY2019, with Compensation increasing 0.15%, and Expenses increasing 7.62%. Pertaining to the Economic Development division, Ms. Kowalski reported there are some policy questions for the Board about optimal operation of the Visitors Center. Due to a mix-up with background documentation, the Economic Development division presentation was deferred to a later time. A 5-minute recess was called from 8:46 a.m. to 8:51 a.m. Building and Zoning Division: Mr. Kelly reported that the FY2020 division budget request reflects a $(18,178), or(2.90)% decrease from the FY2019 appropriated budget. Compensation decreases by $(18,178) or (3.23)% due to staff turnover. FY2020 Compensation does not include any estimate of prospective cost of living increases for contracts expiring on or before June 30, 2019. Funds for prospective increases are captured in the Salary Adjustment account within the Town Manager's budget. Building and Zoning Division Division Goals for Building and Zoning include: implementing the transition from the 8h edition of the Massachusetts State Building Code to the 9th edition; training local contractors and designers by highlighting changes in the new code as well as the changes in the zoning bylaw; continuing to implement the Laserfiche Document Imaging Software for Building and Zoning Permit records; improve staff coordination and other initiatives to streamline the permitting process; implementation of View Permit Cloud software; submission of a Program Improvement Request for the purchase, training, and implementation of a electronic Plans Table to facilitate plan review and comments; becoming a paperless department. Building and Zoning Division Program Improvement Requests (PIRs) for FY2020 include: Residential Groundwater/Stormwater Peer Review $57,600; Electronic Plan Review Table and Workstation $13,500. Mr. Lucente asked why there is a million-dollar difference between permitting revenue in FYI and FYI and the projection for FY2020. Mr. Kelly said he is always conservative with revenue estimates. Ms. Kosnoff added that the past years had a few large projects that contributed to the high revenues and these are not guaranteed to repeat. Mr. Pato asked if the 9h edition of the Building Code is now being enforced. Mr. Kelly reported that it is. Mr. Pato supported the request for the Electronic Plan Review Table to expedite review and comment. Ms. Barry asked if an additional part-time building inspector is needed to cover the level of business the division experiences. Mr. Kelly this would be ideal, due to the amount of training needed about the building code and groundwater regulations, but he is not requesting that at this time. Ms. Barry noted that almost every budget requests support for Laserfiche migration and that it should be discussed how to comprehensively move forward with this. Ms. Hai asked if more staff is needed to support an expeditious permitting process. Mr. Kelly agreed it would be ideal to improve the process. November 27, 2018 Page 3 of 14 Mr. Lucente noted that other communities have a one-day permitting turn around and asked if there would be a quicker process with additional staff. Mr. Kelly said Lexington's turnaround time depends how complete the original application submission is. An ideal system would be an electronic one that would not accept incomplete submissions. The turnaround loop in Lexington is now about 21 days. Mr. Kowalski added there is a range of turnaround times, depending on the complexity of the project. Mr. Kelly said the division keeps applicants informed about the status of their applications. Ms. Hai asked where in the budget stormwater management appears. Ms. Kowalski said the stormwater PIR intends to address stormwater impacts of teardowns on residential lots of less than an acre. Functionally, the oversight is within the Building office but contractually, it will be overseen by Engineering. The PIR would hire a contracted engineer to review the stormwater impacts from teardowns. Applicants would pay the fee that covers the contractor, making the program self-funding. Administration: Ms. Kowalski reported that the FY2020 Administration division budget shows a $12,257, or 2.39%, increase from the FY2019 budget. This reflects a $3,700 increase of 6.74% in expenses and a $8,557 increase of 1.87% in compensation for contractually obligated step increases and cost of living adjustments. FY2020 Compensation does not include any estimate of prospective cost of living increases for contracts expiring on or before June 30, 2019. Funds for prospective increases are captured in the Salary Adjustment account within the Town Manager's budget. Administration Division Goals include: Improve and streamline administrative coordination; improve public information on permitting requirements and procedures for prospective business owners and commercial tenants; increase technical capacity of boards and committees supported by the division. The department wants to improve the capacity to support certain Town Boards, such as the Historic Districts Commission. Preservation is important to Lexington and providing administrative support means the HDC can follow through on matters, such as preventing incidents of demolition by neglect. The department also wants to improve public education and understanding of the permitting processes. Ms. Barry and Ms. Hai made the distinction that the department is not trying to dictate who is on the Boards and Committees but instead trying to improve knowledge through offering training opportunities for duly elected/appointed sitting board members. Conservation Division: Ms. Mullins reported that the FY2020 division budget reflects an increase of$7,491 or 3.04%, from FY2019. This includes a $661 or 0.31% increase in compensation for contractually obligated step increases and cost of living adjustments. FY2020 Compensation does not include any estimate of prospective cost of living increases for contracts expiring on or before June 30, 2019. Funds for prospective increases are captured in the Salary Adjustment account within the Town Manager's budget. Expenses reflect an increase of$6,830, or 20.86%,to reflect additional recurring annual mowing expenses from the FY2018 CPA Meadow Preservation Program, as well as one-time funding to replace a brush mower that has reached the end of its useful life. Conservation Division Goals include: Continue to implement the Laserfiche Document Imaging Software for conservation records; implement conservation module of the ViewPermit November 27, 2018 Page 4 of 14 Software; implement Novus Agenda Software for Conservation Commission Meeting management;plan for and acquire open space parcels as prioritized by the Conservation Commission; implement numerous conservation land management projects, including meadows preservation, Cotton Farm Conservation Area Improvements, Parker Meadow ADA Trail Design and Engineering, Wright Farm Planning and Programming, and Willard's Woods Land Management Planning, and Accessible Trail System Design, Engineering, and Construction (subject to FY2020 and 2021 CPA Capital request). Conservation Division Program Improvement Requests (PIRs) for FY2020 include: Conservation Seasonal Staffing Enhancements $8,823; Across Lexington Brochure Update $5,000. Mr. Lucente asked where the Across Lexington Brochures are distributed. Ms. Mullins reported there are at least 25 display locations throughout the town. Mr. Pato asked if an android app will be available for the Across Lexington map. Ms. Mullins will follow up. Mr. Pato asked if the seasonal wage increase is intended to anticipate future minimum wage increases. Ms. Mullins said the additional funding is to encourage trained workers to return for subsequent years in lead roles by offering a higher rate of pay. Mr. Pato said he supports the idea but wants to understand it in the context of other seasonal Town workers. Public Health Division: Ms. Kowalski reported that the FY2020 All Funds budget request reflects an increase of$1,011 or 0.28% from FY2019. The corresponding General Fund increase is $1,011 or 0.32%, which includes an increase in compensation of$3,842 or 1.58%, for contractually obligated step increases and cost of living adjustments. FY2020 Compensation does not include any estimate of prospective cost of living increases for contracts expiring on or before June 30, 2019. Funds for prospective increases are captured in the Salary Adjustment account within the Town Manager's budget. Expenses reflect a $4,750 or 65.52% decrease in Professional Development due to the successful completion of a staff credential for which tuition reimbursement had been paid. Public Health Division Goals: Continue Public Health emergency planning and response efforts due to a communicable disease threat, (Pandemic Influenza Response); continue Food Establishment Emergency Operations planning efforts to prevent disease transmission due to loss of utilities or water& sewer service infrastructure; continue partnering with Human Services, Police, Fire and Building to plan a unified response to occupied properties found to be in an unsanitary condition or unfit for human habitation; abandoned properties may also be discussed as necessary;provide food safety and public health disease prevention educational outreach to targeted demographics based on needs identified in the Demographic Task Force's Report and constantly emerging public health threats or topics of concern; continue to implement ViewPermit software to improve the customer's experience in obtaining various Board of Health permits, including but not limited to retail food service, temporary food service events, swimming pool operation, retail tobacco sales, well water, rDNA Biosafety, Animal Keeping and Summer Camps. Ms. Barry asked that the CHNA 15 Mental Health grant be added to the division goals. November 27, 2018 Page 5 of 14 Planning Division: Mr. Kucharsky reported that FY2020 budget for the Planning Office increases $28,211, or 7.29% from FY2019. Compensation increases $5,561, or 1.64%, for contractually obligated step increases and cost of living adjustments. FY2020 Compensation does not include any estimate of prospective cost of living increases for contracts expiring on or before June 30, 2019. Funds for prospective increases are captured in the Salary Adjustment account within the Town Manager's budget. Expenses increase $22,650 or 47.48% from FY2019. Contractual services increase by $20,000 or 66.67% for Comprehensive Plan completion and initial implementation. Travel, seminars and membership dues increase by $1,900 for staff to achieve/maintain professional certifications. Planning division goals: manage long-range planning activities, principally year two of the Comprehensive Plan; assist the Planning Board in implementing its annual work plan; continue to support the Town's various transportation initiatives and programs. The Program Improvement Request(PIR) for Planning deals with an online engagement platform for the Comprehensive Plan for $8.000. Mr. Kucharsky reported that an entry-level Planner will start in the Planning Office on December 17, 2018 and a new Assistant Planner will begin on January 2, 2019. It is unknown when the new Planning Director will be hired. Ms. Barry asked that the Hartwell Avenue rezoning initiative be added to the Division Goals and there should be a reference to the Special Permit Residential Development Committee that is being formed. Mr. Lucente expressed concern about the number of new staff coming into the department and asked if additional support from consultants would be prudent. Ms. Kowalski said that she believes no outside assistance is required as she is a former Planning Director and can oversee the new staff. Mr. Pato asked whether the community should expect delayed progress on the Comprehensive Plan. He would like to be kept apprized. Ms. Barry thanked Mr. Kucharsky for his service to the Town, especially in the areas of transportation and neighborhood traffic impacts. FY20 Proposed Budget- Town Clerk Budget Presentation Nathalie Rice, Town Clerk reported that the FY2020 requested budget of the Town Clerk's Office level services budget of$514,620, representing a decrease of$(6,380) or(1.22)% from the FY2019 appropriation. Compensation will decrease by $(10,080) or(2.53)%, and expenses will increase by $3,700 or 3.01%. The budget is primarily driven by the number of elections in a given year. In March of 2020, there will be two elections (Annual Town Election and Presidential Primary), and an anticipated Debt Exclusion vote in Fall 2019. Staffing will be level in FY20, meaning the department will have 4.69 Full Time Equivalents (FTEs). Ms. Rice said that, with the exception of elections, very little changes in the Town Clerk's workload from year to year, although the department works to improve efficiencies. Department November 27, 2018 Page 6 of 14 goals are therefore consistent over time and include vital records, records requests, voter registration, outreach to all board and committee members, meeting postings, Open Meeting Law and Ethics outreach, business licensing, and recording and archiving of decisions from the Board of Appeals, Planning Board and Historic District Commission. One of the biggest accomplishments of the current year has been, working with the IT department, the migration of over 60,000 pages of historic documents to Laserfiche for online public access, Board of Registrars: The FY2020 budget will increase $1,600 or 9.24% due to contractual services increases related to multiple census mailings as well as the production and mailing of the street list book. Elections Administration: The FY2020 budget reflects an overall decrease of$(9,900) or (7.45)%, due entirely to the decrease in the number of administered elections from 3 to 2, and the elimination of 11 days of Early Voting. Compensation decreases by $(12,000) or(19.35)% due to a reduced need for election workers and staff overtime support,particularly for administering early voting. Expenses will increase $2,100 or 2.97%, due to local elections administration. If Early Voting for the Presidential Primary and/or Same Day Registration were to be approved by the Legislature, the budget would need to increase to reflect additional staff hours, staff training, and the printing of multiple ballot forms. Ms. Rice called Early Primary Voting an administrative challenge, which would require an entire re-thinking of how it is executed and an additional appropriation. Ms. Rice said one of her continuing goals is to move polling places out of schools. She asked the Board to consider relocating the Estabrook School polling place. Archives and Records Management: The FY2020 budget reflects an increase of$1,033 or 2.14%. Compensation increases by $1,033 or 3.37% due to contractually obligated step increases; expenses are level-funded. Ms. Hai asked if the poll pads used during Early Voting would be used in the General Election. Ms. Rice said the pads were very successful but they have not been approved by the State for use in State and Local elections. Once approved, Ms. Rice will submit a Program Improvement Request for funds to purchase them. FY20 Proposed Budget- Information Technology (IT) Budget Presentation Tom Case, Chief Information Officer; and Dorinda Goodman, Information Technology Director, presented the FY2020 level services/level staffing budget that seeks an increase of$285,787 or 12.36% over the FY2019 budget. Compensation would increase $14,337, or 1.69%, reflecting step increases but not including any estimate of prospective cost of living increases for contracts expiring on or before June 30, 2019. Funds for these increases are captured in the Salary Adjustment account within the Town Manager's budget. Expenses would increase $271,450 or 18.53% due to software and hardware maintenance contracts, an increase in network core support, and an increase in contractual services anticipated during fiscal year. IT department goals, which Mr. Case said stay fairly consistent from year-to-year, are to: maximize the value of current systems; continue to invest in the Town's IT infrastructure; and November 27, 2018 Page 7 of 14 focus on future visioning for IT including a"cloud first"philosophy, the hosting and re- platforming of core services; unified communication; and disaster recovery. Ms. Goodman said the major factors contributing to the 18.53% Expenses increase are software maintenance, cloud backup, additional MUNIS model adoptions, new digital signatures and nuance editing, a new back-up solution, GIS software for business intelligence analysis, ticketing, asset management, and project management software, and a new mobile device management solution. Another significant increase (44.17% or $53,000) is in the Contractual Services line item for activity engaged in yearly, such as security software, MUNIS upgrades, and other recommended upgrades. The department will also engage with a consultant regarding unified communications and cloud migration services. Hardware support will increase 16.67% ($10,000)to support the new, uninterruptible power supplies for Police, Fire, and the Community Center. Communications and Network Support will also increase 20% ($35,000) due to new fire walls and the new 10 gigabyte core that replaces the former 1 gigabyte core. Program Improvement Requests (PIRs): Compensation for a Part-time Administrative Assistant($24,334); a Systems and Application Administrator ($92,203); a Part-time Laserfiche Data Analyst Intern ($10,131); and an Expense for Master Address Data Management Record Management($20,000). Mr. Lucente asked what was meant by "business intelligence" and why an upgrade would be needed for the new ProPhoenix software. Mr. Case said his department expert on business intelligence analysis was not present so he could not reply in detail. About the ProPhoenix issue, he said that software often has yearly upgrades, maintenance and hot fix releases; he expects this to be an ongoing expense. Mr. Lucente stated consolidating functions across departments might make sense rather than each department hiring its own Part-time Administration Assistant. Ms. Barry noted that the payroll function once under the IT department recently moved to the Town Clerk's office with additional staffing. Mr. Case noted that payroll moved but accounts payable did not. Mr. Pato agreed that cleaning up how Laserfiche is dealt with makes sense but he hopes it will not be done in such a way as to break existing links. He noted that documents are not read into Laserfiche using consistent methods; current century documents should not appear as images. Mr. Pato supports rationalizing and finding a home for the street address database but is not certain how the Master Address Database PIR will fix the problem. He noted that the Vision202O Committee has discussed how to improve Town government digital interaction with residents and how to improve accessibility and transparency. He would like the IT department to consider ways in which this could be done. Ms. Barry believes that Laserfiche issues need to be addressed head-on rather than piecemeal. Ms. Barry asked for a description of the Air Watch program. November 27, 2018 Page 8 of 14 Ms. Goodman said that AirWatch is asset management software used for devices in the field to communicate data, manage/support the devices remotely, and track device location. Mr. Case noted that progress has been made on the Laserfiche front. Ms. Barry asked where space for the proposed IT training room might be found. Mr. Case said the space might be the Robbins Room in the basement of the Cary Memorial Building, which is securable and ADA accessible. Currently, the Cotton Room is used, but it is not ideal. Mr. Case would like a permanent site that could be used frequently, both for Town staff and School staff. Ms. Barry asked if mobile devices are managed by one contract or department-by-department. Mr. Case reported that there is one cellphone contract administered by the Town Manager's Office. Ms. Hai said that website and document pathways should be cleaned up, potentially using high school summer interns. She also asked how the support for ProPhoenix works. Mr. Case said the Police and Fire departments each have "super trainers"who try to resolve problems before contacting IT. Julie Krakow, Project Manager for Laserfiche, said she has worked with the Conservation Department to migrate files and now is working with the Fire Department. Her intent is to streamline the electronic processes to avoid future paper generation. Renaming files will not break links because the link is related to a file identification number, not to a file name. She said the proposed intern could clean up the naming convention. FY20 Proposed Budget- Library Budget Presentation Koren Stembridge, Cary Library Director; Emily Smith, Assistant Director and Cathie Ghorbani, Head of Adult Services;reported that the Library's FY2020 level-service budget request is $2,814,432 to be supported from Town funds. The request reflects an increase of$221,978 or 8.56% from FY2019. Compensation is increasing by $179,826 or 8.47%, primarily due to the recent settlement of the librarian contract, which covers the period from FY2018 through FY2020. Expenses are increasing by $42,152 or 8.98%. Two affiliate groups subsidize the Town's budget contribution: The Friends of Cary Library and the Cary Library Foundation. Donations through these two organizations add up to approximately $150,000 a year for Library services and materials. Cary Memorial Library is comprised of three divisions, or elements: Administration and General Services; Adult Services; and Youth Services. It is the 6''busiest library in Massachusetts overall and the 2nd busiest in the state (after Newton) hour-per-hour. Primary growth areas are Children's print materials, streaming and downloadable content, although the last year has seen an uptick in adult print materials as well. Ms. Stembridge praised the Library staff as smart, creative, and compassionate. In the past year, the Library updated the strategic plan—now called The Guiding Principles Document—gathering feedback from patrons about changes in the Library and about strengths and weaknesses in the Lexington community, particularly surrounding life stresses and how the Library might support personal aspirations. The Library is also celebrating its 150'h anniversary. Two final events include a Library birthday party Sunday January 27, 2019 and a 150'' anniversary gala on March 23, 2019 hosted by the Library Foundation. November 27, 2018 Page 9 of 14 Ms. Smith highlighted two items in the budget worthy of particular note: the Contractual Services line item in the Administration and General Services budget will increase 148.14% ($20,740)to cover increases in annual hosting and maintenance fees for the Library website, public internet and access services, scheduling, and circulation software. The Library also anticipates an increase of$4,048 for its Minuteman Network membership fee plus fees associated with the E-book collection. The Adult Book line is increasing by $9,845 or 6.00%. The Adult Audiovisual line is increasing by $1,260 or 6.00%. These increases maintain the Town's contribution at 75% of the overall materials budget requirement for State certification. Library Program Improvement Requests: Ms. Ghorbani provided details of the three PIRs: 14 additional staff hours/week for Youth Services ($20,814); additional substitute hours ($14,203); additional part-time adult page ($9,838). Ms. Ghorbani noted that Youth Services is the busiest area within the Library, averaging two programs/day. The Teen Space is packed to capacity on most days, requiring opening the large meeting room for overflow space for youth between the hours of 2:30 p.m. and 6:00 p.m. Additional supervision throughout the building is required as well and a significant number of teens stay on through the dinner hours on weekdays into the evening until closing. Mr. Lucente supported the PIR request to cover the youth services need. Mr. Pato concurred, saying this PIR was more of a need to meet current obligations rather than a program improvement. Ms. Barry noted that the Library building itself had presented problems during the year which Library staff had overcome with grace. She asked if the donations coming in to the Friends and the Foundation can be relied upon or if the Town should be prepared to increase its contribution from the taxbase. Ms. Stembridge said there is no major concern to report but money from the two affiliate groups currently goes toward operational costs rather than innovative initiatives. FY20 Proposed Budget- Human Services Budget Presentation Charlotte Rodgers, Director of Human Services; Melissa Interess, Assistant Director of Senior Services/Acting Director of Human Services; Gina Rada, Veteran Services District Director; Tony Serio, Assistant Director of Youth and Family Services; Susan Barrett, Transportation Manager; and Grace Huxler, Master of Social Work intern presented the proposed FY2020 level- funded Human Services department requesting an All Funds budget of$1,706,164 which reflects an decrease of$(22,699), or(1.31)%, from FY2019. Compensation increases by $26,458, or 3.50%, and expenses decrease by $(49,157) or(5.05)%. The All Funds budget includes funding from a Massachusetts Executive Office of Elder Affairs (EOEA) grant, the MBTA Suburban Transportation grant, and the Senior Services Revolving Fund (formerly known as the Council on Aging Programs Revolving Fund). The General Fund budget request(All Funds less the revolving fund and grant-supported spending) is $1,438,936 and reflects a $(26,348) or(1.80)% decrease, with a $24,738, or 3.77% increase in compensation and a $(51,086), or(6.32)%, decrease in expenses. Human Services program initiatives/goals include: Continuing the CHNA 15 grant funded work of the Mental Health and Wellness Task Force; continuing the partnership with UMass Boston/Gerontology on the Age Friendly designation as part of the Comprehensive Plan process; securing funding and implementing action plan for regional Tri-Town transportation pilot November 27, 2018 Page 10 of 14 project; collaborating with Recreation and Community Programs staff to continue best practices in Community Center operations. Human Services Program Improvement Requests (PIRs) include: 6.5 additional hours/week for a Municipal Assistant to improve customer service coverage as the number of patron visits increase ($24,837); and a placeholder zero-dollar request for Increase Efficiency and Regionalization of Transit Services. Senior Services: The FY2020 All Funds budget is decreasing by $(25,836), or(6.66)% from FY2019. General Fund compensation increases by $9,564 or 5.97% for contractually obligated step increases and cost of living adjustments. FY2020 Compensation does not include any estimate of prospective cost of living increases for contracts expiring on or before June 30, 2019. Funds for prospective increases are captured in the Salary Adjustment account within the Town Manager's budget. General Fund expenses decrease by $(35,400) or(61.14)% due to one-time funding for an Age Friendly Needs Assessment in FY2019 not recurring. Information, referral calls, and walk-ins continue to be the most utilized, averaging over 6,000 per year. Many questions request information about the availability of affordable housing and how to live in Lexington on limited resources. The number of at-risk seniors appears to be increasing. There is has been a significant rise in the number of caregivers seeking support as well. Youth and Family Services: Mr. Serio reported on the proposed FY2020 budget saying it reflects a decrease of$(11,252), or (6.36)%, from the restated FY2019. The restated budget reflects actions taken at the 2018-1 Special Town Meeting to shift $12,500 from Personal Services to Expenses to cover the William James mental health referral service. In FY2020, the referral service fee will be included in the Schools' budget. Transportation Services: Ms. Barrett reported on the proposed FY2020 budget saying that the All Funds request reflects a $21,780, or 3.00% increase from FY2019. Compensation increases $3,086 or 3.20% for contractually obligated step increases and cost of living adjustments. FY2020 Compensation does not include any estimate of prospective cost of living increases for contracts expiring on or before June 30, 2019. Funds for prospective increases are captured in the Salary Adjustment account within the Town Manager's budget. Ms. Barrett noted that Lexpress will mark its 40'h anniversary in September 2019. Lexington is collaborating with Bedford and Burlington on a tri-town transportation study which is nearing conclusion in early December. Two forums remain to convey the results of the study, present transit scenarios, and gather public feedback. Next steps will then be discussed among the three towns. The second PIR is a zero-dollar placeholder in anticipation of a future collaborative initiative, although funding from the State is possible. Veteran Services: Gina Rada reported on the proposed FY2020 All Funds budget that reflects a decrease of$(15,725) or(7.52)%, and includes a $(20,000) or(20.00)% decrease in contractual services for Lexington Veteran's Benefits due to a documented decrease in active caseload. The Town of Lexington is reimbursed at a rate of 75% by the State of Massachusetts for approved Veterans benefits and expenses (excluding the Veterans Service Officer salary) under Chapter 115. The Town of Bedford is responsible for 100% of the part-time VSO's salary and 10.0% of the Director's Salary, per the Inter-Municipal Agreement. Cases that originate from the VA Hospital are fully reimbursed back to the Town of Bedford. Ms. Rada stated that the November 27, 2018 Page 11 of 14 Lexington-Bedford district was approved for continued operation as a district for three years, July 1, 2018-June 30, 2021. Mr. Lucente asked if the wages for the 6.5 additional assistant hours PIR would be absorbed by an EOEA grant. Ms. Interess said this was possible but not assured for FY2020 as yet since the State decides every year whether to fund this grant. Ms. Hai noted that Senior Services also relies on Executive Office of Elder Affairs funding. Ms. Interess said the EOEA salary line has been kept flat for the last several years due to the uncertainty of State funding. Ms. Barry and Ms. Hai asked Mr. Serio to add language, as Department Initiative 45, about the collaborative efforts of the Town and Schools to fund the William James referral service, noting it was an important step that should be highlighted. Mr. Pato said he is distressed to see that the Lexpress ridership numbers are down and looks forward to the study results to see what can be done to change the trajectory. Ms. Barry asked if the MBTA grant is a set amount. Ms. Barrett confirmed that it is and said it is based on a formula. Ms. Barry asked if funds for VA hospital cases are always reimbursed to Bedford. Ms. Rada said they are although she handles many of the cases because the Bedford Veterans' Services Officer is only part time. Ms. Barry thanked Charlotte Rodgers for her years of service to the community. FY20 Proposed Budget- Recreation and Community Programs Melissa Battite, Director of Recreation and Community Programs; Christine Dean, Community Center Director; Peter Coleman, Assistant Community Center Director; Thomas Romano, Community Center Youth and Family Coordinator; Melinda Spencer, Administrative Manager presented the FY2020 proposed budget which covered the four department divisions: Administrative, Recreation, Pine Meadows Golf Course and the Community Center. The requested FY2020 operating budget is $3,238,630. All divisions submitted level-services budgets. Significant changes include: Personal Services is increasing by 5.01% due to contractual obligations, an increase in the number of seasonal employees &program instructors, and a proposed increase in minimum wage for seasonal employees; expenses are increasing by 3.32% due to an increase in contractual services (vendor programs and credit card processing fees) and the printing costs associated with the Department's newly reformatted full-color seasonal program brochures; and preliminary indirect contribution to General Government is $269,681, an increase of 3%. Division Goals: • For the Community Center Campus: Coordinate and explore new partnerships and program opportunities with the Lexington Children's Place; Develop operational and November 27, 2018 Page 12 of 14 fiscal plan for Phase II of the Community Center Expansion Project; Coordinate with multiple municipal departments during the construction phases; Create an effective campus-wide plan. • Expand Community Center opportunities: Coordinate, schedule, and staff new and existing recreational programming; Implement facility rental policy; Continue to provide a comprehensive, ongoing training program for all staff and volunteers at the Community Center; Collaborate and partner with Human Services, other Town departments and community service organizations. • Continue sponsoring quarterly Stakeholders meetings with town and community-wide service organizations: Expand community engagement and year-round collaborative work to identify service gaps, new program opportunities, and expansion of current services. • Continue to use the Work Plan as outlined in the Recreation and Community Program Department's 2014-2016 Strategic Plan for department planning, including the implementation of the Recreation Facilities ADA Compliance Study recommendations as capital outlay and budget allows: Community engagement and outreach; Financial stability and resilience; Maintain existing infrastructure; Operational excellence to exceed customer expectations. • Develop a plan for instituting an ID membership system for use by participants at Recreation programs and facilities such as the Old Reservoir bathhouse and Lexington High School Field House. • Research potential local, state, and federal grants that could assist with program costs and capital improvement projects. Continue to apply for grants. • Develop an operational and fiscal plan to implement a Community Therapeutic Recreation Program. Administration: The FY2020 division budget reflects a total increase of$495,786, which is offset by decreases in other budget elements. Compensation reflects an increase of$329,386, which reflects the movement of the Recreation and Community Programs Director, Administrative Manager, two Administrative Assistants, and Part-Time Municipal Clerk positions to the Administration Division. Expenses associated with the department's overall operation and administration reflect an overall increase of$166,400. This newly created division is reflecting the movement of operational expenses from the Recreation, Pine Meadows and Community Center Divisions. Recreation: The FY2020 division budget reflects a total decrease of$(242,038), or(16.17)%, which is primarily due to the creation of the Administration Division and the restructuring of payroll and expenses. Compensation reflects an decrease of$(192,438), or(21.36)%, which reflects employee contractual obligations, instructors to run programs, and a proposed increase in minimum wage for seasonal employees. The department has also experienced an expansion of its current programs requiring additional instructors. Although this reflects significant decreases, the majority has been moved to the newly formed Administration Division. Pine Meadows Golf Course: The FY2020 division budget reflects an decrease of$(10,720) or (1.91)%. Contractual Services reflects a decrease of$(1,100) for contractual requirements and credit card service fees. November 27, 2018 Page 13 of 14 Community Center: The FY2020 division budget represents a $(124,572) or(15.72)% decrease from FY2019, which is primarily due to the creation of the Administration Division and the restructuring of payroll and expenses. The General Fund compensation request($208,859) is for the Community Center Director, Department Assistant and Youth& Family Program Coordinator. The Recreation Enterprise Fund request($240,200) is for one full-time and two- part time Municipal Clerks and two part-time Building Supervisors who staff the building on weekday evenings and on Saturdays. This request also funds part-time seasonal employees who facilitate and run community programs. Expenses ($218,900)represents a decrease of(21.09)%, and includes funding for contractual services and supplies necessary for programming and operations at the Community Center. Although this reflects significant decreases, the majority has been moved to the newly formed Administration Division. Ms. Barry asked if the Community Center might add Sunday hours. Ms. Battite said that the department knows that the need is there and intends to study the matter. Ms. Barry asked what the department's biggest challenges are. Ms. Dean said that looking at the campus as a whole is complicated. Preplanning, coordination, and communication with the Community Center, Scottish Rite Museum, and the Lexington Children's Place will be important. Mr. Coleman said field space is his biggest challenge; his department denies approximately 2,500 hours of field space use each year so he is always looking to expand and improve field space. Ms. Hai applauded the quarterly stakeholders' meetings the department has instituted, calling it a model for community collaboration. She asked if the membership system planned for the Old Res and the Fieldhouse has already been implemented for the Town pool. Ms. Battite said the membership system at the pool is now full-service, similar to the Community Center. Ms. Hai asked if the projected increase in Community Center user fee revenue is because of fee increases or because of participant increases. Ms. Dean said there are no plans to increase fees; the amount anticipates more people using the Center's programs. Recess Ms. Barry called a recess at 11:55 a.m. until 1:30 p.m. Approve Sewer Bond, Part 2 Upon motion duly made and seconded, the Board of Selectmen voted 4-0 to approve the sale of the $390,000 Sewer Bond of the Town dated December 3, 2018,to Massachusetts Water Resources Authority (the "Authority") is hereby approved and the Town Treasurer or other appropriate Town official is authorized to execute on behalf of the Town a Loan Agreement and a Financial Assistance Agreement with the Authority with respect to the bond. The bond shall be payable without interest on November 15 of the years and in the principal amounts as follows: Year Installment Year Installment 2019 $39,000 2024 $39,000 2020 39,000 2025 39,000 2021 39,000 2026 39,000 2022 39,000 2027 39,000 November 27, 2018 Page 14 of 14 2023 39,000 2028 39,000 and further, that each member of the Board of Selectmen, the Town Clerk and the Town Treasurer be and hereby are, authorized to take any and all such actions, and execute and deliver such certificates, receipts or other documents as may be determined by them, or any of them, to be necessary or convenient to carry into effect the provisions of the foregoing vote. Before adjourning, the Board determined to review the Capital Improvements of the budgets being presented from this point onward and to add the Economic Development budget review to an upcoming agenda. Adjourn Upon motion duly made and seconded, the Board of Selection voted 4-0 to adjourn at 1:35 p.m. A true record; Attest: Kim Siebert Recording Secretary