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Home My WebLink AboutFY 2004 Appropriated BudgetFY 2004 Budget Supplement 0 Special Note: This special supplement to the FY 2004 Appropriated Budget summarizes adjustments made to the budget after the close of the 2003 Annual Town Meeting on April 30, 2003. The FY 2004 Budget took nearly 17 months to create, refine, alter, send to public referendum and finally to balance. Budgetary levels shown in this section are as of November 17, 2003. The remainder of the FY 2004 budget is as of June 2, 2003, when the citizens of Lexington approved the budget via referendum. Unless discussed in this supplement, resource allocations for departments did not change after the vote of the community. INTRODUCTION The 2003 Annual Town Meeting dissolved on April 30, 2003 after eight sessions and after approving the FY 2004 Appropriated Budget of $123,420,570. Approximately $4,957,000 of the amount approved by Town Meeting was to be raised through an operating override. (See Section III — Revenue for more information about operating overrides). The override vote was held on June 2, 2003. FAILURE OF THE OVERRIDE The FY 2004 Appropriated Budget was ratified by referendum vote with the defeat of an operating override question on June 2, 2003. As a result of the vote, the FY 2004 Appropriated Budget as approved by Town Meeting was reduced by approximately $4,957,000 to a total of $118,466,648. (See SectionXV: Appendix A: Override Impact and Reductions Summary for detailed information on which services and positions were eliminated.) SPECIAL TOWN MEETING #1 On July 28 and July 30, 2003, Town Meeting was called back into session by citizen petition for the purpose of reviewing services lost as a result of the FY 2004 budget process and the override vote of June 2. After two nights, many proposals and much discussion, no adjustments to the FY 2004 Appropriated Budget were made by Town Meeting. One service was partially restored. Element 3610, Lexpress, was authorized $116,000 by Town Meeting for the purpose of service restoration. This $116,000 was not an appropriation, however, of any new funds. It was comprised of several transfers of existing funds, private donations and predicated on a fare and fee increase by the Board of Selectmen later in the summer. No tax levy resources are allocated for Element 3610 in the FY 2004 Appropriated Budget and as such Element 3610 shows no appropriation. SPECIAL TOWN MEETING #2 Town Meeting was again called into session on November 17, 2003 for the purpose of balancing the FY 2004 Appropriated Budget. Massachusetts General Laws mandate that a budget must be balanced prior to the setting of property tax rates at the beginning of December. Due to a variety of circumstances, including larger than anticipated state aid reductions and Regional School allocations, decreasing local receipts and an unmitigated snow and ice deficit from FY 2003, the approved FY 2004 Appropriated Budget was out of balance. The deficit is quantified at the top of the next page. FY 2004 Appropriated Budget FY 2004 Budget Supplement FY 2004 Deficit FY 2003 Snow & Ice Deficit $ 719,146 FY 2004 State Aid Reduction (from Town Meeting) $ 604,651 FY 2004 Local Receipts Adjustment $ 400,000 FY 2004 Snow & Ice Adjustment $ 200,000 (Element 3230 Snow Removal) $297 $200 FY 2004 Minuteman Tech Adjustment $ 61,000 The only increase to a service element was Element 3230 Snow Removal by 5200,000. This increase was designed to minimize the FY 2004 snow and ice deficit should one exist. In order to balance the budget, Town Meeting used three sources. The first was a withdrawal of 5174,797 from the NES WC (North East Solid Waste Compact) Stabilization Fund. This fund is used to lower the costs of trash disposal. The impacts to the operating budget were a decrease of the allocation to Element 3410 Refuse Disposal by 5174,797. The second source used was new growth in the property tax levy of 5400,000 not anticipated in April when the 2003 Annual Town Meeting was dissolved. The third and largest source was a reduction of 51,410,000 in the FY 2004 pension assessment for Element 2110 Contributory Retirement. This act was permissible under the Commonwealth of Massachusetts Municipal Relief Act of 2003. This act allowed for the deferment of a portion of a municipalities pension assessment for both FY 2004 and FY 2005, should Town Meeting choose to do so. Offsets NESWC Tipping Fee Reduction & Stabilization Fund Withdrawal $ 174,797 (Element 3410 Refuse Disposal) 1200 Regional Schools $840 Unanticipated New Growth $ 400,000 Pension Holiday $ 1,410,000 Line Item 2110 Contributory Retirement $297 $200 Offsets $ 1,984,797 $174,797 $1,075,203 An updated summary of all major Expenditures and revenues as well as a revised Program Summary appear on the following pages. The adjustments described above are summarized below. SERVICE IMPACTS Town staff has worked throughout the course of FY 2004 and will continue to do so to improve the efficiency of operations. Staffing levels have continued to fluxuate throughout the year. Staffing levels shown within the budget are the authorized staffing as of June 2, 2003. FY 2004 Appropriated Budget FY 2004 Budget Supplement Adjustments to the FY 00- Element] Description lub rd ram Appropriated Original ' Appropriation Increase/ Decrease 00 Final Appropriation 1200 Regional Schools $840 $61 $901 2110 Contributory Retirement $2 $1 $1 3230 Snow Removal $297 $200 $496 3410 Refuse Disposal $1,250,500 $174,797 $1,075,203 SERVICE IMPACTS Town staff has worked throughout the course of FY 2004 and will continue to do so to improve the efficiency of operations. Staffing levels have continued to fluxuate throughout the year. Staffing levels shown within the budget are the authorized staffing as of June 2, 2003. FY 2004 Appropriated Budget FY 2004 Budget Supplement Summary of Expenditures, Appropriations, & Revenues Prior Year Deficits & Judgments Intergovl Charges, Offsets & Assessors Overlay State Aid Local Receipts Available Funds Enterprise Revenue Non -Tax Levy Revenue Previous Year Levy Allowable 2 1/2% Inc. Allowable New Construction Override Tax Levy Limit Actual Tax Levy (w/out Debt Excl.)""' PAYT Tax Levy Reduction Debt Exclusion 79,753 384,232 601,532 719,146 2,924,537 3,088,401 2,602,655 2,466,679 2,678,076 2,878,076 2,678,076 2,328,681 $ 9,976,815 $ FY 2001 FY 2002 FY 2003 €Y2003 FY 2004 FY 2004 FY 20M FY 20M Expenditures Expended Expended Appropriated Tax Recap Requested Recommended Appropriated Final- (11M71031 Town Operating $29,176,128 $29,664,512 $ 31,011,664 $ 31,011,664 $ 34,628,487 $ 32,321,024 $ 29,623,233 $ 28,238,436 Articles and Capital" 821,419 1,178,723 1,074,500 1,074,500 1,024,570 924,570 887,570 887,570 Town Exempt Debt 37,377,209 37,274,085 36,842,726 35,488,680 366,000 366,000 490,200 490,200 Stabilization Fund 76,624,534 82,391,584 77,434,584 77,834,584 67,784,263 71,063,565 Total Town General Fund 29,997,547 30,843,235 32,086,164 32,086,164 36,019,057 33,611,594 31,001,003 29,616,206 Public Schools 53,081,796 58,147,242 61,501,836 61,501,836 68,477,454 65,379,454 62,787,454 62,787,454 School Capital" 185,000 185,000 88,000 88,000 125,000 125,000 School Exempt Debt 950,625 1,708,200 1,339,535 1,339,535 2,325,225 2,325,225 3,699,138 3,699,138 Regional Vocational School"' 811,455 787,116 843,688 843,688 868,999 868,999 840,431 901,431 Total Education 54,843,876 60,642,558 63,870,059 63,870,059 71,759,678 68,661,678 67,452,023 67,513,023 Water Enterprise Fund "" 5,115,572 5,297,552 5,899,376 5,899,376 6,075,665 6,275,048 6,275,048 6,275,048 Sewer Enterprise Fund "" 7,744,433 7,769,308 8,414,765 8,414,765 8,549,272 8,796,226 8,796,226 8,796,226 Recreation Enterprise Fund "" 1,239,616 1,253,313 1,342,288 1,342,288 1,424,272 1,424,272 1,554,272 1,554,272 Enterprise Articles" 590,000 635,000 853,000 853,000 710,000 710,000 710,000 710,000 Total Enterprise 14,689,621 14,955,173 16,509,429 16,509,429 16,759,209 17,205,546 17,335,546 17,335,546 Total Appropriations /Expenditures 99,531,044 106,440,966 112,465,652 112,465,652 124,537,944 119,478,818 115,788,572 114,464,775 Prior Year Supplemental Appropriations 542,148 50,000 Prior Year Deficits & Judgments Intergovl Charges, Offsets & Assessors Overlay State Aid Local Receipts Available Funds Enterprise Revenue Non -Tax Levy Revenue Previous Year Levy Allowable 2 1/2% Inc. Allowable New Construction Override Tax Levy Limit Actual Tax Levy (w/out Debt Excl.)""' PAYT Tax Levy Reduction Debt Exclusion 79,753 384,232 601,532 719,146 2,924,537 3,088,401 2,602,655 2,466,679 2,678,076 2,878,076 2,678,076 2,328,681 $ 9,976,815 $ 10,466,658 $ 9,733,036 $ 9,626,097 $ 9,733,000 $ 9,733,000 $ 8,848,644 $ 7,894,598 10,586,536 10,118,108 10,150,075 10,095,000 9,597,000 9,564,007 9,714,985 9,314,985 1,663,694 2,379,737 3,507,418 3,557,418 1,288,000 771,532 943,551 943,551 16,082,362 13,244,521 16,509,429 16,509,429 16,759,209 17,205,546 17,335,546 17,335,546 38,309,407 36,209,024 39,899,958 39,787,944 37,377,209 37,274,085 36,842,726 35,488,680 61,322,549 67,831,893 71,101,282 71,101,282 73,828,814 74,228,862 74,228,862 74,228,862 1,533,064 1,695,797 1,777,532 1,777,532 1,845,720 1,855,722 1,855,722 1,855,722 1,535,451 1,573,592 950,000 1,350,048 950,000 1,350,000 1,350,000 1,750,000 3,440,829 4,957,000 67,831,893 71,101,282 73,828,814 74,228,862 76,624,534 82,391,584 77,434,584 77,834,584 67,784,263 71,063,565 74,227,931 ($747,000) 950,625 1,708,200 1,339,535 1,567,988 2,691,225 2,691,225 4,189,338 4,189,338 Total Revenues $107,044,295 $168,233,789 $115,060,307 $115,583,063 $116,692 j $122,356,894 $118,466,440 $117,612,602 Budget Deficit/Surplus 4,508,961 - 2,221,958 0 0 - 10,523,052 0 0 0 *Town Operating consists of gross appropriated /expended less direct and Indirect enterprise funding. All In levy debt service also Is Included. ** Bonding for capital project not Included. Amount includes money for municipal cash capita and roads. ** By M G L Ch. 71 Sec. 34 requires most recent request of the regional school be placed within the budget It Is likely thatthls number will change. * ** Enterprise Funds consist of Operating AID prop ration /Exp end of res, MVVRA, Pine Meadows golf course operations and indirect cost. **'* In FY 2992, the Actual Tax Levy (w/out Debt Exclusion) is $70 316,565 after factoring In the PAVT Reduction of$74,000. FY 2004 Appropriated Budget FY 2004 Budget Supplement Program Summary Detailed Program Information Appears on Paces VA -1 to X11144 1000 Education 1100 1200 Total Lexington Public Schools Regional Schools Education $ 53,081,796 811,455 $ 53,893,251 $ $ $ 58,147,242 787,116 58,934,358 $ $ $ 61,501,836 843,688 62,345,524 $ $ $ 68,477,454 868,999 69,346,453 $ $ $ 65,379,454 1,017,858 66,397,312 $ $ $ 62,787,454 840,431 63,627,885 $ $ $ 62,787,454 901,431 63,688,885 2000 Shared Expenses 2100 Employee Benefits Contributory Retirement 2,671,527 2,635,674 2,721,766 2,994,000 2,994,000 2,994,000 1,584,000 Non - Contributory Retirement 117,150 111,316 123,000 123,000 123,000 123,000 123,000 General Insurance 3,170,950 4,152,980 4,884,033 4,548,379 4,406,510 4,837,734 4,837,734 5,959,627 6,899,970 7,728,799 7,665,379 7,523,510 7,954,734 6,544,734 2200 Debt Service Payment on Funded Debt 3,250,000 3,012,452 2,185,000 3,233,200 3,253,000 3,253,000 3,253,000 Interest on Funded Debt 538,575 404,166 292,933 671,297 547,957 547,957 547,957 Temporary Borrowing 88,630 270,887 347,875 343,900 275,000 275,000 275,000 Exempt Debt 950,625 1,708,200 1,339,535 2,691,225 4,289,338 4,289,338 4,289,338 4,827,830 5,395,705 4,165,343 6,939,622 8,365,295 8,365,295 8,365,295 2300 Operating Articles Reserve Fund - - 150,000 150,000 150,000 150,000 150,000 Municipal Salary Adjustment - - 327,668 185,810 185,810 185,810 185,810 - - 477,668 335,810 335,810 335,810 335,810 2400 Organizational Expenses Municipal Services and Expenses Personal Services 65,734 73,752 41,975 43,576 43,576 43,576 43,576 Expenses 93,592 80,053 97,400 97,400 97,400 97,400 97,400 159,326 153,805 139,375 140,976 140,976 140,976 140,976 Total Shared Expenses $ 10,946,783 $ 12,449,480 $ 12,511,185 $ 15,081,787 $ 16,365,591 $ 16,796,815 $ 15,386,815 3000 Community Services 3100 DPW General Fund 3500 Personal Services 3,300,117 3,244,220 3,174,054 3,400,379 3,059,588 2,873,647 2,873,647 Expenses 4,365,121 3,596,674 4,072,448 4,830,134 4,153,397 3,949,397 3,974,600 3700 Water Enterprise 4,242,892 4,396,026 4,911,735 5,238,537 5,437,920 5,437,920 5,437,920 3800 Sewer Enterprise 7,456,954 7,312,908 7,941,089 7,800,203 8,047,157 8,047,157 8,047,157 19,365,084 18,549,828 20,099,326 21,269,253 20,698,062 20,308,121 20,333,324 3600 Transportation Personal Services 33,253 64,706 64,261 67,745 67,745 - - Expenses 219,955 247,603 279,308 301,245 301,245 - - 253,208 312,309 343,569 368,990 368,990 - - Total Community Services $ 19,618,292 $ 18,862,137 $ 20,442,895 $ 21,638,243 $ 21,067,052 $ 20,308,121 $ 20,333,324 FY 2004 Appropriated Budget FY 2004 Budget Supplement 4000 Public Safety 4100 Law Enforcement 6000 Social Services 6100 Council on Aging Personal Services 3,635,807 3,850,602 3,845,790 4,087,809 3,922,920 3,305,920 3,305,920 Expenses 370,820 387,243 410,572 433,431 415,140 415,140 415,140 4,006,627 4,237,845 4,256,362 4,521,240 4,338,060 3,721,060 3,721,060 4200 Fire Services Personal Services 3,205,313 3,278,795 3,355,744 3,871,592 3,701,887 3,159,420 3,159,420 Expenses 304,537 292,433 481,226 431,835 415,673 385,673 385,673 Expenses 3,509,850 3,571,228 3,836,970 4,303,427 4,117,560 3,545,093 3,545,093 Total Public Safety $ 7,516,477 $ 7,809,073 $ 8,093,332 $ 8,824,667 $ 8,455,620 $ 7,266,153 $ 7,266,153 5000 Culture and Recreation 14,302 14,839 14,839 14,839 14,839 - - 5100 Cary Memorial Library 137,277 150,003 141,107 145,369 145,369 48,399 48,399 Total Personal Services 1,172,695 1,366,312 1,491,257 1,626,981 1,476,258 1,204,181 1,204,181 7000 Expenses 247,764 251,652 266,394 312,278 281,588 274,003 274,003 7100 Office of Comm. Development 1,420,459 1,617,964 1,757,651 1,939,259 1,757,846 1,478,184 1,478,184 5200 Recreation Enterprise 572,897 585,965 585,789 667,623 636,184 537,348 537,348 Personal Services 413,972 447,055 498,744 513,710 513,710 513,710 513,710 Expenses 739,953 711,036 745,864 813,562 813,562 813,562 813,562 5200 Recreation Enterprise 1,153,925 1,158,091 1,244,608 1,327,272 1,327,272 1,327,272 1,327,272 Total Culture and Recreation $ 2,574,384 $ 2,776,055 $ 3,002,259 $ 3,266,531 $ 3,085,118 $ 2,805,456 $ 2,805,456 6000 Social Services 6100 Council on Aging FY 2004 Appropriated Budget FY 2004 Budget Supplement Personal Services 135,539 145,530 143,795 148,881 142,881 142,881 142,881 Expenses 175,485 164,024 179,140 179,140 179,140 179,140 179,140 311,024 309,554 322,935 328,021 322,021 322,021 322,021 6200 Human Services Veterans Admin & Benefits Personal Services 26,479 28,890 29,390 33,062 33,062 25,018 25,018 Expenses 22,498 32,187 22,791 23,381 23,381 23,381 23,381 Services for Youth 73,998 74,087 74,087 74,087 74,087 - - Developmentally Disabled 14,302 14,839 14,839 14,839 14,839 - - 137,277 150,003 141,107 145,369 145,369 48,399 48,399 Total Social Services $ 448,301 $ 459,557 $ 464,042 $ 473,390 $ 467,390 $ 370,420 $ 370,420 7000 Community Development 7100 Office of Comm. Development Personal Services 572,897 585,965 585,789 667,623 636,184 537,348 537,348 Expenses 45,918 53,342 58,360 62,960 58,360 38,360 38,360 618,815 639,307 644,149 730,583 694,544 575,708 575,708 FY 2004 Appropriated Budget FY 2004 Budget Supplement 7200 7300 Total Planning Personal Services Expenses Economic Development Personal Services Expenses Community Development $ 148,460 52,332 200,792 55,918 8,362 64,280 883,887 $ 176,528 49,942 226,470 57,596 10,661 68,257 934,034 175,134 38,450 213,584 90,616 118,385 209,001 $ 1,066,734 $ 189,588 38,450 228,038 83,850 104,350 188,200 1,146,821 $ 183,588 8,450 192,038 58,240 5,350 63,590 950,172 $ 168,734 8,450 177,184 19,480 56,701 76,181 829,073 $ 168,734 8,450 177,184 19,480 56,701 76,181 829,073 8000 General Government 153,280 153,280 Expenses 194,617 8100 Board of Selectmen 205,220 225,220 175,220 140,900 Board of Selectmen Admin. 140,900 337,625 337,746 357,610 Personal Services 60,708 67,974 64,404 75,813 60,813 60,813 60,813 Total General Government Expenses 44,503 55,353 74,090 84,150 69,150 69,150 69,150 $ Legal 284,998 325,000 225,000 250,000 225,000 225,000 225,000 $ 104,627,243 Town Report 6,000 5,966 6,000 6,000 6,000 6,000 6,000 112,928,443 Tax Levy Cash Capital 396,209 454,293 369,494 415,963 360,963 360,963 360,963 8200 Town Manager 887,570 $ 671,272 $ 671,272 School Cash Capital Personal Services 306,819 317,369 318,246 330,919 324,919 324,919 324,919 $ Expenses 14,389 15,323 14,667 14,667 14,667 14,667 14,667 $ 853,000 321,208 332,692 332,913 345,586 339,586 339,586 339,586 8300 Town Committees Appropriations Committee 340 951 1,000 1,000 1,000 1,000 1,000 Misc. Boards and Committees 6,893 8,838 8,755 8,755 8,755 8,755 8,755 Public Celebrations Committee 17,477 24,910 25,000 25,000 25,000 25,000 25,000 24,710 34,699 34,755 34,755 34,755 34,755 34,755 8400 Finance Personal Services 722,504 773,785 826,330 857,828 792,828 731,128 731,128 Expenses 177,476 194,484 219,900 259,900 259,900 259,900 259,900 899,980 968,269 1,046,230 1,117,728 1,052,728 991,028 991,028 8500 Town Clerk Personal Services 155,506 162,794 161,564 195,288 163,288 135,160 135,160 Expenses 33,980 33,875 41,245 90,800 30,425 30,425 30,425 Elections Personal Services 46,935 46,226 59,220 40,170 40,170 40,170 40,170 Elections Expenses 22,097 31,955 24,150 22,050 22,050 22,050 22,050 258,518 274,850 286,179 348,308 255,933 227,805 227,805 8600 Management Information Systems Personal Services 143,008 146,141 152,390 159,280 153,280 153,280 153,280 Expenses 194,617 191,605 205,220 225,220 175,220 140,900 140,900 337,625 337,746 357,610 384,500 328,500 294,180 294,180 Total General Government $ 2,238,250 $ 2,402,549 $ 2,427,181 $ 2,646,840 $ 2,372,465 $ 2,248,317 $ 2,248,317 Total Operating $ 98,119,625 $ 104,627,243 $ 110,353,152 $ 122,424,732 $ 119,160,720 $ 114,252,240 $ 112,928,443 Tax Levy Cash Capital $ 821,419 $ 1,178,723 $ 1,124,500 $ 1,024,570 $ 887,570 $ 671,272 $ 671,272 School Cash Capital $ 185,000 $ 88,000 $ 125,000 $ 125,000 $ 125,000 Enterprise Cash Capital $ 590,000 $ 635,000 $ 853,000 $ 710,000 $ 710,000 $ 740,000 $ 740,000 ODeratino Articles FY 2004 Appropriated Budget FY 2004 Budget Supplement How To Read The FY 2004 Appropriated Budget The FY 2004 Appropriated Budget contains estimated expenditures and revenues for all departments, committees and functions that are funded by property taxes or fees for services that the Town charges for various services. This document details actual expenditures for fiscal year 2002, adjusted appropriation figures for the prior fiscal year (Fiscal Year 2003) and projected revenues and expenditures for the current fiscal year (Fiscal Year 2004). There are three categories of funds: the General Fund, Enterprise Funds and Special Revenue Funds. Balance sheets for each fund are provided in the Revenue section of the budget. subprogram and the amount appropriated for each element. On the next several pages, a list of the goals, objectives and performance measures for each subprogram is provided. A further explanation of performance measures is provided for later in this section. White pages are element pages. These are the building blocks of the budget. They provide information about the service provided, accomplishments of the previous year, important budget issues and staffing levels. Appropriated revenues and expenses for the element are also included. The Budget is arranged into several major sections: Overview - An overview section containing summary information on revenues, expenditures, capital, debt and the budget message Programs - The program section, containing detailed information on each program, sub- program and element for each service the Town of Lexington provides; and Appendix - The appendix, which provides general information on the Town staffing levels, information on the community, information on the proposed override, a glossary and the index. The budget utilizes four different colors of pages Blue pages are covers. They mark the beginning of major sections of the budgets such as the Overview, the Debt Management section and Programs. Green pages show programs. Each green page has a summary of the program, a listing of the subprograms, and the amount appropriated for each subprogram on the front of the page, and the organizational chart for all of the departments included within the program. Yellow pages describe subprograms. The first yellow page has a summary of the subprogram, a listing of the elements contained within the The FY 2004 Appropriated Budget is a programmatic budget. The budget is arranged into programs for the purpose of identifying and describing the various functions of town government in broad terms. The Town of Lexington budget has nine programs: • Program 1000 —Education (Lexington Public Schools) • Program 2000 — Shared Expenses (Benefits, Debt service, Organizational Expenses) • Program 3000 — Community Services (DPW, Transportation, Water and Sewer Utilities) • Program 4000 — Public Safety (Police, Fire) • Program 5000 — Culture and Recreation (Cary Memorial Library, Recreation) • Program 6000 — Social Services (Council on Aging, Social Services) • Program 7000 —Community Development (Inspections, Conservation, Planning, Econ. Dev.) • Program 8000 — General Government (Board of Selectmen, Town Manager, Town Clerk, Town Committees, Finance, MIS - Management Information Systems) • Program 9000 — Capital Budget (Capital Improvements & Expenses) FY 2004 Appropriated Budget 1 - 1 How to Read the Budget Each Program, subprogram and element page looks similar. Program, Sub- program or Element Name and Number Highlights Budget Issues Summary of Performance Measures What are performance measures? Performance measurement is a management tool for determining how well a program is accomplishing its mission, goals and objectives through the delivery of its services. A performance measure identifies what will be measured to monitor accomplishment of objectives and progress toward goals. The Town of Lexington utilizes three different kinds of performance measures: workload or output measures, efficiency measures and outcome measures. Workload/ Output Measures - Workload indicators report the quantity or volume of products and services provided by the program without regard to quality. An example of this is shown on the next page. The number of 911 calls received by dispatch is a workload measure - it Subpmgam: DPW Oversigbt Element: 3110 DPWAdministration Town of Lexirt ®2004 Appropriated Bodart DESCRIPTION OF SERVICES: Zoe D pecommwe ofPUble Worst is responsible for 284 dare miles efroad, 154 miles attracts mains, 34 miles ofbnvJr sewer lee, 119 miles apricot wer lee 4,500 h basins, l4 public budding, 141 pieces ofegmpmv¢, 9 parks, 4 cemeteries, a godlcourse aparkeg lot ocersd o,, outbids 5.5 mile long Tarn Rddison Memorial Bikeway. DPWcOministcatron staffdire¢ thzde partrned' s actwYms, budged, mondor en cdiaues, devzdop bid s secificationsfor DP4pprxevement sed respond! tocit¢vrs'corowes and complaints. Mangemwealso schedules workassignmvrd, evaluates workperfomarce monitors otrendarce, sekleave add vacation tune, aid particp in the controctnegotmtion process. ne a dmesstratme forservicesrelategtocurbsiderehi reaidrecyclingcoll ections,theregionalhouseholdh=a ous producd Ray 7lJ recycling,snowpl owing, traffic signal maintvrmse tmffidstreet sign construction and repair, street dedcrasewadkpainteg, storm draindeaieg, andtraspormtron services. these contract are awarded through a competitive biddegprecess. HIGHLIGHTS: • SfetFretspo ndedt onumerosresidmtgoeAimsmdcommeolsregardingthemplanmltmmdcessatimofPAYT. • Staff s old, necked, and billed sales ofPAYT labels and legs and assisted the Solid Waste and Recycling Coordinator with hash and recycling tonnage up dates for the Board of eledmm. • Staff continues to be resp onsible for the administrative support and record managanent for the MBHp Collection Committee • Staff facilitated the renegotiation and extension ofthe recycling and solid waste Contracts with Waste Managaneot the for an additional four years BUDGET ISSUES: The Deparuceot Clerk position was reclassified and personal services reduced from this budget and transferred to Engineering Division. STAFFING: 1Direc[or 1 Manager of operations 1 hianaganents,rabot t Officehianaga/Execurve Seaetery t Administrative Assistant 2 Department Account Clara FY 26N D pierce Tairk FY3002 Exppnl0d FY2003Apprppredual Roa,wa4FY2004 Rowntreuded FY 3804 Appeoprenod Comp evsation $304,583 $351,395 $362,508 $357,508 $357,508 Benefits 0 0 0 0 0 Expenses 26,633 30,250 30,250 30,250 30,250 Town Funded Expenses $331,216 $381,645 $392,758 $387,758 $387,758 General Fund $55,069 $109,905 $96,379 $91,379 $91,379 Enterprise Funds 164,486 171,740 196,379 196,379 196,379 Directed Funding 121,000 100,000 100,000 100,000 100,000 Appropriated Resources $340,555 $381,645 $392,758 $387,758 $387,758 3 -7 Description of Program, Subprogram or Element Staffing Levels Subprogram or element listing - three year collection measures the quantity of calls received, but does not describe the quality of the assistance provided the dispatcher or how quickly the emergency was resolved. Efficiency Measures - Efficiency measures indicate how well resources are being used. Efficiency indicators measure the cost, either in terns of dollars or personnel hours per unit of output or outcome. Efficiency measures indicate how well resources are being used. This type of measure is focused on productivity and/or cost - effectiveness. Using the dispatch example, dividing the number of calls received by dispatchers by the number of full -time employees is one form of efficiency measure. FY 2004 Appropriated Budget 1 - 2 How to Read the Budget Outcome Measures/ Effectiveness — Outcome indicators measure the results and accomplishments of the program or service provided. Outcome indicators can be defined as measures of the quality of the program outputs (for example, responsiveness, timeliness, compliance, accuracy and customer satisfaction). Outcome indicators can also be defined as measuring the degree to which programs accomplish their mission. Outcome measures should be important to the customers and/or the public. Some outcome measures reflect intermediate steps to achieving Subprogram Goal of Subprogram the intended purpose. Therefore, not all of the measures in this category reflect end outcomes in and of themselves. In the case of dispatch, the desired outcome is to make sure that the call for help is answered by dispatch without transfer to another agency. The goal for this measure to make sure that all calls are answered by dispatch. In the last three years, the police has met this goal except for one call. C MBINED DISPATCH �uintain a cemmunicaHons center staffed by proficient and responsive dispatchers GOAL: providing Intake, assessment and dissemination of information and resources to comprehensively meet the police, fire and medical services needs of the community. OBJECTIVES ► To have 100% of 911 calls answered professionally at the dispatch center before transfer to a back up agency. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of 911 calls received Workload 5,077 4,815 4,673 4,800 Number of 911 calls answered per FTE Efficiency 634.6 601 584 600 Number of 911 calls answered before Outcome 100% 99.99%0 99% 100% transfer to back -up agency Measure Four -Year Trend Type of Measure Performance measures such as the one shown above for dispatch follow a similar design throughout the budget. Goals that describe the departments' main tasks are broken up into objectives. All objectives are easily found by looking for the ► symbol. Particular objectives are then are broken into performance measures. increasingly being used by the Town of Lexington and municipalities throughout the country to evaluate the quality and quantity of services provided. Performance measures are included in the budget to show how departments perform the tasks they are assigned to do, how efficiently they use resources, and what services need improvement. Why Performance Measures? The Town of Lexington strives to provide the highest quality of services at the lowest possible burden to its taxpayers and citizens. Performance measures are FY 2004 Appropriated Budget 1 - 3 Lexington 2020 Vision: Guide to the Future In 1998, Lexington 2020 Vision was launched as a town -wide effort to empower and engage residents to help determine what the town will be like in the year 2020. The process is a comprehensive, long- range, public visioning and planning effort. Since Spring 2001, town and How to Read the Budget school staff has begun integrating the 2020 Goals and Actions into their annual planning efforts. One of the �FX INGTQ� central planning efforts !� undertaken each year is 2 the preparation of the �I S I O N annual budget. Adjacent to selective objectives a 2020 cM symbol, such as the one shown at right, will appear. This symbol means that the particular budgetary objective shown addresses a recommended action or is aligned with a goal in 2020 Vision. Although the particular goal within 2020 Vision is not identified, the idea is to make citizens aware of the connection between Lexington's long -range vision and the short - term objectives within the budget. For more information on Lexington 2020 Vision, including a detailed report on the progress of the plan, please contact the Town Manager's Office at (781) 862 -0500 ext. 276 or go online to http://ci.lexington.ma.us. New for the FY 2004 Appropriated Budget The FY 2004 Recommended Budget continues Lexington's tradition of providing the most accurate and detailed financial information about town services to its citizens. In addition to sections on programs, subprograms and elements, several new sections appear in this year's budget. They include: • How to Read the FY 2004 Budget • Debt — A free - standing section explaining and detailing Lexington's short -term and long -term debt commitments • Capital — A revised Program 9000 providing detail on each project proposed in the FY 2004 Budget FY 2004 Appropriated Budget 1 - 4 How to Read the Budget Budaet Overview The Town of Lexington operates under state statutes and the Town Charter as amended to establish the Selectmen - Town Manager form of government. The legislative body of Lexington is a representative Town Meeting comprised of approximately 200 elected Town Meeting Members. Town Meeting has the sole authority to appropriate funds for the operating budget and capital projects. Lexington's annual budget is initially proposed by the Town Manager, reviewed and recommended by the Board of Selectmen, and finally adopted by Town Meeting action. Specific requirements and responsibilities of the budget process are identified in the Compilation of Budget Law appendix. Budget Process & Development Lexington's budget in recent years has been developed through a highly collaborative and public process that engages the Selectmen, the School Committee, the financial committees, the Town and School staff, and the public. Town department heads review their budget requests at meetings of the Board of Selectmen starting in November. Feedback from citizens as well as the Board can thus be taken into consideration in preparing the Town Manager's proposals. The School Committee reviews and adopts its requested budget in a similar public process. The Town Manager reviews budget requests and makes recommendations for all Town programs, including the total budget for the Schools. At a series of working summit meetings the boards and the financial committees discuss budget issues and provide policy guidance to the Town and School staff in finalizing the budget recommendations. The goal is to produce a Town Manager's Recommended Budget document that has the support of the Board of Selectmen, the School Committee, the Appropriation Committee, and the Capital Expenditures Committee. A month before Town Meeting, this budget is distributed to Town Meeting members and the finance committees; it is also available to citizens at the Library and the Town Manager's Office. Prior to the first session of the annual Town Meeting, all Lexington households are mailed a copy of the Town Warrant containing a draft of all financial and non - financial articles to be considered by Town Meeting. Generally, the annual Town Meeting begins in March with meetings held on weekday evenings. Town Meeting considers the Recommended Budget and the recommendations of the Selectmen, Appropriation Committee, and Capital Expenditures Committee and votes on final appropriation amounts after making any amendments it deems appropriate -- within the constraints of Proposition 2'/ and balanced budget requirements. The precise timing of the process varies somewhat from year to year. The figure on the proceeding page depicts the process for FY 2004 budget development. Only Town Meeting can amend the budget after adoption. Typically, the adopted budget is amended at the next Town Meeting. Three articles within the warrant are generally utilized: 'Supplementary Appropnations for Current Fiscal Year' —This is an annual article to permit adjustments to current fiscal year expenditures. `Prior Year's Unpaid Bills' —This is an annual article to request funds to pay bills received after the close of the fiscal year in which the goods were received or the services performed, and for which no money was encumbered. 'Supplementary Appropnahons forAuthorized Capital lmpravementProjects' —This is an annual article to request funds for capital improvement project expenditures that exceed the level of appropriation. If it is necessary to amend the budget after adoption prior to the next Annual Town Meeting, a special Town Meeting must be called. The FY2004 budget initially included $4,957,000 in appropriations that were contingent on an override vote. After the override was turned down on June 2, identified programs and services were cut from the budget. A Special Town Meeting called for July 30 to consider proposals for restoring or reallocating funds made no major changes. A second Special Town Meeting will be required prior to setting the tax rate in December, to rebalance the budget to accommodate final revenue numbers. FY 2004 Appropriated Budget 11 - 1 Budget Overview FY2004 Appropriated Operating Expenditures by Category Total Expenditures - $110,024,937 (Excludes Exempt Debt, Articles and Capital, and Intergovernmental Charges and Assessor's Overlay) Municipal Compensation Enterprise 12% Municipal Operating Expenses 13% 9% Debt Service (Excludes Exempt) Municipal Benefits 4% 3% Regional Education Vocational School Compensation 1% 40% Education Benefits 8% Education Expenses 10% Town Departments $ 46,397,052 Total Education $ 63,627,88 Operating Expenses $110,024,937 Exempt Debt $ 4,289,338 Articles &Capital(Al Funds) $ 1,536,322 Charges & Overlay $ 2678075 Total Expenditures $118,528,673 FY2004 Appropriated Operating Expenditures for Municipal Departments Community Recreation Enterprise Development 3 %($1,327,272) 2 %($829,073) Social Services 1 % ($370,420) Cary Memorial Library 3 %($1,478,414) Shared Expenses General Government 26 %($12,507,477) 5% ($2,248,347) Water Enterprise 12% ($5,437,920) Sewer Enterprise DPW General Fund 17% ($8,047,157) 15% ($6,823,044) Public Safety 16% ($7,266,153) FY 2004 Appropriated Budget II - 2 Budget Overview Summary of Expenditures, Appropriations, & Revenues Town Operating' Articles and Capital" Town Exempt Debt Stabilization Fund Total Town General Fund $29,176,128 $29,664,512 $ 31,011,664 $ 31,011,664 $ 34,628,487 $ 32,321,024 $ 29,623,233 821,419 1,178,723 1,074,500 1,074,500 1,024,570 924,570 887,570 366,000 366,000 490,200 29,997,547 30,843,235 32,086,164 32,086,164 36,019,057 33,611,594 31,001,003 Public Schools 53,081,796 58,147,242 61,501,836 61,501,836 68,477,454 65,379,454 62,787,454 School Capital" 10,586,536 10,118,108 185,000 185,000 88,000 88,000 125,000 School Exempt Debt 950,625 1,708,200 1,339,535 1,339,535 2,325,225 2,325,225 3,699,138 Regional Vocational School - 811,455 787,116 843,688 843,688 868,999 868,999 840,431 Total Education 54,843,876 60,642,558 63,870,059 63,870,059 71,759,678 68,661,678 67,452,023 Water Enterprise Fund"" 5,115,572 5,297,552 5,899,376 5,899,376 6,075,665 6,275,048 6,275,048 Sewer Enterprise Fund "" 7,744,433 7,769,308 8,414,765 8,414,765 8,549,272 8,796,226 8,796,226 Recreation Enterprise Fund"" 1,239,616 1,253,313 1,342,288 1,342,288 1,424,272 1,424,272 1,554,272 Enterprise Articles" 590,000 635,000 853,000 853,000 710,000 710,000 710,000 Total Enterprise 14,689,621 14,955,173 16,509,429 16,509,429 16,759,209 17,205,546 17,335,546 Total Appropriation s /Expenditures Prior Year Supplemental Appropriations Prior Year Deficits & Judgments Intergovt Charges, Offsets & Assessors Oveday 99,531, 044 106,440,966 112,465, 652 112,465,652 124,537, 944 542,148 50,000 79,753 384,232 601,532 2,924,537 3,088,401 2,602,655 2,466,679 2,678,076 119,478,818 115,788,572 2,878,076 2,678,076 State Aid $ 9,976,815 $ 10,466,658 $ 9,733,036 $ 9,626,097 $ 9,733,000 $ 9,733,000 $ 8,848,644 Local Receipts 10,586,536 10,118,108 10,150,075 10,095,000 9,597,000 9,564,007 9,714,985 Available Funds 1,663,694 2,379,737 3,507,418 3,557,418 1,288,000 771,532 943,551 Enterprise Revenue 16,082,362 13,244,521 16,509,429 16,509,429 16,759,209 17,205,546 17,335,546 Non -Tax Levy Revenue 38,309,407 36,209,024 39,899,958 39,787,944 37,377,209 37,274,085 36,842,726 Previous Year Levy 61,322,549 67,831,893 71,101,282 71,101,282 73,828,814 74,228,862 74,228,862 Allowable 2 1/2% Inc. 1,533,064 1,695,797 1,777,532 1,777,532 1,845,720 1,855,722 1,855,722 Allowable New Construction 1,535,451 1,573,592 950,000 1,350,048 950,000 1,350,000 1,350,000 Override 3,440,829 4,957,000 Tax Levy Limit 67,831,893 71,101,282 73,828,814 74,228,862 76,624,534 82,391,584 77,434,584 Actual Tax Levy (w /out Debt Excl.)""' 67,784,263 71,063,565 74,227,931 PAYT Tax Levy Reduction ($747,000) Debt Exclusion 950,625 1,708,200 1,339,535 1,567,988 2,691,225 2,691,225 4,189,338 '.Total Revenues $907,044,295 $108,233,789 $115,068,307 $115 $11' $122,356,894 $118,466,648'. Budget Deficit /Surplus 4,508,961 - 2,221,958 0 0 - 10,523,052 0 0 *Town Operating consists of gross appropriated /expended less direct and indirect enterprise funding. All Io-levy debt sery ice also is included. ** Bonding for capita I projects not included. Amount includes money for municipal cash capital and roads. ** By M.G.L. Ch. 71 Sec. 34 requires most recent request of the regional school be placed within the budget. It is likely that this numberwill change. **** Enterprise Funds consist of Operating Appropriation /Expenditures, MVVRA, Pine Meadows golf course operations and indirect costs. ***** In FY 2002, the Actual Tax Levy Rdout Debt Exclusion) is $70,316,565 after factoring in the PALL Reduction of $747,000. FY 2004 Appropdared Budget 11 -3 Budget Overview Program Summary Detailed Program Information Appears on Pages VIA to XIII -44 1000 Education 1100 Lexington Public Schools $53,081,796 $ 58,147,242 $ 61,501,836 $ 68,477,454 $ 65,379,454 $ 62,787,454 1200 Regional Schools 811,455 $ 787,116 $ 843,688 $ 868,999 $ 1,017,858 $ 840,431 Total Education $53,893,251 $ 58,934,358 $ 62,345,524 $ 69,346,453 $ 66,397,312 $ 63,627,885 2000 Shared Expenses 2100 Employee Benefits Contributory Retirement 2,671,527 2,635,674 2,721,766 2,994,000 2,994,000 2,994,000 Non - Contributory Retirement 117,150 111,316 123,000 123,000 123,000 123,000 General Insurance 3,170,950 4,152,980 4,884,033 4,548,379 4,406,510 4,837,734 4,830,134 5,959,627 6,899,970 7,728,799 7,665,379 7,523,510 7,954,734 2200 Debt Service $ 10,946,783 $ 12,449,480 $ 12,511,185 $ 15,081,787 $ 16,365,591 $ 16,796,815 Payment on Funded Debt 3,250,000 3,012,452 2,185,000 3,233,200 3,253,000 3,253,000 Interest on Funded Debt 538,575 404,166 292,933 671,297 547,957 547,957 Temporary Borrowing 88,630 270,887 347,875 343,900 275,000 275,000 Exempt Debt 950,625 1,708,200 1,339,535 2,691,225 4,289,338 4,289,338 - 4,827,830 5,395,705 4,165,343 6,939,622 8,365,295 8,365,295 2300 Operating Articles - 253,208 312,309 343,569 Reserve Fund - - 150,000 150,000 150,000 150,000 Municipal Salary Adjustment - - 327,668 185,810 185,810 185,810 - - 477,668 335,810 335,810 335,810 2400 Organizational Expenses Municipal Services and Expenses Personal Services 65,734 73,752 41,975 43,576 43,576 43,576 Expenses 93,592 80,053 97,400 97,400 97,400 97,400 4,830,134 159,326 153,805 139,375 140,976 140,976 140,976 Total Shared Expenses $ 10,946,783 $ 12,449,480 $ 12,511,185 $ 15,081,787 $ 16,365,591 $ 16,796,815 3000 Community Services 3100 DPW General Fund 3500 Personal Services 3,300,117 3,244,220 3,174,054 3,400,379 3,059,588 2,873,647 Expenses 4,365,121 3,596,674 4,072,448 4,830,134 4,153,397 3,949,397 3700 Water Enterprise 4,242,892 4,396,026 4,911,735 5,238,537 5,437,920 5,437,920 3800 Sewer Enterprise 7,456,954 7,312,908 7,941,089 7,800,203 8,047,157 8,047,157 19,365,084 18,549,828 20,099,326 21,269,253 20,698,062 20,308,121 3600 Transportation Personal Services 33,253 64,706 64,261 67,745 67,745 - Expenses 219,955 247,603 279,308 301,245 301,245 - 253,208 312,309 343,569 368,990 368,990 - Total Community Services $ 19,618,292 $ 18,862,137 $ 20,442,895 $ 21,638,243 $ 21,067,052 $ 20,308,121 FY 2004 Appropriated Budget II - 4 Budget Overview 4000 Public Safety 4100 Law Enforcement 1,172,695 1,366,312 1,491,257 1,626,981 1,476,258 1,204,181 Personal Services 3,635,807 3,850,602 3,845,790 4,087,809 3,922,920 3,305,920 Expenses 370,820 387,243 410,572 433,431 415,140 415,140 5200 Recreation Enterprise 4,006,627 4,237,845 4,256,362 4,521,240 4,338,060 3,721,060 4200 Fire Services 413,972 447,055 498,744 513,710 513,710 513,710 Personal Services 3,205,313 3,278,795 3,355,744 3,871,592 3,701,887 3,159,420 Expenses 304,537 292,433 481,226 431,835 415,673 385,673 Total Culture and Recreation 3,509,850 3,571,228 3,836,970 4,303,427 4,117,560 3,545,093 Total Public Safety $ 7,516,477 $ 7,809,073 $ 8,093,332 $ 8,824,667 $ 8,455,620 $ 7,266,153 5000 Culture and Recreation 5100 Cary Memorial Library Personal Services 1,172,695 1,366,312 1,491,257 1,626,981 1,476,258 1,204,181 Expenses 247,764 251,652 266,394 312,278 281,588 274,003 7100 Office of Comm. Development 1,420,459 1,617,964 1,757,651 1,939,259 1,757,846 1,478,184 5200 Recreation Enterprise 572,897 585,965 585,789 667,623 636,184 537,348 Personal Services 413,972 447,055 498,744 513,710 513,710 513,710 Expenses 739,953 711,036 745,864 813,562 813,562 813,562 5200 Recreation Enterprise 1,153,925 1,158,091 1,244,608 1,327,272 1,327,272 1,327,272 Total Culture and Recreation $ 2,574,384 $ 2,776,055 $ 3,002,259 $ 3,266,531 $ 3,085,118 $ 2,805,456 6000 Social Services 6100 Council on Aging Personal Services 135,539 145,530 143,795 148,881 142,881 142,881 Expenses 175,485 164,024 179,140 179,140 179,140 179,140 7100 Office of Comm. Development 311,024 309,554 322,935 328,021 322,021 322,021 6200 Human Services 572,897 585,965 585,789 667,623 636,184 537,348 Veterans Admin & Benefits 45,918 53,342 58,360 62,960 58,360 38,360 Personal Services 26,479 28,890 29,390 33,062 33,062 25,018 Expenses 22,498 32,187 22,791 23,381 23,381 23,381 Services for Youth 73,998 74,087 74,087 74,087 74,087 - Developmentally Disabled 14,302 14,839 14,839 14,839 14,839 - 137,277 150,003 141,107 145,369 145,369 48,399 Total Social Services $ 448,301 $ 459,557 $ 464,042 $ 473,390 $ 467,390 $ 370,420 7000 Community Development 7100 Office of Comm. Development Personal Services 572,897 585,965 585,789 667,623 636,184 537,348 Expenses 45,918 53,342 58,360 62,960 58,360 38,360 618,815 639,307 644,149 730,583 694,544 575,708 FY 2004 Appropriated Budget II - 5 Budget Overview 7200 Planning Personal Services 148,460 176,528 175,134 189,588 183,588 168,734 Expenses 52,332 49,942 38,450 38,450 8,450 8,450 Personal Services 200,792 226,470 213,584 228,038 192,038 177,184 7300 Economic Development 60,813 60,813 Expenses Personal Services 55,918 57,596 90,616 83,850 58,240 19,480 Expenses 8,362 10,661 118,385 104,350 5,350 56,701 284,998 64,280 68,257 209,001 188,200 63,590 76,181 Total Community Development $ 883,887 $ 934,034 $ 1,066,734 $ 1,146,821 $ 950,172 $ 829,073 8000 General Government 8100 Board of Selectmen year FY 2004 Appropriated Budget II - 6 Budget Overview Board of Selectmen Admin. Personal Services 60,708 67,974 64,404 75,813 60,813 60,813 Expenses 44,503 55,353 74,090 84,150 69,150 69,150 Legal 284,998 325,000 225,000 250,000 225,000 225,000 Town Report 6,000 5,966 6,000 6,000 6,000 6,000 396,209 454,293 369,494 415,963 360,963 360,963 8200 Town Manager Personal Services 306,819 317,369 318,246 330,919 324,919 324,919 Expenses 14,389 15,323 14,667 14,667 14,667 14,667 321,208 332,692 332,913 345,586 339,586 339,586 8300 Town Committees Appropriations Committee 340 951 1,000 1,000 1,000 1,000 Misc. Boards and Committees 6,893 8,838 8,755 8,755 8,755 8,755 Public Celebrations Committee 17,477 24,910 25,000 25,000 25,000 25,000 24,710 34,699 34,755 34,755 34,755 34,755 8400 Finance Personal Services 722,504 773,785 826,330 857,828 792,828 731,128 Expenses 177,476 194,484 219,900 259,900 259,900 259,900 899,980 968,269 1,046,230 1,117,728 1,052,728 991,028 8500 Town Clerk Personal Services 155,506 162,794 161,564 195,288 163,288 135,160 Expenses 33,980 33,875 41,245 90,800 30,425 30,425 Elections Personal Services 46,935 46,226 59,220 40,170 40,170 40,170 Elections Expenses 22,097 31,955 24,150 22,050 22,050 22,050 258,518 274,850 286,179 348,308 255,933 227,805 8600 Management Information Systems Personal Services 143,008 146,141 152,390 159,280 153,280 153,280 Expenses 194,617 191,605 205,220 225,220 175,220 140,900 337,625 337,746 357,610 384,500 328,500 294,180 Total General Government $ 2,238,250 $ 2,402,549 $ 2,427,181 $ 2,646,840 $ 2,372,465 $ 2,248,317 Total Operating $98,119,625 $ 104,627,243 $ 110,353,152 $ 122,424,732 $ 119,160,720 $ 114,252,240 Tax Levy Cash Capital $ 821,419 $ 1,178,723 $ 1,124,500 $ 1,024,570 $ 887,570 $ 671,272 School Cash Capital $ 185,000 $ 88,000 $ 125,000 $ 125,000 Enterprise Cash Capital $ 590,000 $ 635,000 $ 853,000 $ 710,000 $ 710,000 $ 740,000 Operatinq Articles year FY 2004 Appropriated Budget II - 6 Budget Overview Three -Year Projections METHODOLOGY The table on the next pages shows projections of total expenditure requirements and revenues for the next three years. Projections are calculated in the aggregate, using conservative assumptions, with the intention of giving an overall perspective on the Town's budget situation. The projections are presented in sequence with the currentyear and three prior years for comparisons. In the operating budget, wage projections are complicated by the fact that most contracts expire at the end of FY2004. A base percentage increase in each year is augmented by program restorations and improvements for both school and municipal departments. Benefits are projected to increase around 20% on average for the next three years. This is an estimate that may be high but we have been seeing significant cost increases and more are predicted in the future for this industry. Expenses are projected to increase about 2.5% per year, plus increases and adjustments. On the municipal side, the final year of the NESWC contract in FY2005 will add over $300K in expenses, and then significant decreases in trash disposal costs are anticipated for FY2006 and 2007. The additional increase for the schools is intended to reflect projected increased enrollment and special education costs in the upcoming years. Capital budget assumptions have been made according to the Cash Capital Investment Plan that has been adopted by the Board of Selectmen. General Fund cash capital is projected based on the five -year policy plan, these numbers are volatile because the policy is under review. Enterprise articles are projected based on actual departmental requests in the 5 -year Capital Improvements Program for future years, assuming most of the projects are funded with cash rather than borrowing. The cash capital plan no longer includes the use of short-term bond anticipation notes to finance certain capital projects over the next few years, and after FY2004 no new long -term general fund debt authorizations are projected within Proposition 2'/. The FY 2005 through FY 2007 projections reflect the issuance of debt excluded from Proposition 2'/: $52 million for the secondary schools, $18 m llion of the elementary school project, the $3.4 m llion for Lincoln Park, and $2 million of the roads funding. SBAB reimbursement for the secondary school project is projected to begin in FY2006. On the revenue side, State Aid is projected to be level funded at a decreased amount in FY 2005 through FY 2007. Local receipts are similarly projected to remain at a lower level in FY 2005 through FY 2007. Free cash to balance the budget is projected to taper off to zero, so that in FY2006 and 2007 available funds consist only of Parking and Cemetery funds. Enterprise revenues are projected to keep pace with expenditure requirements. RESULTS These projections forecast a sizable gap between the cost of providing the current level of services and the revenue that may be generated over the next several years. In FY2005, the preliminary gap is projected to be roughly $10 m llion. No projection is made for the timing or amount of any future operating overrides or debt exclusions. The Town Manager, School Superintendent, and elected boards have discussed strategies for reducing the projected deficits. The School and Town leadership staff have pledged to work collaboratively and identify refinements in expenditures and revenues. FY 2004 Appropriated Budget II -7 Budget Overview Budget History and Three -Year Forecast Expenditures Town Wages $11,597,064 $13,068,454 $13,496,604 $13,954,040 $13,954,040 Town Benefits 1,952,636 2,467,168 3,557,810 4,217,318 $4,217,318 Retirement, Workers Comp, Etc. 2,862,345 3,094,358 2,904,936 3,014,966 $3,014,966 Town Expenses (excl. debt) 6,365,258 6,668,943 6,017,657 6,999,532 $6,999,532 Total Town Gen. Fund (less debt) 22,777,303 25,298,923 25,977,007 28,185,856 28,185,856 Public Schools Wages 36,641,456 38,998,899 41,716,051 44,613,483 44,613,483 School Benefits /Medicare 3,857,510 3,940,603 6,068,707 7,220,091 7,220,091 School Expenses 8,559,482 10,142,294 10,362,484 9,668,262 9,668,262 Regional Vocational School 797,604 811,455 787,116 843,688 843,688 Total Education 49,856,052 53,893,251 58,934,358 62,345,524 62,345,524 Existing Debt (Principal, Interest) 3,210,374 3,788,575 3,416,618 2,477,933 2,477,933 Authorized /Unissued and new Debt (Prin., Int.) 0 0 0 0 0 Cash Capital Policy 715,500 321,419 628,723 759,500 759,500 Other Capital 0 500,000 500,000 500,000 500,000 Total Capital and Debt 3,925,874 4,609,994 4,545,341 3,737,433 3,737,433 Temporary Borrowing 106,386 88,630 270,887 347,875 347,875 Existing /Projected Exempt Debt 69,375 950,625 1,708,200 1,339,535 1,339,535 MI. Capital & Debt (Including Exempt Debt) 4,101,635 5,649,249 6,524,428 5,424,843 5,424,843 Water Enterprise 4,856,688 5,115,572 5,297,552 5,899,376 5,899,376 Sewer Enterprise 7,751,713 7,744,433 7,769,308 8,414,765 8,414,765 Recreation Enterprise 1,180,991 1,239,616 1,253,313 1,342,288 1,342,288 Enterprise Articles 610,000 590,000 635,000 853,000 853,000 Total Enterprise 14,399,392 14,689,621 14,955,173 16,509,429 16,509,429 Town Meeting Articles 0 0 50,000 0 0 Supplemental Appropriation 0 0 542,148 0 50,000 Assessments and Offsets 2,905,273 2,924,537 3,088,401 2,602,655 2,094,060 Assessors' Overlay incl.above incl.above incl.above incl.above 372,619 Prior Year Deficits & Judgments 199,059 79,753 384,232 0 601,532 Total Suppl, Assmts, Prior Year 3,104,332 3,004,290 4,064,781 2,602,655 3,118,211 Total, Expenditure Requirements $94,238,7114 $102;535,334 $110,455,747 $11$,068,307 $115,583,863 �. Revenue State Aid* $8,528,199 $9,976,815 $10,466,658 $9,733,036 $9,626,097 Local Receipts 9,177,275 10,586,536 10,118,108 10,150,075 10,095,000 Available Funds 2,627,943 1,663,694 2,379,737 3,507,418 3,557,418 Enterprise Revenue 14,787,907 16,082,362 13,244,521 16,509,429 16,509,429 Non -Tax Levy Revenue 35,121,324 38,309,407 36,209,024 39,899,958 39,787,944 Previous Year Tax Levy 57,904,293 61,322,549 67,831,893 71,101,282 71,101,282 Allowable 2 1/2% Inc. 1,447,607 1,533,064 1,695,797 1,777,532 1,777,532 Allowable New Constr. 1,970,649 1,535,451 1,573,592 950,000 1,350,048 Voter Approved Override 0 3,440,829 0 0 0 Real Est.Tax Levy Limit 61,322,549 67,831,893 71,101,282 73,828,814 74,228,862 Actual Tax Levy (w /out Debt Excl. or PAYT) 61,144,139 67,784,263 71,063,565 71,063,565 74,227,931 PAYT Tax Levy Reduction (747,000) Existing /Projected Debt Exclusion 120,000 950,625 1,708,200 1,339,535 1,567,988 0 Total Revenues $96,385,463 $107,044,295 $108,233,789 $115,068,307 115,583,863 Budget Deficit /Surplus 2,146,749 4,508,962 (2,221,958) 0 - *FY03 marked the end of SBAB funding for a 1986 school project. Stated aid reflected a decrease of $702,497. SBAB reimbursement for the secondary schools is projected to begin in FY2006. FY 2004 Appropriated Budget II - 8 Budget Overview $14,010,683 $12,082,531 $15,110,950 $16,238,724 $17,394,692 2.5% inc. FY2005 -7, plus prog. improvements 3,603,282 3,603,282 4,323,938 5,188,726 6,226,471 20% increase in FY 2005- FY2007 3,289,000 3,720,224 3,487,670 3,692,300 3,903,069 3.0% increase in FY2005- 7, +$100K annually 7,169,662 6,357,077 7,943,904 7,623,501 7,814,089 2.5% inc. FY2005 -7, + / -NESWC adj, +improve. 28,072,627 25,763,114 30,866,462 32,743,251 35,338,321 $700,000 in FY2005 -2007 45,591,525 43,712,525 49,203,408 52,875,893 55,948,800 contractual increase, step4evel, + inc. staff 8,934,443 8,934,443 10,721,332 12,865,598 15,438,718 20% increase in FY 2005- FY2007 10,853,486 10,140,486 12,870,538 14,256,427 15,394,869 2.5% inc. FY2005-7, + sp.ed. + improvements 868,999 840,831 895,069 921,921 949,579 3.0% increase in FY2005- FY2007 66,248,453 63,628,285 73,690,347 80,919,839 87,731,965 3,904,497 3,800,957 3,490,344 3,107,258 2,404,190 Based on debt schedule+ projected issuance 0 0 548,250 1,115,350 1,079,810 Based on projected issuance + authorization 512,570 296,322 730,512 563,903 1,443,425 Based on Cash Capital 5% Policy 500,000 500,000 500,000 500,000 500,000 Level Funded at $500,000 4,917,067 4,597,279 5,269,106 5,286,511 5,427,425 343,900 275,000 343,900 343,900 343,900 Level Funded 2,691,225 4,289,338 5,284,688 9,147,676 8,710,389 Based on debt schedule + projected issuance 7,952,192 9,161,617 10,897,694 14,778,087 14,481,714 6,275,048 6,275,048 6,560,563 6,859,068 7,171,156 Based on Water Enterprise Expense Trends 8,796,226 8,796,226 9,167,427 9,554,292 9,957,483 Based on Sewer Enterprise Expense Trends 1,424,272 1,454,272 1,484,804 1,547,908 1,613,694 Based on Rec. Enterprise Expense Trends 710,000 710,000 1,260,000 1,120,000 1,040,000 Based on Cash Capital Plan 17, 205,546 17, 235,546 18,472,793 19, 081,268 19,782,333 0 0 0 0 0 0 0 0 0 0 2,428,076 2,228,076 2,200,070 2,255,072 2,311,449 2.5% increase FY2005 -2007 450,000 450,000 1,000,000 500,000 500,000 Varies. FY 2005 is a revaluation year. 0 0 0 0 0 2,878,076 2,678,076 3,200,070 2,755,072 2,811,449 $9,733,000 9,564,007 771,532 17,205,546 $8,848,644 9,714,975 943,551 17,335,546 $8,560,244 9,000,000 538,000 18,472,793 $11,256,340 9,000,000 288,000 19,081,268 $11,256,340 9,000,000 288,000 19,782,333 Level funded at reduced level; SBAB FY06 Level funded FY2005 -7 at reduced level Gradually reduce free cash use for budget Equals Enterprise Expenses 37,274,085 36,842,716 36,571,037 39,625,608 40,326,673 74,228,862 74,228,862 82,391,584 85,201,373 88,081,408 Prev. Yr. Total Tax Levy 1,855,722 1,855,722 2,059,790 2,130,034 2,202,035 2.5% Established by Proposition 2 1/2 1,350,000 1,350,000 750,000 750,000 750,000 $700,000 in FY2005 -2007 4,957,000 0 0 0 0 No projection made 82,391,584 77,434,584 85,201,373 88,081,408 91,033,443 0 0 0 0 0 2,691,225 4,189,338 5,284,688 9,147,676 8,710,389 Equals Exempt Debt Expenses $122,356,894 $118,466,638 $127,057,098 $136,854,692; $140070,505 (0) - (10,070,268) (13,422,825) (20,075,277) All out year projections are either School or Town staff estimates and have not been voted on by either the Board of Selectmen or the School Committee. FY 2004 Appropriated Budget II - 9 Budget Overview Revenues and Fund Accounting Funding for services provided to Lexington residents comes from a variety of sources. The Town strives to maintain a diversified and stable revenue system that will provide shelter from short -nun fluctuations in any one revenue source and ensure the ability to provide ongoing services. Total budgeted revenue, regardless of the source, is equal to $118,466,638. The information contained in this section is intended to accomplish the following goals: • Describe different revenues sources for the Town of Lexington; • Detail the composition of the general fund; • Explain the basis for accounting and budgeting for the Town of Lexington; The Town of Lexington draws upon several sources for its revenue stream. The major funds are the general fund, water /sewer enterprise funds, local receipts, state aid and available funds. Taxes comprise local receipts, state aid and most of the general fund. The Town of Lexington is most heavily reliant upon the property tax levy, which is explained in greater detail on the following pages. Enterprise funds are generated through direct fees for service. The percentage breakdown of revenues is provided for below. Descriptions of each revenue category are provided below. FY 2004 Revenue Breakdown Water/ Sewer Enterprise Recreation Enterprise 1% State Aid 8% Local Receipts 8% Available Funds 1% GENERAL FUND General Fund available resources for FY 2004 are anticipated to be $97,509,465. Property taxes revenues are the largest source of funding for the Town of Lexington general fund (79 %), followed by local receipts (10 %) and state aid (10 %) and available funds (1 9 %). These revenues help support school, police, fire, public works, library, and general governmental services to the community. General Fund accounting is done on a modified accrual basis meaning that revenues are recognized when they become measurable or available (cash basis), while expenditures are accounted for in the accounting period incurred (accrual basis). Composition of the general fund: General Fund Breakdown Property Tax Chapter 59, Section 21C, of the Massachusetts General Laws, a statute commonly known as "Proposition 2% ", limits the incremental increase in property taxes that may be assessed in any town to not more than 2' /z% of the previous year's tax levy (real estate and personal property) plus new construction. This level of overall growth determines the tax levy limit. Lexington's general practice has been to raise the property tax levy to the limit in accordance with Proposition 2%. A detailed chart showing the previous ten years of levy limits is shown at the beginning of the next page (Figure 1) FY 2004 Appropriated Budget III - 1 Revenues and Fund Accounting State Aid s°i° Local Receipts 10% Available Property Funds Tax 1 % \\ 80% Property Tax Chapter 59, Section 21C, of the Massachusetts General Laws, a statute commonly known as "Proposition 2% ", limits the incremental increase in property taxes that may be assessed in any town to not more than 2' /z% of the previous year's tax levy (real estate and personal property) plus new construction. This level of overall growth determines the tax levy limit. Lexington's general practice has been to raise the property tax levy to the limit in accordance with Proposition 2%. A detailed chart showing the previous ten years of levy limits is shown at the beginning of the next page (Figure 1) FY 2004 Appropriated Budget III - 1 Revenues and Fund Accounting Dollars Figure 1: Total Tax Levy Limit, FY 1995 -2004 $80,000,000 � E l m $70,000,000 � � � � Imo_ $60,000,000 ■ _' � � $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 `' T Fiscal 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Year Two provisions within Proposition 2 % allow the citizens of a community to raise revenues outside of the tax limitation by popular vote. An override vote allows a predetermined sum of tax revenues to be generated over and above the normally allowable growth in the previous year's tax levy limit. This sum is then added to the base levy for the next fiscal year and this becomes a permanent addition to the tax levy limit. A debt exclusion is a specific voter approved bond authorization with a debt schedule that is funded outside the tax levy limit. These funds are raised and are tracked separate from those subject to the levy limit. They are not added to the tax levy limit for the following fiscal year. Lexington property owners pay taxes to the Town based on the assessed value of their real and/or personal property. Each year a tax rate is established for both residential and commercial property. The Town Assessor assesses real estate in order to properly reflect fair market value. In addition to real estate, businesses also pay a personal property tax (at the commercial rate) based on the value of their equipment, furniture, fixtures, and inventory used in conducting their business. The amount of taxes a property owner pays is determined by multiplying the applicable tax rate by each thousand dollars of assessed value. For example, if the tax rate is $10 and a property's assessed value is $100,000, the property owner will pay $10 times $100,000 /1,000, or $1,000. The table below provides a history of the average residential tax bill (just single family dwellings which are state class 101), the average residential valuation, and the residential tax rate for the Town of Lexington. Figure 2: Average Residential Tax Bill: Calendar Year 1997 -2003 The funds listed below provide a steady source of revenue, and have not fluctuated in some time. 1997 1998 1999* 2000 2001 2002* 2003 Average Bill $4,416.26 $4,541.30 $4,603.81 $4,688.55 $5,171.00 $5,391.84 $5,770.00 Average Value $318,174 $338,146 $359,954 $382,739 $427,000 $478,000 $527,000 Tax Rate 13.88 13.43 12.79 12.25 12.11 11.28 10.95 "Note: This saDepa&m tofReiemwluati year. FY 2004 Appropriated Budget III - 2 Revenues and Fund Accounting � E l m � � � � Imo_ ■ _' � � FY 2004 Appropriated Budget III - 2 Revenues and Fund Accounting State Aid The Commonwealth allocates a portion of generated revenue to municipalities each year for education and general governmental expenditures. These payments are derived primarily from the State Lottery and a percentage of State taxes including: personal income, sales and use, and corporate excise tax. The amount of state aid each community will receive is determined by formula and itemized in a financial statement, referred to as the cherry sheet, and traditionally printed on cherry colored paper. In FY 2004 the Town of Lexington expects to receive $8,848,644 in State Aid, approximately 10% less than the previous fiscal year. This amount will continue to change and may be reduced even further as state budgetary dilemmas continue. Dollars Figure 3: Total State Aid, FY 1995 - 2004" $12,000,000 - $10,000,000 $8,000,000 ,� m $6,000,000 N N C6 $4,000,000 N YJ IT m $2,000,000 $0 Fiscal 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Year * Figure 3 Note: Amountshown for FY 2004 is suhjeet to change thrmghmtFY 2004 as circumstances warrant. Local Receipts Local Receipts are those revenue sources collected by the Town. They include monies collected for the Lexington Public Schools, investments, fines & forfeitures, motor vehicle excise taxes, hotel/motel excise taxes and other fees & permits. The ten -year trends are shown in Figure 4. Dollars $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 Fiscal Year Local Receipt Categories: 1. School Revenue Revenue received by Lexington Public Schools from athletic fees, rental of school facilities, and bus transportation fees is included in this category. Figure 4: Total Local Receipts, FY 1995 -2004 2. Investment Income The Town cams interest on cash invested in short -term securities. The investment goal is to generate revenue, while minimizing risk, and ensure the availability of cash to meet expenditures. The amount of investment FY 2004 Appropriated Budget III - 3 Revenues and Fund Accounting 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 income is a function of the amount of funds invested and the interest rate. 3. Fines & Forfeitures Revenue collected from court fines, penalty charges for overdue taxes, non - criminal fines, and other minor property forfeitures, is included in this category. 4. Motor Vehicle Excise All vehicle owners who have their vehicle(s) registered in the State of Massachusetts pay an annual motor vehicle excise tax to the city or town in which they reside. The Registry of Motor Vehicles creates a listing of all vehicles registered in Lexington and the book value assigned to each vehicle. The Town uses this information to bill all owners an annual tax equal to 2' /z percent or $25 for each $1,000 of the vehicle's value. 5. Other Excise (Hotel/Motel & Jet Fuel) Lexington hotels and motels charge a 9.7% room tax to guests in accordance with local option legislation. The Town of Lexington receives 4% of this tax in semi - annual installments. Additionally, the State collects revenue from a jet fuel tax. Part of this revenue is re- apportioned to the towns whose property contains these airfields. 6. Other Fees & Charges Revenue is received from fees or charges by the Office of Community Development, Planning Department, Engineering, and the Department of Public Works. Also included in this category are collections from licenses and permits, ambulance fees, municipal liens, and building rentals. ENTERPRISE REVENUE Enterprise revenues for FY 2004 are anticipated to be $17,335,546. The Town created enterprise funds for water and sewer operations in 1988. A similar fund was established for Recreation services when the Town purchased the Pine Meadows Golf Club. Enterprise funds are used for activities that are fully financed through user charges. Thus, all direct and indirect costs of the operation for the water and sewer functions, and all direct and most indirect costs of the recreation enterprise have been built into the fees /rates charged. The three Enterprise Funds -- Recreation, Water and Sewer -- are each operated as distinct, self - supporting entities. In each case, operating expenses are balanced against revenues generated from user fees over the long run. In most cases, capital projects have also been supported by Enterprise revenues with the purchase of Pine Meadows Golf Club being the major exception. Budgeting for all Enterprise Funds is done on a GAAP (Generally Accepted Accounting Principles) or full accrual basis. This means that expenditures and revenues are accounted for in the accounting period incurred. Water and Sewer Users of sewer and water services provided by the Town pay charges depending upon metered water consumption. Since FY 1988, water and sewer operations have been financially accounted for by the Town on an Enterprise Fund basis. Revenue received from charges for sewer and water services is used to fully support the costs of the utility operation, such as Massachusetts Water Resources Authority (MWRA) assessments, debt service obligations, personal service costs, and capital projects. Charges for services are based on a rate structure corresponding to usage. Charges rise as usage increases. The Board of Selectmen sets the water and sewer rates to cover expenditures. Actual revenues oscillate with the level of consumer use, depending on variables such as the weather. The Town pays the MWRA assessments to supply quality water and dispose of Town sewage. In FY2003, the MWRA water rate was assessed at $1,395.65 per million gallons. Recreation The Recreation Enterprise Fund includes Pine Meadows Golf Club, a nine -hole golf course purchased by the Town in 1988, and town wide recreational facilities including aquatics and tennis. Users of Town recreational facilities and teams participating in Town sponsored sports pay fees for these services. Revenue collected from these fees covers providing instructors, coaches, and referees, recreation program management, part of the cost of maintaining facilities, as well as some recreation related capital improvements for revenue - producing recreation facilities. SPECIAL REVENUE FUNDS Special Revenue funds are those funds that have a specific purpose that is restricted by law. A complete description and listing of those revenues is found on page III -9. FY 2004 Appropriated Budget III - 4 Revenues and Fund Accounting OTHER AVAILABLE REVENUE FUNDING "Free Cash" The surplus of revenue over expenditures at the end of each fiscal year less all outstanding tax receivables is called unreserved fund balance or "free cash." The "free cash" amount is certified annually by the Department of Revenue as of July 1. Town Meeting may appropriate these funds as a resource for the following fiscal year's operations. A surplus is generated when actual revenues exceed those estimated and/or expenditures are less than appropriations. Stabilization Fund The Town accumulates funds for multi -year capital projects, particularly equipment needs, through the use of the Stabilization Fund. Any money voted to the Stabilization Fund remains in the Fund until Town Meeting appropriates the money, and does not close out at the end of the fiscal year. In addition, any interest earned remains in the fund and is re- invested in capital projects. Town Meeting approved the establishment of this fund in FY 1998 with an initial appropriation of $100,000, and approved the same amount of $100,000 again in FY 1999. These monies were approved by Town Meeting in April of 1999 to be used toward the purchase of a fire ladder truck in FY 2000. In FY 2001, $123,050 was appropriated to the stabilization fund toward replacement of an ambulance. This money was appropriated in FY 2002 when the ambulance was purchased. In FY 2004, $111,142 has been placed in the stabilization fund for the purpose of replacing Fire Engine 2 sometime in the future. Article Transfers and Trusts Projects from previous year Town Meeting article appropriations often have unexpended balances not required once the project is complete. The unexpended balance becomes available for future Town Meeting appropriation. Trust fund monies will occasionally be released by the Trustees of Public Trusts to support approved recreation, human services, cemeteries or library programs. Receipts Reserved for Appropriation Revenue received in a fiscal year which was not anticipated and used in setting the tax rate can be set aside and reserved for appropriation by the appropriating body or revert to the General Fund at year end. Revenue received from the sale of real estate can be applied to retire debt service in accordance with M.G.L.C. 44, S. 63A. BASIS OF ACCOUNTING AND BASIS OF BUDGETING The following descriptions detail how the Town of Lexington performs its accounting and budgeting. General Fund Basis of Accounting: General fund accounting is done on a modified accrual basis meaning that revenues are recognized when they become measurable or available (cash basis), while expenditures are accounted for in the accounting period incurred (accrual basis). Basis of Budgeting: The budgetary data for the general fund and proprietary funds is based upon accounting principles that differ from generally accepted accounting principles (GAAP). Therefore, in addition to the GAAP basis financial statements, the results of operations of the general fund are presented in accordance with budgetary accounting principles to provide a meaningful comparison with budgetary data. Enterprise Fund Basis of Accounting: All proprietary (other than recreation enterprise), nonexpendable and pension trust funds are accounted for on a flow of economic resources measurement focus. The accrual basis of accounting is used by proprietary (other than recreation enterprise), nonexpendable and pension trust funds. Their revenues are recognized when they are incurred. • Basis of Budgeting: Budgeting for all enterprise funds is done on a GAAP (Generally Accepted Accounting Principles) or full accrual basis. This means that expenditures and revenues are accounted for in the accounting period incurred. REVENUE TABLES The following pages detail the revenue sources for the Town of Lexington. Page III -6 shows the revenue summary. Page III -7 shows revenues by fund. Page I11-8 shows fund balances as of the close FY 2002. Finally, page III -9 shows a line -by -line accounting of all special revenue funds. FY 2004 Appropriated Budget III - 5 Revenues and Fund Accounting Revenue Summary State Aid - 713,000 State Aid (Operating) 9,068,615 9,602,681 9,571,556 9,464,610 9,571,513 8,662,825 (801,785) Additional Lottery Receipts - - State Aid (Capital) 863,984 863,977 161,480 161,487 161,487 185,819 24,332 Prior Year Overestimates 44,216 803,354 Total State Aid $9,976,815 $10,466,658 $9,733,036 $9,626,097 $9,733,000 $8,848,644 ($777,453) Local Receipts PAYT Revenue - 713,000 - - - - - School Revenue 650,866 706,552 650,000 700,000 596,000 803,354 103,354 Investment Income 1,233,616 699,446 749,912 600,000 637,000 405,275 (194,725) Fines & Forfeitures 262,833 261,414 250,000 260,000 250,000 287,831 27,831 Motor Vehicle Excise Tax 3,921,089 3,782,090 3,900,000 3,900,000 3,630,000 3,905,206 5,206 Other Excise Tax (Hotel /Motel) 548,187 428,688 540,000 425,000 411,000 412,935 (12,065) Other Fees and Charges 3,969,945 3,526,918 4,060,163 4,210,000 4,040,007 3,900,374 (309,626) Total Local Receipts 10,586,536 10,118,108 10,150,075 10,095,000 9,564,007 9,714,975 (380,025) Available Funds (747,000) Free Cash 925,074 1,691,923 3,200,000 3,250,000 483,532 640,333 (2,609,667) Stabilization fund - 123,050 - - - 101,131,092 $ - Parking Meter Revenue 389,224 299,566 188,218 188,218 188,000 188,218 - Receipts Reserved for Approp. 166,771 165,198 19,200 19,200 - 15,000 (4,200) Article Transfers & Trusts 182,625 100,000 100,000 100,000 100,000 100,000 1,604,272 Total Available Funds 1,663,694 2,379,737 3,507,418 3,557,418 771,532 943,551 (2,613,867) Tax Levy 826,117 Previous Year Levy Limit 61,322,549 67,831,893 71,101,282 71,101,282 74,228,862 74,228,862 3,127,580 Allowable 2 1/2% Increase 1,533,064 1,695,797 1,777,532 1,777,532 1,855,722 1,855,722 78,190 Allowable New Construction 1,535,451 1,573,592 950,000 1,350,048 1,350,000 1,350,000 (48) Voter Approved Override 3,440,829 4,957,000 Total Tax Levv Limit 67.831.893 71.101.282 73.828.814 74.228.862 82.391.584 77.434.584 3.205.722 PAYT Tax Levy Reduction (747,000) Total Debt Exclusion 950,625 1,708,200 1,339,535 1,567,988 2,691,225 4,189,338 2,621,350 Tax Levy Revenue Total $ 90,961,933 $ :94,989,268 $ 98,558,878 $ 99,075,365 $ 105,151,348 $ 101,131,092 $ 2,055,727 Enterprise Revenue Water /Sewer Enterprise 14,527,422 11,713,169 14,867,141 14,867,141 15,781,274 15,731,274 864,133 Recreation Enterprise 1,554,940 1,531,352 1,642,288 1,642,288 1,424,272 1,604,272 (38,016) Total Enterprise Revenue 16,082,362 13,244,521 16,509,429 16,509,429 17,205,546 17,335,546 826,117 FY 2004 Appropriated Budget III - 6 Revenue and Fund Accounting FY2004 Appropriations by Fund Education $ 63,627,885 - - - - - - $ 63,627,885 Shared Expenses $ 16,429,516 $159,179 $71,120 $122,000 - - 15,000 $ 16,796,815 Community $ 5,661,625 $5,891,533 $8,500,770 $75,000 $79,193 $100,000 - $ 20,308,121 Services Recreation 0.2% Cemetery Social Development Government Capital Public Safety $ 7,157,128 - - - $109,025 - - $ 7,266,153 Library $ 1,478,184 - - - - - - $ 1,478,184 Recreation - - - $ 1,327,272 - - - $ 1,327,272 Social Services $ 370,420 - - - - - - $ 370,420 Community $ 829 - - - - - - $ 829,073 Development ,073 Library 2 . 3 % General $ 1,799,645 $224,336 $224,336 - - - - $ 2,248,317 Government Public Safety Capital Budget $ 796,322 435,000 225,000 80,000 - - - $ 1,536,322 Intergovt Charges/ $ 2 - - - - - - $ 2,678,076 Assessor's Overlav *Includes funds from tax levy, local receipts, state aid, and Free Cash. FY 2004 Recommended Budget III - 7 Revenues and Fund Accounting FY2004 Appropriations by Fund FY2004 Appropriations by Program Parking Community General Recreation 0.2% Cemetery Social Development Government Capital 0.7% 1.9% 1.4% 0.1 %ry Receipts Services Budget Intergovt Sewer 0.0% 0.3% 1.3% Charges/ Recreation Assessor's 7 6% 1.1 % Overlay Library 2 . 3 % Water 5.7% 1.2% Public Safety 6.1 Community Services 7.1 General 85.1 % Shared Expenses Education 14.2% 53.7% FY 2004 Recommended Budget III - 7 Revenues and Fund Accounting GENERALFUND 9,386,153 90,881,867 1,868,054 (92,951,277) (1,055,673) 8,129,124 (1,257,029) ENTERPRISE FUNDS SEWER 9,434,113 7,239,388 (6,365,751) (496,400) 9,811,350 377,237 WATER 8,117,446 5,166,772 (4,282,442) (941,526) 8,060,250 (57,196) RECREATION 1,420,288 1,578,300 50,000 (1,277,747) (75,000) 1,695,841 275,553 SUBTOTAL $28358000 $104,866,327 { $1,918,054 { ($104,877,217) ($2,568,599) $27,696,565 { ($661435)' SPECIAL REVENUE 4,211,222 9,795,716 500,000 (9,817,231) (335,128) 4,354,579 143,357 CAPITAL PROJECTS 14,023,196 73,091,924 708,723 (75,846,106) 11,977,737 (2,045,459) TREASURER TRUSTS 1,604,043 11,526,257 (11,302,145) (223,050) 1,605,105 1,062 SUBTOTAL $19,838461 . $94,413897 i $1,208,723 ? ($96,965482) .. ($558 ; 778) $17,937421 i ($1,901040)', COMBINED TOTALS $48,196,461 $199,280,224 $3,126,777 ($201,842,699) ($3,126,777) $45,633,986 ($2,562,475) Note: This table provides accounting information on all Town funds, both budgeted and unbudgeted. Most special revenue funds do not require appropriation (i.e, grants and gifts) and do not appear elsewhere in this document beyond pages 111 -9 through 111 -11. FY 2004 Appropriated Budget III - 8 Revenues and Fund Accounting Summary of Town Fund Balances - FY2002 Actuals Statement of Revenues, Expenditures & Fund Balances - Special Revenue SPECIAL REVENUE FUNDS Special Revenues have a revenue source that is restricted to a specific purpose for expenditure by law. Various state and federal grants such as State Aid to Libraries and Chapter 90 Highway funds fall under this category. Many grants from the state and federal government, which are listed in this section do not require Town Meeting appropriation. In addition, numerous educational and activity funds such as school lunch programs, and gift accounts are accounted for under special revenues. One of the largest of the special revenue funds is the Parking Meter Fund. Revenue from town parking meters and parking lot stickers is deposited into the Parking Fund. This fund helps pay for LEXPRESS transportation services, police personal services, parking lot maintenance costs, and Department of Public Works expenses directly related to the maintenance of parking lots. Revenue Category/Fund Balance Transfers/ Encumbrances Expenditures Revenues Balance July 1, 2001 Adjustments June 30, 2002 School Lunch 0 1,367,545 1,363,673 3,872 School Lunch Total 0 0 1,367,545 1,363,673 0 3,872 Highway Art 8G of 01 Street Improv 0 550,000 211,826 51,048 287,126 MA 36985 1,006 15,216 17 989 MA 37344 5,797 133,653 119,784 6,166 13,500 Art 8H of 00 Street Improv 53,342 525,558 520,879 0 58,021 MA 37698 20,000 218,491 218,491 Selectmen Gift - Verizon 20,000 MA 38053 0 232,708 211,242 21,467 0 MA 38454 101,607 381,607 416,592 5,515 61,107 4501 -2- 235150 0 240,279 7,560 7,560 240,279 Highway Total 181,752 2,282,297 0 1,698,831 84,195 681,023 Other Special Revenue South Lexington Traffic Imp. Fund 7,736 5,985 13,722 0 Hanscom /Massport Litigation 15,216 15,216 H.A.T.S. 1,542 585 957 Sale of RE - Receipts Reserved 0 19,200 19,200 Selectmen Gift - Verizon 118,415 4,390 20,715 7,048 89,182 47,290 Lexington Center Benches 17,302 26,423 14,288 29,437 Massport Intern Grant 0 7,560 7,560 0 Bikeway 2,704 220 649 2,276 Eddison Beautification Gift 10,000 10,000 0 Arch Comm/MWRA -Water Tower Gift 17,297 813 72,813 19,593 29,036 42,294 Nextel Communications 31,372 10,788 17,244 6,528 18,388 Cable Maintenance Account 42,633 22,612 1,350 63,895 Flexible Spending 38,486 9,839 4,614 43,712 School Project Earnings 1,090,230 583,748 1,673,978 Sprint Communications 112,089 271 34,602 17,265 7,401 122,296 N.O.I. Fees /Local Share 6,765 6,494 772 12,486 Hardy Pond Brook 17,740 17,740 Off Duty Detail - Police (67,335) 931,713 996,522 (132,144) Police Dept Gift Fund 2,755 (276) 850 2,181 Firearms Record Keeping Fund 0 1,295 975 320 Cops Sch Bas Partnrshp 99 7/02 (321) 11,700 22,589 33,968 0 Community Policing Grant 12/01 447 75 522 0 Community Policing'01 8,045 1,856 9,901 0 Child Passenger Safety'01 (310) 2,827 2,517 0 2000 Violence Against Women 9/01 (11,500) 6,414 11,500 6,414 0 2001 Violence Against Women 9/02 0 4,025 11,434 4,666 (12,075) Community Policing 02 0 32,000 32,000 0 Off Duty Detail - Fire 2,518 20,541 15,303 7,756 S.A.F.E. FY02 0 5,268 5,268 0 Fire Dept. Gifts 1,102 1,235 2,337 Fire Fighter Exam 0 1,950 1,950 0 DPW Revolving 21,725 11,436 51,560 26,181 58,539 Lexpress Fare /Passes 12,480 64,720 69,450 7,750 MBTA Grant 0 80,000 80,000 0 Lexpress - Gift 1,010 15,710 11,635 5,085 FY 2004 Appropriated Budget 111 -9 Revenues and Fund Accounting Statement of Revenues, Expenditures & Fund Balances - Special Revenue Revenue Category/Fund Balance July 1, 2001 Transfers/ Adjustments Encumbrances Expenditures Revenues Balance June 30, 2002 Lexington Transit Guide 14 63,355 1,500 750 764 Hartwell Ave. Traffic Mgmt. Assoc. 10,000 1,634 3,880 Drama Foundation - Revolving 22,705 10,000 Sale of Cemetery Lots 93,906 Athletics - Revolving 49,965 9,334 143,871 DPW Recycling /Composting Bins 1,319 373,097 3,621 3,699 1,241 Off Duty Custodian 5,363 150 140 2,301 5,503 NESWC Recycling Assistance 8,851 7,949 106,855 59,186 56,520 Minuteman Hazardous Products 19,235 22,930 102,675 100,545 2,864 41,432 Off Duty Detail - DPW 264 Bridge School Gift 60,467 47,045 13,687 Selectmens Tree Gift Account 4,526 5,000 1,197 3,329 Utility Imp.- Bedford /Harrington St. 119,229 3,800 2,150 11,300 113,879 Turn 2002 0 5,565 3,750 3,825 (75) Receipt Res - MWPAT Loan Repaymts 4,253 2,005 2,189 3,921 6,442 COA- Social Day Care - Revolving 96,676 Misc Gifts 163,520 160,103 100,093 COA Transportation Grant 0 3,612 7,000 7,000 0 C.O.A. Gift Fund 10,607 10,000 1,801 8,806 C.O.A. Incentive Grant FY02 0 41,100 3,780 3,780 0 DEA Formula Grant 0 0 32,995 32,995 0 Library Development Officer 3,380 METCO FY 02 116,867 116,208 4,039 State Aid to Libraries 93 0 37,082 9,209 14,688 13,278 Recreation Gift Account 51,425 6,900 205 30,806 20,824 Insurance Reimbursment < 20K 8.863 10,000 55.611 51.662 12.812 School Special Revenue Off Duty Custodian 0 21,577 16,089 5,487 Driver Ed - Revolving 32,374 62,579 63,355 31,597 Lost Books - Revolving 2,293 3,516 296 1,634 3,880 Drama Foundation - Revolving 22,705 22,705 Athletics - Revolving 0 9,334 5,693 3,641 Adult Education - Revolving 373,097 257,980 283,130 16,147 331,800 Bowman Library 2,151 150 2,301 Elementary Gift 18,010 3,495 7,949 13,556 School Gift 4,524 750 100 5,174 Harrington School Gift 138 138 Bridge School Gift 2,105 2,105 Diamond School gift 5,000 5,000 Fiske Sch. Gift Account 6,186 500 205 6,481 Athletic Gift Account 6,300 888 5,565 1,622 Hastings Gift Account 2,005 2,005 Vivian Burns Fiske Memorial Fund 3,921 775 4,696 Misc Gifts 52,978 17,478 35,500 0 Hasting Anti -Bias Gift 6/03 3,612 10,000 4,267 9,345 Estabrook Gift 0 10,000 10,000 Academic Support 8/01 870 40,230 41,100 0 Tran /Fullday Kindergarten 8/01 5,000 5,000 10,000 0 Health Protection FY 02 0 124,843 124,843 0 METCO FY 02 0 1,224,406 1,224,406 0 Enhanced School Health FY 02 0 192,444 192,444 0 Early Literacy FY 02 0 6,900 6,900 0 Gifted & Talented FY 02 0 10,000 10,000 0 School Breakfast Demo FY 02 0 32,658 32,658 0 Safe Schools /Gay Lesbian FY 02 0 2,100 2,100 0 Project Success 8/02 0 10,775 10,775 0 Kindergarten Trans Plan 6/02 0 29,053 38,738 (9,685) Academic Support 6/02 0 8,000 8,000 0 Federal Special Ed Entitlement 8/01 74,793 74,793 0 Early Childhood Education 8/01 57,942 (36,523) 21,418 0 SPED - Professional Dev & Train 8/01 20,625 19,286 39,911 0 Title VI 8/01 5,888 5,888 0 Teacher Train Math & Science 8/01 2,099 2,099 0 Title 1 8/01 18,064 18,064 0 Safe & Drug Free Schools 8/01 3,919 3,919 0 Class Size Reduction 8/01 8,170 8,170 0 Emergency Immigrant 8/01 1,642 1,642 0 FY 2004 Appropriated Budget III - 10 Revenues and Fund Accounting Statement of Revenues, Expenditures & Fund Balances - Special Revenue Revenue Category/Fund Balance Transfers/ Encumbrances Expenditures Revenues Balance July 1, 2001 Adjustments June 30, 2002 +G54 Tech Challenge - Assistive Tech 8/01 3,528 7,500 11,028 0 Educator Quality 8/01 29,300 29,300 0 Tech Challenge - Tech Mentor 8/01 421 421 0 Emergency Immig Engl Lang Acq 8/01 1,746 1,746 0 Technology Challenge - Adoption 8 /01 (2,813) 7,475 4,662 0 Technology Challenge Ves 10,832 7,500 18,332 0 Library Sew & Technology Grant 8/01 2,257 2,257 0 Redesign of Preservice Education 8/01 8,750 8,750 0 Molecular Markers Integr w/ Wisconsin 28,866 22,053 6,813 SPED 8/02 0 825,644 783,792 1,931 39,921 SPED: Early Childhood 8/02 0 36,523 63,154 75,039 1,895 22,744 SPED Professional Develop 8/02 0 36,288 54,235 2,737 (20,684) Title VI 8/02 0 16,628 8,719 631 7,278 Eisenhower- Teacher Training 8/02 0 22,196 14,257 28 7,911 Emergency Immigrant Act 8/02 0 31,412 31,412 0 Class Size Reduction 8/02 0 57,716 57,716 0 Safe & Drug Free Schools 8/02 0 24,764 23,869 895 Title 1 8/02 0 196,316 122,906 249 73,160 Emergency Immigrant ELA 8/02 0 25,000 25,000 0 After School Drug Prevent 9/02 0 84,685 61,869 15,211 7,606 SPED Supplement 8/02 0 116,367 116,367 0 School Special Revenue Total 819,297 0 3,609,883 3,755,726 75,962 597,492 Lexington Education Foundation 0 128,334 128,334 0 0 L.E.F. Total 0 0 128,334 128,334 0 0 Special Revenue Fund Total 3,041,059 2,362,754 8,238,779 9,305,692 315,373 4,021,527 FY 2004 Appropriated Budget III - 11 Revenues and Fund Accounting Capital Investment INTRODUCTION Everything the Town does, from providing services to its residents and citizens, to equipping employees to effectively perform their jobs, requires the existence of certain basic physical assets. These assets include streets, water mains, parks, buildings, large equipment and technology. They must be purchased, maintained and replaced on a timely basis or their usefulness in providing public services will diminish. The Town's five - year Capital Improvements Program and annual Capital Budget are developed to ensure adequate capital investment in the Town's assets. DEFINITION OF CAPITAL PROJECTS A capital project is a major, non - recurring expenditure involving one or more of the following: • Acquisition of land for a public purpose; • Construction of, or addition to, a facility such as a public building, water or sewer lines, play field, etc.; • Rehabilitation or repair of a building, facility; provided the cost is $25,000 or more and the improvement will have a useful life of 10 years or more; • Purchase of equipment costing $25,000 or more, with a useful life of 5 years or more (all cars are defined to be non - capital items); • Any planning, engineering or design study related to a specific capital project. CAPITAL POLICY FRAMEWORK In 1991 the Board of Selectmen adopted a capital policy framework to ensure adequate planning and funding for capital investment, particularly cash capital projects within the general fund. This capital investment strategy was composed of the following major elements: • multi -year planning for capital investment; • debt exclusions for major capital projects; • allocating 5% of general fund revenues for cash funding of small capital projects; and • ensuring sufficient operating budget resources for maintaining capital assets. The Town was not able to meet the 5% policy goal in either the FY2003 or FY2004 budgets. This policy is currently under review to reflect changes in Lexington's budget situation. Capital policy considerations include the need to sort out essential investment from what would be good FY 2004 Appropriated Budget IV -1 to have, to assess the Town's capacity for planning and implementing capital projects so that too much is not taken on at once, and to reflect overall budget issues and constraints. FIVE -YEAR CAPITAL PROGRAM Five -year capital improvement planning has been part of Lexington's budget development process for many years. Multi -year planning allows proper staging and sequencing of capital projects to even out spikes and make funding needs more predictable. Capital investment requirements can be uneven, sometimes involving unique large projects such as a new fire engine or a new school building. Other capital investment needs are recurring. Lexington will continue to refine the five -year planning process in an attempt to determine an appropriate annual level of capital investment. The five -year Capital Improvement Program shown on the following pages includes all capital projects identified by school and municipal departments over the next five years. The program includes three major categories of projects that are described below. The Cash Capital Plan for the General Fund is a critical element of the integrated five -year Capital Improvement Program. Cash projects are those relatively small renewal capital investment projects such as the annual street resurfacing program, renewal of building systems, and replacement of large equipment. A second element of the Capital Improvement Program is five -year planning for Enterprise Funds. The Water and Sewer Enterprise Funds are financially able to support all capital needs projected over the five -year planning period. The Recreation Enterprise Fund is able to fund capital investment only for revenue producing assets, such as the golf course and the aquatics facilities, while other capital needs are requested from the General Fund. The final element in the Capital Improvement Program is scheduling the use of debt exclusions for large capital projects, generally those costing over $1 million which can be bonded for ten years or more. The debt service for these projects is repaid outside of the Proposition 2 -1/2 limit. Capital Investment FY 2004 -2008 CAPITAL IMPROVEMENT PLAN SCHOOLS 1 Lexington High Acoustical Modifications GF Debt $1,500,000 $1,500,000 $1,500,000 2 Diamond Gym Floor GF Cash 125,000 125,000 125,000 3 Harrington Gym Floor GF Debt 65,000 65,000 65,000 4 Hastings Gym Roof GF Cash 88,000 88,000 0 5 Vehicle Replacement GF Cash 0 0 0 6 School Technology GF Cash 0 0 0 9 Lexington High Auditorium Lighting GF Cash 0 0 0 10 Hastings Mechanical Upgrades GF Cash 0 0 0 11 Bowman Reseam Roof GF Cash 0 0 0 12 Hastings Parking Lot Enlargement GF Cash 0 0 0 15 Central Office Building Repairs GF Cash 0 0 0 2 DPW Operations Facilitv Debt Exclusion 1.490.000 0 0 5 Street lmorovements(1) GF Cash / Chapter 90 1.045.000 960.000 960.000 8 Storm Sewer Improvements W/S Enterprise Cash 150.000 150.000 150.000 NA Electric Utility Ad -Hoc Committee GF Cash 150,000 0 0 FIRE 1 Engine 2- Replacement GF Cash 327,390 327,390 111,142 (2) 2 Rescue 2- Replacement GF Cash 0 0 0 RECREATION 1 Playground Improvements GF Cash 35,000 0 0 2 Pine Meadows Equipment Rec Enterprise Cash 50,000 50,000 50,000 3 Skate Park Rec Enterprise Cash 35.000 0 30.000 6 Adams & Vallev Facilitv Improv. Rec Enterprise Cash 0 0 0 1 E. Lexington Branch - Renovation (2) GF Cash/ Debt Exclusion 0 0 0 1 Senior Center (2) Debt Exclusion 0 0 0 (1) $500,000 for in General Fund cash for streets is included every year as a result of the FY2001 override. In addition, $460,000 in Ch.90 street funding is anticipated for FY2004. (2) Town Meeting appropriated $327,390 but $216,248 was contingent on passage ofthe June 2 override, which was defeated. The remaining funds were put into the stabilization fund. (3) The estimates for the E. Lexington Branch Library and the Senior Center are not representative of any cost studies. The estimates simply serve as placeholders and require further evaluation. FY 2004 Appropriated Budget IV -2 Capital InveStME Lexington High Acoustical Modifications $0 $0 $0 $0 $1,500,000 Diamond Gym Floor 0 0 0 0 $125,000 Harrington Gym Floor 0 0 0 0 $65,000 Hastings Gym Roof 0 0 0 0 $0 Vehicle Replacement 50,000 30,000 30,000 30,000 $140,000 School Technology 250,000 250,000 250,000 0 $750,000 Estabrook Roof Repair 25,000 0 0 0 $25,000 Hastings Foundation Stress Crack 65,000 0 0 0 $65,000 Lexington High Auditorium Lighting 250,000 0 0 0 $250,000 Hastings Mechanical Upgrades 0 100,000 0 0 $100,000 Bowman Reseam Roof 0 75,000 0 0 $75,000 Hastings Parking Lot Enlargement 0 25,000 0 0 $25,000 Lexington High Roof Repair 0 0 0 400,000 $400,000 Clarke Roof Repair 0 0 0 270,000 $270,000 Central Office Building Repairs 0 0 250,000 0 $250,000 Landfill Closure 0 0 0 0 $450,000 DPW Operations Facility 12,770,000 0 0 0 $12,770,000 Traffic Improvements 25,000 30,000 500,000 200,000 $755,000 DPW Equipment 368,000 350,000 300,000 340,000 $1,493,000 Street Improvements (1) 1,100,000 1,200,000 1,300,000 1,410,000 $5,970,000 Building Envelope 750,000 750,000 755,000 760,000 $3,255,180 Water Distribution System Improv. 850,000 800,000 800,000 500,000 $3,850,000 Storm Sewer Improvements 335,000 345,000 360,000 365,000 $1,555,000 Sanitary Sewer Improvements 525,000 600,000 600,000 600,000 $2,400,000 Sidewalk Improvements 105,000 110,000 115,000 115,000 $445,000 Electric Utility Ad -Hoc Committee 0 0 0 0 $0 Engine 2- Replacement 0 0 0 0 $111,142 Rescue 2- Replacement 0 175,000 0 $175,000 Two -Way Radio System - Replace. 40,000 0 184,800 0 $224,800 Engine 1 - Replacement 0 0 0 379,075 $379,075 Playground Improvements 35,000 35,000 200,000 55,000 $325,000 Pine Meadows Equipment 0 0 50,000 0 $100,000 Skate Park 0 0 0 0 Pine Meadows Improvement 400,000 0 0 200,000 $600,000 Old Reservoir Management 0 50,000 0 0 $50,000 Adams & Valley Facility Improv. 0 125,000 0 0 $125,000 Center Pool Complex 0 0 30,000 0 $30,000 E. Lexington Branch - Renovation (2) 100,000 0 4,000,000 0 $4,100,000 Senior Center (2) 5,000,000 0 0 $5,000,000 Electronic Permitting 0 0 0 0 $0 $23,043,000 $5,050,000 $9,724,800 $5,624,075 $48,203,197 FY 2004 Appropriated Budget IV -3 Capital InvestmE FUNDING OF CAPITAL INVESTMENT The following funding sources are used to finance the town's capital investment: • Cash for Immediate Capital Investment (Cash Capital) — The town regularly appropriates monies from the general fund and the enterprise funds to finance short -tern, small capital investment projects. Stabilization Fund —The Town occasionally makes use of the policy of appropriating a small portion of cash capital funding to a stabilization fund. This funding source is then set aside and used to mitigate the costs of capital items in future years. Debt Service — The Town has traditionally financed large capital projects with debt. Funding for debt service derives from the General Fund Tax Levy (either under the Proposition 2 % levy limit or from a voter approved debt exclusion — see glossary for definitions) or from the Enterprise Funds. • Other Sources — The town uses dedicated state aid and grant funding to finance capital investment when these funds are available. RELATIONSHIP BETWEEN OPERATING BUDGET AND CAPITAL INVESTMENT There are two critical aspects of the relationship between the operating and capital budgets that must be balanced as part of a decision about the appropriate size of the Town's overall budget. First, assets must be adequately maintained through a combination of capital and operating funding in order to give proper service. Major rehabilitation, renewal or replacement requires adequate capital funding. In addition, any capital projects taken on by the Town must have the operating resources necessary to support and maintain them over their useful life. Specifically, the technical, manpower and maintenance resources needed to protect the Town's capital investments must be accounted for in the operating budget in order to maintain long -term investments made in the Town's infrastructure. Secondly, the financial structure of the Town's capital program must be balanced between cash and debt. Stretching out the payment of a long- term asset through permanent borrowing can be beneficial. On the other hand, overuse of debt financing compromises the ability to fund needed projects with cash in future years. A more thorough discussion of Lexington's debt policy can be found in the Debt section of this document. FY2004 CASH CAPITAL FINANCING PLAN Review of FY2004 projects was undertaken within the following parameters: • Projection of a planning figure for cash capital. This was originally projected to be $773,395 but was revised downward due to increased debt service needs and then further reduced as part of the budget balancing process. The final amount of cash appropriated for capital from the tax levy was $296,322. • Consideration of projects appearing new in the budget year only under emergency circumstances. The integrity of the five - year capital planning process requires that future projects be identified as early as possible and projected in the out -years of the plan, moving forward on planned funding schedule. • An intention to keep new borrowing authorizations low. Experience has shown that the future "window" for cash capital does not always open up as planned, so we cannot continue to temporarily borrow funds but should rather delay projects if possible. When debt financing is required for time - critical projects, the intention is to issue permanent financing. A total of $2,295,000 in new general fund bonding was authorized for FY2004. • Funding of enterprise- related projects from enterprise funds. All requested water, sewer, and recreation enterprise fund projects were approved for FY2004. • Proposal of large capital projects for debt exclusion. Strictly speaking, the $1,500,000 project for acoustical modifications at the high school should have been proposed for debt exclusion, but the requirements of this project could not wait for the next time a debt exclusion might be proposed. FY 2004 Appropriated Budget IV -4 Capital Investment FY2004 General Fund Capital Plan Note: Since the cash capital policy is under review, and future -year planning for a few capital areas needs to be further refined, no specific project recommendations have been made for FY2005 -8. Cash Funding Replace Engine 2* $ 111,142 Diamond gym floor 125,000 Town bldg envelope (part) 60,180 Street resurfacing 500,000 S 796.322 Bond authorization ** LHS acoustical modifications $ 1,500,000 Harrington gym floor 65,000 Town bldg envelope (rest) 180,000 Landfill closure 450,000 DPW Equipment 100,000 $ 2,295,000 * This amount remains after $216,248 of the projected cost was cut when the June 2 override did not pass. The funds were put into the stabilization fund. ** It is projected that approval of this new debt will add the following debt service costs to future years' budgets: FY2005 - $560,593; FY2006 - $505,050; FY2007 - $490,350; FY2008 - $475,650. FY 2004 Appropriated Budget IV -5 Capital Investment Debt INTRODUCTION Debt financing has long been one of the main methods of financing capital projects in the Town of Lexington. The use of debt allows the Town to afford large -scale capital projects today and be able to plan a systematic and structured method of paying for them. The information contained in this section is intended to accomplish the following goals: • Describe the laws governing the issuance of debt; • Describe the types of debt Lexington issues • Acknowledge the interrelationship between Capital Investment and Debt Policy; • Recognize the importance of multi -year planning for debt management; • Explain the current debt situation of the town. LAWS GOVERNING THE USE OF DEBT The Town of Lexington is governed by several ways in how it can use its debt privileges: the limit of debt and bond authorization Bond Authorization Process The Town of Lexington is authorized to issue debt pursuant to Massachusetts General Law, Chapter 44, Sections 7 and 8. General Obligation Bonds are secured by a pledge of revenues through property taxes and are authorized at Town Meeting by a two- thirds vote. Bond Anticipation Notes (BAN's) are utilized prior to the permanent issuance of bonds and are shown in this budget as Temporary Borrowing (Element 2230). Historically, the Town does not put in a call provision for bond refunding when selling bonds, as the Town is an Aaa rated community and as such enjoys competitive interest rates. Debt Limits Chapter 44, Section 10 of Massachusetts General Law limits the authorized Indebtedness to 5% of the Town's equalized valuation. The most recent State - determined Equalized Valuation is $4,841,620,900 as of December 2, 2002. While this provides a limit to debt issuance for the Town, it is not realistic that the Town will come near this limit in the foreseeable future. Outstanding debt currently absorbs 39.1 %of the allowable $304,178,680 in debt issuance. RELATIONSHIP BETWEEN CAPITAL INVESTMENT AND DEBT POLICY Large capital projects, generally costing over $1 million and having useful lives of ten years or more, are typically funded with debt to spread the cost out over many years. In order to prevent debt service costs from absorbing all the capital investment resources, Lexington's capital policy anticipates excluding large capital project debt service from the limits of Proposition 2 -1/2. Voter- approved debt exclusions provide for repayment of debt on specific projects outside of the tax levy limit, thus freeing up tax levy funding for smaller capital projects. These smaller projects can typically be funded with cash because the cost can be absorbed in one year. Cash capital projects may include replacement of or reinvestment in existing assets, such as replacing a fire engine, renewing a playground, or rehabilitating a building. Finally, the Town's current capital policy seeks to maintain the proper balance between the operating and capital budgets. An appropriate capital investment strategy will take into consideration the need for sufficient ongoing maintenance funding in the operating budget to keep assets in serviceable condition over their expected useful lives. TYPES OF DEBT Lexington has several types of debt. Debt comes in two formats: Exempt debt (debt which is not within the tax -levy) and non - exempt, or within - levy debt. The difference is that exempt debt is paid for outside of the tax levy limit, or with taxes raised in addition to the property tax levy limit as identified by proposition 2 %. Projects which are exempt require a public vote. Within -levy debt must be raised and paid for within the tax levy. FY 2004 Debt Service Each year the Town of Lexington sets aside money for servicing (paying down) the debt. A breakdown of the debt service is provided on the next page. The total debt service for FY 2004 is $3,800,957. FY 2004 Appropriated Budget V -1 Debt Figure 1: Fiscal Year 2004 Appropriated Budget Debt Service Due: February 1, 2004 - February 1, 2023 Program Item Authorized' Amount' Category Pro 'ram Item $20,000,000 Principal Interest Total Education Schools $ 2,245,000 $ 203,338 $ 2,448,338 Public Safety Central Dispatch $ 160,000 $ 16,000 $ 176,000 Community Services Building Envelope $ 200,000 $ 27,950 $ 227,950 DPW Equipment $ 53,000 $ 3,718 $ 56,718 Street Resurfacing $ 50,000 $ 1,125 $ 51,125 Culture & Recreation Cary Library $ 480,000 $ 289,464 $ 769,464 General Government Augusta Property $ 15,000 $ 2,862 $ 17,862 Fiber Optics $ 50,000 $ 3,500 $ 53,500 Grand Total $ 3,253,000 $ 547,957 $ 3,800,957 Debt Process Nearly all of the debt Lexington issues exists in one of three forms: authorized, temporary and permently issued. All debt which the Town of Lexington has is authorized — that is it has been approved by a vote of 2/3rds of Town Meeting. If the amount of debt is large enough, then the proposed debt goes to the voters for a debt exclusion vote. Debt is then either temporarily or permanently issued. Temporary borrowing is utilized both for smaller -scale projects and large -scale projects when the Town attempts to secure a better interest rate, state reimbursement or other fiscal advantage. In recent years, cash capital projects, including minor building renovations, equipment purchases and other facilities maintenance have been financed through short -term (three to five year) borrowing. The Town is trying to reduce its reliance on short -term debt financing of maintenance projects. A more in depth discussion of this issue is provided for in the Capital Investment section of the budget. The Town of Lexington has recently issued both temporary and permanent debt. Effective of February 1, 2003, $51,448,000 of permanent debt was issued for a duration of 20 years. This is shown in Figure 2. Also effective February 1, 2003, $38,135,000 of Bond Anticipation Notes were issued for a two -year duration. This is shown as "Lot B" in Figure 3. Lot B has been issued for two -years on the anticipation that promised Commonwealth of Massachusetts school building assistance monies will become available to assist in the repayment of the debt. Once that money becomes available, this debt will also be permanently issued. Finally, effective February 14, 2003, $2,476,000 of BAN'S was issued for a one- year duration. This shown as "Lot A "in Figure 3. Figure 2: Permanently Issued Debt as of February 1, 2003 Due: February 1, 2004 - February 1, 2023 Program Item Authorized' Amount' Category Education Secondary School Projects 11/9/98 $20,000,000 Exempt 12/7/98 Education Elementary Reconstruction Projects 3/25/02 $14,000,000 Exempt 5/13/96 Culture & Recreation Cary Library 10/22/97 $ 7,150,000 In -Levy 5/16/01 Culture & Recreation Lincoln Park Fields 4/1/02 $ 3,400,000 Exempt 3/29/00 3/28/01 Community Services Water Infrastructure $ 1,680,000 Enterprise 4/2/01 5/6/02 FY 2004 Appropriated Budget V -2 Debt Figure 2: Permanently Issued Debt as of February 1, 2003 Con't Due: February 1, 2004 - February 1, 2023 Lot Issued: February 14,2003 Due: February 12, 2004 Program Item Authorized* Amount Amount Categor School Technology Building Envelope Building Envelope Financial Software 04/04/01 05/06/02 02/15/02 02/15/02 4/3/00 In -Levy In -Levy In -Levy In -Levy Total Education School Remodeling 4/4/01 $ 1,150,000 In -Levy Program 3/25/02 Authorized Amount Catego Community Services Street Improvements 3/25/02 $ 1,000,000 Exempt Community Services Sewer Infrastructure 4/9/97 $ 830,000 Enterprise 4/15/98 Grand Total Education School Technology 4/3/00 $ 800,000 In -Levy Community Services Building Remodeling 3/29/00 $ 450,000 In -Levy Education School Technology 4/27/98 $ 250,000 In -Levy Education Portable Classrooms 3/23/98 $ 200,000 In -Levy Community Services DPW Equipment 3/29/00 $ 158,000 In -Levy 4/2/01 Community Services Fiber Optics 3/29/00 $ 150,000 In -Levy Community Services Street Improvements 4/2/01 $ 50,000 In -Levy Grand Total $51,268,000 *Note: Authorized means that a vote was taken on the date shown either by Town Meeting or the voters which authorized the future issuance of the debt. Figure 3: Bond Anticipation Notes (Temporary Borrowin Lot Issued: February 14,2003 Due: February 12, 2004 Program Item Authorized Amount Catego Education Community Services Community Services General Government School Technology Building Envelope Building Envelope Financial Software 04/04/01 05/06/02 02/15/02 02/15/02 $800,000 $685,000 $566,000 $425,000 In -Levy In -Levy In -Levy In -Levy Total $2,476,000 Lot B Issued: February 1, 2003 Due: February 1, 2005 Program Item Authorized Amount Catego Education Education Education Education Secondary School Projects School Athletic Fields Acoustic Modifications School Technology 11/9/98 12/7/98 4/10/00 4/12/99 3/25/02 4/27/98 $35,035,000 $1,700,000 $1,100,000 $300,000 Exempt In -Levy In -Levy In -Lev Total $38,135,000 Grand Total $40,611,000 On the following pages, the debt schedule for the Town of Lexington appears. It is arranged showing the individual projects, principal and interest amounts for the next five fiscal years individually and a summary of all years after FY 2008 where debt payments remain. The intent is to show the continual amount of debt which Lexington has already committed itself to. FY 2004 Appropriated Budget V -3 Debt Debt Service Schedule - FY 2004 -2023 Within Levy (Non- Exempt) Debt T O O A O m (D a W a (D A Issued Date I Original Issued Amt Item FY 2004 Total FY 2005 Total FY 2006 Total FY 2007 Total F Y 2008 Total FY 2009.2M Total Total Debt - FV 2004 -2023 Principal Interest Total Education 530,000 schools 23/98 107,100 - - - - - 105,000 2,100 107,100 1,300,000 schools 1/98- partial 265,200 - - - - - 260,000 5,200 265,200 675,000 schools 25/98 - partial 137,700 - - - - - 135,000 2,700 137,700 700,000 schools 23/97 - partial - - - - - - - - - 350,000 schools 17/95 22,515 21,695 20,855 10,215 - - 70,000 5,280 75,280 schools 17/95 22,963 17,247 16,617 15,975 15,327 - 80,000 8,129 88,129 2,210,000 schools 21/96 212,027 204,442 196,672 183,870 - - 735,000 62,011 797,011 1,155,000 schools 22/97 11,908 11,498 11,078 10,650 10,218 - 50,000 5,350 55,350 2,145,000 schools 19/94 236,500 225,750 - - - - 430,000 32,250 462,250 450,000 schools 19/93 45,968 - - - - - 45,000 968 45,968 Feb -00 500,000 schools 1/99 109,600 104,850 - - - - 200,000 14,450 214,450 Feb -00 600,000 schools 32/99 -tech 131,520 125,820 - - - - 240,000 17,340 257,340 Feb -00 1,505,000 schools 33/99 202,350 195,225 187,950 180,450 172,950 323,100 1,050,000 212,025 1,262,025 Feb -03 250,000 schools 25/98- partial 255,625 - - - - - 250,000 5,625 255,625 Feb -03 800,000 schools 13/00 288,650 282,575 266,500 - - - 800,000 37,725 837,725 Feb -03 1,150,000 schools 14 /00 222,675 218,333 213,990 209,165 204,340 190,550 1,150,000 109,053 1,259,053 Feb -03 100,000 schools 13 /01 19,575 19,193 18,810 18,385 17,960 15,450 100,000 9,373 109,373 Feb -03 80,000 schools 11 /02 81,800 - - - - - 80,000 1,800 81,800 Feb -03 200,000 Ischools 1/98stm remaining ortable 74,663 68,088 66,625 200,000 9,375 209,375 14,700,000 Education Subtotal 2,448,338 1,494,714 999,097 628,710 420,795 529,100 5,980,000 540,753 1 1 6,520,753 Municipal Services Feb 00 500,000 builtling env 26/99 67,450 65,075 62,650 60,150 57,650 107,700 350,000 70,675 420,675 Feb -03 450,000 building env 8a1 /00 160,500 157,125 153,750 - - 450,000 21,375 471,375 Feb -03 50,000 DPW equipment 81b/00 21,163 15,713 15,375 - - 50,000 2,250 52,250 Feb -03 108,000 DPW equipment 8b /01 35,555 26,813 26,250 25,625 - 108,000 6,243 114,243 Feb -03 50,000 street imp 8g/01 51,125 50,000 1,125 51,125 1,158,000 Public Works Subtotal 335,793 264,725 258,025 85,775 57,650 107,700 1,008,000 101,668 1,109,668 1,600,000 tlis atch 15/94 176,000 168,000 - - - - 320,000 24,000 344,000 1,600,000 Public Safety Subtotal 176,000 168,000 320,000 24,000 344,000 500,000 library 14/96 - partial - - - - - - - - - Feb -00 900,000 library 14/96- partial 121,410 117,135 112,770 108,270 103,770 193,860 630,000 127,215 757,215 Feb 03 7,150,000 library 14/96 remaining & 3/97 cary h 648,054 634,279 625,617 615,992 606,367 6,851,923 7,150,000 2,832,231 9,982,231 8,550,000 Culture & Recreation Subtotal 769,464 751,414 738,387 724,262 710,137 7,045,783 7,780,000 2,959,446 10,739,446 150,000 land acq 24/96 17,862 17,247 16,617 15,975 15,327 - 75,000 8,028 83,028 Feb -03 150,000 Fiber Optic 8e /00 53,500 52,375 51,250 - 150,000 7,125 157,125 300,000 General Government Subtotal 71,362 69,622 67,867 15,975 15,327 225,000 15,153 240,153 11,608,000 IMunicipal Services Subtotal 1 1,352,618 1 1,253,761 1 1,064,279 826,012 783,114 1 7,153,483 1 9,333,000 1 F - 3,100,2671 F 12,433,267 26,308,000 Within Levy Subtotal 3,800,956 2,748,475 2,063,375 1,454,722 1,203,908 1 7,682,583 15,313,000 3,641,019 18,954,019 D (D Q Debt Service Schedule - FY 2004 -2023 Exempt Debt T N O A O m (D a W Issued Date Original Issued And Item FY 2004 Total FY 2005 Total FY 2006 Total FY 2007 Total 1 FY 2008 Total FY 2009 -2023 Total Total Debt - Fy 2004 -2023 Principal Interest Total Education Feb -02 Feb -03 Feb 03 1,700,000 20,000,000 14,000,000 School 23/97 Arch Services School 2/98sim Secontlary Proj School 5/02stm harrin ton 382,500 1,412,813 971,225 371,450 1,422,625 2,485,538 361,250 2,056,875 1,125,538 351,050 1,823,125 1,073,413 - 1,694,375 1,057,163 - 20,227,750 12,782,702 1,360,000 20,000,000 14,000,000 106,250 8,637,563 5,495,577 1,466,250 28,637,563 19,495,577 May -01 35,700,000 Education Subtotal 2,766,538 4,279,613 3,543,663 3,247,588 1 2,751,538 1 33,010,452 1 35 14 49 Feb -03 Municipal Services water 8f/00,8f/01, 11/01,9/02 Feb-031 1,000,000 Streets 1/02stm 225,000 220,500 216,000 211,000 1 206,000 1 - 1,000,000 78,500 1,078,500 241,421 1 IPublic Works Subtotal 225 220 216 211 1 206 1 1 1 78 1 1 sewers thru MWRA -10/98 Feb-031 3,400,000 Lincoln Park 3/02stm 365,200 334,575 329,513 323,888 1 318,263 1 2,746,238 3,400,000 1 i 4,417,675 37,898 3 ICulture & Recreation Subtotal 365 334 329 323 1 318 1 2 3,400,000 1 1 4 56,183 4 Municipal Services Subtotal 590 555 545 534 1 524 1 2 1 4 1 5 40,100,000 Exempt Debt Subtotal 3,356,738 4,834,688 4,089,175 3,782,475 3,275,800 35,756,690 39,760,000 15,335,565 55,095,565 Debt Service Schedule - FY 2004 -2023 Enterprise Debt Issued Date I Original Issued And Item FY 2004 Total FY 2005 Total FY 2006 Total FY 2007 Total Fy 2008 Total FY 2009-2M Total Total Debt - FY 2004 -2023 Principal Interest Total Municipal Services 410,680 water thru MWRA -12/97 - - - - - - - - - May -01 153,957 water thru MWRA -8G/00 &10/00 15,396 15,396 15,396 15,396 15,396 46,187 123,166 - 123,166 Feb -03 1,680,000 water 8f/00,8f/01, 11/01,9/02 226,025 222,088 213,150 208,900 199,650 917,813 1,680,000 307,625 1,987,625 2,244,637 Water Subtotal 241,421 237,483 228,546 224,296 215,046 964,000 1,803,166 307,625 2,110,791 242,790 sewers thru MWRA -10/98 48,558 - - - - - 48,558 - 48,558 300,000 sewers 10/97 37,898 36,668 35,408 34,125 81,740 - 200,000 25,839 225,839 600,000 sewers 20/91 56,183 - - - - - 55,000 1,183 56,183 3,300,000 sewers 20/91 - - - - - - - - - 98,100 sewers thru MWRA -10/98 19,620 - - - - - 19,620 - 19,620 995,000 sewer 10/98 & 9/98 204,000 - - - - - 200,000 4,000 204,000 Feb -00 1,095,000 sewer 10/98 & 9/97 152,583 147,120 136,543 131,043 125,543 209,365 755,000 147,195 902,195 3,163,303 MWPAT - - - - - - - - - Feb -03 830,000 sewers 10/98,9/97,9/98 718,675 132,925 - - - - 830,000 21,600 851,600 10,624,193 Sewer Subtotal 1,237,517 316,713 171,951 165,168 207,283 209,365 2,108,178 199,817 2,307,995 12,868,830 Enterprise Subtotal 1,478,937 554,196 400,496 389,463 422,328 1,173,365 3,911,344 507,442 4,418,786 D (D Q Outstanding Debt As mentioned previously in this section, the Town of Lexington is limited to a maximum bonded indebtedness of 5% of the total equalized valuation. As shown in Figure 4, the total outstanding debt of $119,079,369 is well below the debt limit for the Figure 4: Statutory Debt Limit v. Outstanding Debt Dollars $350,000,000 $300,000,000 — $250,000,000 $200,000,000 t $185,099,259 $150,000,000 $100,000,000 $50,000,000 $119,079,369 $ Debt BOutstanding Debt ®Remaining Debt Within Limits town. Of that $119,079,369, $78,468,369 has been permently issued and $40,611,000 has been temporarily issued. Figure 5 shows the percentage breakdown of all debt between within levy debt, exempt debt and enterprise debt. FY 2004 Appropriated Budget V -6 Debt Program: 1000 Education Town of Lexington FY 2004 Program Budget The program includes all expenditures associated with the regular operation and maintenance of the Lexington Public Schools, as well as the Town's assessment for the Minuteman Science - Technology High School. The amounts shown in the recommended columns on the Lexington Public School program and subprogram pages represent the actual amounts approved and voted upon by the School Committee. subprograms within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Program 1000 Expended Appropriated Dept Request Recommended Appropriatec 1100 Lexington Public Schools $ 58, 147, 242 $61,501, 836 $68 ,477,454 $65,379,454 $62,787,454 1200 Regional Schools $787,116 $843,688 $868,999 $868,999 $840,431 Program Totals Compensation $41,716,051 $44,613,483 $47,230,525 $45,591,525 $ 43,084,052 Benefits $6,068,707 $7,220,091 $9,984,443 $8,934,443 8,812,968 Expenses $11,149,600 $10,511,950 $12,131,485 $11,722,485 11,730,865 Town Funded Expenses $58,934,358 $62,345,524 $69,346,453 $66,248,453 $63,627,885 General Fund $58,781,928 $62,345,524 $69,346,453 $66,248,453 $63,627,885 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $58,781,928 $62,345,524 $69,346,453 $66,248,453 $63,627,885 VI_ 1 Program: Education Subprogram: 1100 Lexington Public Schools Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Lexington Public Schools provide educational programs for the development of children between the ages 5 to 18. Special Education is offered to children between the ages of 3 and 22. The School Committee is an elected, five - member board that serves as the policy- making body for the School Department. The appointed School Superintendent is the chief administrative officer for the Lexington Public School System and reports to the School Committee. School facilities consist of six elementary schools, two middle schools and one high school and are valued in excess of $96,000,000. This Subprogram reflects operating and personnel expenses, including health, life and dental insurances. The Lexington Public School System has earned a reputation for educational excellence by creating exciting leaming environments for our students, demanding the best from our talented staff and fostering cooperation and collaboration between our schools and the town. We live in a community that has always valued education as an investment in our Town's future. Together we have done the right things for the school children of Lexington and our public schools will continue to benefit from these efforts. At the same time, few challenges have been as difficult as funding education today. We have been placed in the very difficult position of having to reduce, eliminate, or hold static educational programs and initiatives that the community wants and supports in our schools. While our curriculum may have changed and there are fiscal constraints placed upon us, the commitment to our students is stronger than ever. In Lexington, we are dedicated to implementing curriculum, instruction, and assessment practices designed to help all students reach their full potential. To this end, we continually refine curriculum (what we teach) to ensure that it is current, relevant and aligned with state and national standards. We engage in ongoing professional development to improve our instructional repertoire (how we teach) to ensure that we are reaching and challenging ALL learners. And, we search for better ways to measure and evaluate student achievement so that assessments become tools that further advance the learning process. We are dedicated to ensuring that our schools are safe, nurturing and responsive places where all students can thrive and excel. Our goals for this budget are to continue supporting initiatives that create equitable classrooms that address the needs of learners of all abilities, continue to provide teachers with support and skills in differentiated instructional techniques, and employ economical and cost effective ways to address our students' needs. See the School Department Mission Statement, Goals and Objectives on the next page. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Program 1100 Expended Appropriated Dept Request Recommended Appropriated Program Totals Compensation $41,716,051 $44,613,483 $47,230,525 $45,591,525 $ 43,084,052 Benefits 6,068,707 7,220,091 9,984,443 8,934,443 8,812,968 Expenses 10,362,484 9,668,262 11,262,486 10,853,486 10,890,434 Town Funded Expenses $58,147,242 $61,501,836 $68,477,454 $65,379,454 $62,787,454 General Fund $57,994,812 $61,501,836 $68,477,454 Enterprise Funds 0 0 0 Directed Funding 0 0 0 Appropriated Resources $57,994,812 $61,501,836 $68,477,454 $65,379,454 $65,379,454 $62,787,454 $62,787,454 VI -3 Program: Education Subprogram: 1100 Lexington Public Schools Town of Lexington FY 2004 Program Budget GUIDING PRINCIPLES: Lexington's educational practices emanate from and support our long - standing core values of individuality and diversity, continuous improvement, and shared responsibility. Building on the foundation laid during FY03, we framed our discussions and decisions regarding our practice around the following principles: System -Wide goals include: ► Improve student learning through instructional strategies that interweave technology and anti - racist practices into the curriculum Improve organizational and planning capacities through system -wide reorganization, school -based decision making, and special education refinements, and Provide essential resources through managing cost effective operating and capital budgets and by expanding and renovating buildings. Our programs, services, and allocation of resources have been designed in service of these goals. As classrooms become more academically diverse, teachers are faced with the dual challenge of employing a variety of instructional and assessment techniques that showcase student talents and skills while they simultaneously prepare students to succeed on state mandated standardized testing, which, unfortunately, appears to disregard academic variance among students. Classrooms are full of unique learners, and our mission is for each of them to reach high standards. Last year we streamlined goals to focus on improving student learning. This year we will continue to focus on improving the effectiveness of classroom practice by aligning and updating our curriculum and instruction to address identified gaps. PRINCIPLE: Commitment to Quality Teacher- Student Relationships Children flourish when classes are smaller and intimate and when their parents take an active role in their educational experience. The Lexington Public School System supports quality teacher- student relationships through continued commitment to favorable class size. The School Committee's collective bargaining agreement with the Lexington Education Association calls for maintaining reasonable class sizes at the elementary level. It sets "preferred" class sizes of 18 -20 students in kindergarten, 22 -24 students in first and second grades, and 24 -26 in third through fifth grades. The FY04 budget continues to address building -based supports that promote positive school climate and strong staff - student relationships. PRINCIPLE: Acknowledgement of Fiscal Constraints in our Budget Planning In planning this recommended budget, the School Committee and Superintendent worked more closely than ever before with the Town Manager, the Board of Selectmen, chairs of Town Committees and town and school department senior management staff to arrive at realistic revenue estimates and town -wide budget projections. Starting in October, the Selectmen, School Committee, Appropriations Committee and the Capital Expenditure Committee began meeting to review the depth of the budget shortfall and to begin to plan for a possible override. After numerous revisions, adjustments and a series of painful, albeit fruitful, discussions, the School Committee approved an override list that totaled $2,592,000. Numerous programs originally planned for FY 2004 were sacrificed in order to balance this year's budget. Failure of the override vote resulted in the additional loss or reduction of programs and services. Factors at the state, town and district level have significantly influenced the FY04 budget. In FY03, we received $2,772,384 in federal and state entitlement funds through the Department of Education. This represents an increase of $134,322 over FY02, primarily in the special education and Title I awards. At the same time, however, state grants for services have virtually disappeared. State and federal grants have been eliminated in the areas of health education and special education. Funding has been reduced to towns and schools for services including limited English proficient students, and our Enhanced Health Services Program and most importantly Chapter 70 reimbursements, (reimbursement for general education costs). Further reductions of Chapter 70 aid, special education reimbursement and school building assistance funds were reduced. In 2002 -03 we set out on a long -term course of action for our district. This is the second year of a plan that: ► Promotes equity among and between schools and programs while allowing for flexibility and site -based decision - making to better meet students' interests and needs VI -4 Program: Education Subprogram: 1100 Lexington Public Schools Town of Lexington FY 2004 Program Budget ► Acknowledges fiscal constraints through thoughtful discussion and analysis and reallocation of existing resources (people, time, and money) ► Contains future costs by making decisions that will leverage future resources while at the same time build our capacity to respond to changing needs ► Represents the agreements arrived at through frequent discussions with Joint Council throughout the process ► Upholds the 4 C's: collegiality, collaboration, communication, and cooperation. Last year's budget allowed us to make organizational and leadership changes to facilitate teacher collaboration, make better use of time, and encourage the development of a professional culture that fosters excellence. Raising student achievement, developing standards and related assessments for what students should learn, and holding schools accountable for results will be the evidence of progress in meeting our goal. We have identified areas for administrative efficiencies in order to provide opportunities for the re- allocation of funds to better support teaching and learning activities. We have implemented better business practices to save costs, tightened procedures regarding services provided under contract, and have more closely managed vendor services. We also are working to ensure that grant funds can be maximized to support the goals of the district, augmenting the operating budget where appropriate. We are implementing new policies, practices and fee schedules to increase revenues in an effort to cover the district's operating costs for services such as building rental and mailing. Lastly, the budget reflects a continuation of efforts placed on calculating and allocating baseline per pupil costs required by program and by grade level. The FY04 budget development cycle involved a detailed assessment that affirms that the proposed funding is required to deliver a quality maintenance budget that meets the educational expectations of the district. In addition, all of the Principles included here are consistent with Lexington 2020 Vision. The Lexington Public Schools is committed to the long -range planning and visioning of Lexington 2020 Vision and to continuing coordination with the Town Departments and the Lexington Community. STATISTICS Measure Service Level I FY 2002 FY 2003 FY 2004 Enrollment District -wide 5981 5992 6162 Per Pupil Cost less fees District -wide $9,498 $10,156 $10,650 Per Pupil Cost (less SPED & Transportation District -wide $9,007 $9,649 $10,034 Measure Service Level I FY 2002 FY 2003 FY 2004 Average Class Size Elementary 20 18 22 • Continuing education Secondary 24 22 25 % Of staff holding Advamced Degrees District -wide 81% 82% 82% Measure Service Level Class Of 2001 Class Of 2002 Class 0 2003 # Of Graduates District -wide 346 348 396 • Continuing education District -wide 93.7% 97.9% 91.6% % Attending 4 year college District -wide 89.4% 95.1% 87.5% ON Attending 2-year college District -wide 4.0% 2.2% 3.7% • Other schooling District -wide 0.3% 0.6% 0.4% %Employment District -wide 3.6% 1.8% 3.0% %Armed services District -wide 2.7% 0.3% 0.9% BUDGET ISSUES: The proposed FY04 budget document reflects the collective and collaborative efforts of administrators across the district The central office administrative team began meeting with principals, assistant principals and curriculum leaders in early fall to frame the FY04 budget. Taking into account a decrease of town revenue, a reduction of state funding, elimination of some grants and an increase of 38% in health care benefits, we were presented with quite a challenge. Our work began with VI -5 Program: Education Subprogram: 1100 Lexington Public Schools Town of Lexington FY 2004 Program Budget • commitment to continue to move forward on the priorities defined in the FY03 budget. Secondly, we had to define what • quality maintenance budget included: ► Contractual Obligations — step, level degree, contract wages ► Enrollment Projections — class size, bulge classrooms, teaching loads ► Special Education Services — students in and out of district services, Corrective Action Plan compliance ► Utilities and other maintenance and operations contracted services ► Enrollment driven dollars to purchase needed equipment/furniture/supplies A summary of the major budget issues is included below: ► Enrollment and Class Size: The approved budget reflects a reduction of 4.3 FTE's and specialist time at the elementary level and a reduction of 2.7 FTE for unanticipated enrollment. Maintaining a pool of unallocated FTEs was a practice that was adopted two years ago and has proven to be critical each year to accommodate unanticipated enrollment in certain grade levels. Without the unallocated staffing, class sizes have exceeded maximum levels that we know to directly impact student learning. Elementary enrollment increased by 47 students over projections. At the middle school level, enrollment increased by 38 students. At the high school, enrollment increased by 49 students. The requested budget included an additional 3.0 FTE staffing to meet this need. The requested budget planned for an additional 5.0 FTE at the high school level to continue on the course of action promised to reduce class sizes and teacher load. These FTE were eliminated by the failed override. ► Meeting Contractual Obligations: Salaries for teachers, tutors, secretaries, custodians, and assistant principals are subject to collective bargaining agreements. Central office administrators and principals are not members of a union and negotiate individual contracts with the Superintendent of Schools. FY04 will be the last year of the three -year contracts the School Committee has negotiated with mid -level administrators, teachers, secretaries and tutors. Consistent with town -wide compensation strategy, the School Committee has sought to maintain competitive salaries and wages for its employees. The negotiated salary increase for 2003 -2004 for teachers is 4.5 %, for secretaries 3.5% and aides 3.5 %, and for instructional assistants, 3.5 %. The School Committee has recently ratified the maintenance and custodial (NAGE) staff contract, settling for 3.5% in FY 03, 4.0% in FY 04 and 3.0 % in FY 05. It should be noted that the FY 04 NAGE increase is being paid for in part by the elimination of the district's $25,000 uniform contract. Special Education Costs: The main factors driving special education cost increases are tuition for out of district placements, transportation, and therapeutic /assessment services. Costs increased to accommodate newly identified students and anticipated growth in FY 04. Further refinement of data collection and tuition costs for special education will occur to comply with new DOE guidelines and better prepare for future needs. Operational Services: Benefits will increase by more than $2.7 million in FY04. Our utility costs, especially electricity, also are projected to increase although through a partnership with the Town and a citizens' group savings and rebates have been generated in FY 03. We expect ongoing efforts to save on electricity costs in FY 04 to continue to generate positive outcomes. We also are projecting additional costs for legal services and recruiting. Maintenance of Ongoing Initiatives: A series of ongoing initiatives necessary to maintain the high quality of Lexington Public Schools is factored into the FY 2004 budget request they include: Professional Development: Maintaining a strong and active Professional Development program is essential in order to sustain effective and successful teaching and learning practices. We are committed to providing continuing opportunities to new and veteran teachers alike to extend, expand, and enrich their performance. We are especially dedicated to supporting learning in the areas of anti - racism and anti -bias teaching, standards based learning, technology instruction, and content- specific classes through EDCO, Primary Source and the Teachers as Scholars Project Memberships in EMI and Project Alliance continue to offer all staff opportunities for current information in support of student safety and learning. Educators are not the only staff participating in professional development. This year, administrative and support staff will receive training in using data management systems that will achieve greater efficiencies in our operations. These systems include Munis, Excel, Rediker student management software, Eutactics for special education data management, and a new work order facilities' software tracking system. Technology facilitators have and will continue to receive training to provide support for the increasing numbers of PCs being used. Custodial and maintenance staff will continue to be trained (with seminars taped for future reference) on new high tech systems being installed in our secondary schools. Override failure reduced professional development funds significantly and we will not be able to honor as many requests for professional development as we would like in order to promote continuous improvement in staff skills. VI -6 Program: Education Subprogram: 1100 Lexington Public Schools Town of Lexington FY 2004 Program Budget Recruitment and Retention of Teachers: In FY04, we hired 45 new teachers, 6 were beginning teachers. Thirty -three of our new hires had advanced degrees and 5 had ten or more years of teaching experience. We came close to achieving our affirmative action goal, hiring 6 faculty of color, or 13% of our new employees. During FY03, with a generous grant from the Lexington Education Foundation, the Lexington Public Schools expanded a teacher induction program that previously had been developed and piloted with grants from the Department of Education. Lexington's induction program is being included in the operating budget request in FY04 as acknowledgement that this program is vital to the ongoing excellence of education in our community. By supporting the various components of the induction program in our operating budget, we can be assured that these components become institutionalized and expected, predictable features of our professional development offerings for teachers. Providing a mentoring program to new teachers not only serves as an enticement during recruiting, but also serves as an essential benefit for retaining, nurturing and grooming excellent teachers and colleagues who continually contribute their talents and skills to the system. Curriculum and Instruction Initiative: The instructional program is the heart of the educational enterprise. The process of curriculum development and implementation is one of making decisions and choices as to what students need to know and be able to do in order to become productive adults in our society. In Lexington, it is our goal to provide a curriculum that is appropriately aligned to the state curriculum frameworks, while at the same time, allows each teacher adequate autonomy and discretion to educate students in a manner that best meets their needs. An established curriculum cycle allows for the periodic review and modification of curriculum areas. Our curriculum renewal cycle has been in effect since 1998. This five -stage curriculum cycle features a specific discipline for assessment, revision, and the development of new lessons and instructional skills related to that discipline. Fine and Performing Arts, Health, and Physical Education are the three program areas that are entering Stage 4 (Implementation Phase) of the curriculum cycle for the 2003 -04 school year. During Stage 4, funding is provided to purchase materials, supplies, and equipment necessary for the implementation of proposed curriculum and instruction initiatives. Additionally, funding supports the systematic professional development related to the relevant content, pedagogy, and assessment specific to any new methods and materials used. Reductions in budget due to the failed override curtailed the planned curriculum and instruction initiatives. Student Performance Assessment and Evaluation: We are seeking funds to replace outdated and inaccurate standardized tests at the second grade and middle school level so that we can obtain better nonmed data on student performance. These assessments will supplement the data we obtain from MCAS, which is neither nonmed nor standardized. Pursuing Outside Resources to Supplement District Funds: The No Child Left Behind Act (Congress' reauthorization of the Elementary and Secondary Education Act), changes in Special Education authorizations, significant cutbacks in state grant funding for education, and fiscal downturns affecting private and corporate support are all impacting the district's ability to secure outside funding. Typically, grant funds are used to: support innovative curricular and instructional initiatives, enhance services to students with special education needs, pilot innovative or model programs, and provide professional development to staff. In addition, the district will become more assertive in charging and collecting fees and reimbursements for services such as building rentals, mailing fees, and services delivered that are outside our primary role of student services. STAFFING: 640 Full -Time Employees 183 Part-Time Employees For more information on staffing, please see the Appendix under Personnel Services Data. VI -7 Program: Education Subprogram: 1200 Regional Schools Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Regional School subprogram provides funding to operate the Minuteman Science - Technology High School. Minuteman Tech is a regional school, located in Lexington and Lincoln, which provides technical and academic education for students in grades 9 -12 from the 16 -town Minuteman district, and out -of- district students paying school established tuition or state - regulated CHOICE tuition. Minuteman Tech's programs include courses in biotechnology, environmental technology, computer programming, printing, commercial art, cosmetology, child care, carpentry, drafting, auto body repair and welding, as well as four -year academic and college preparatory programs. In addition, adults can pursue a variety of continuing education programs at Minuteman. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Program 1200 Expended Appropriated Dept Request Recommended Appropriated Program Totals Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 787,116 843,688 868,999 868,999 840,431 Town Funded Expenses $787,116 $843,688 $868,999 $868,999 $840,431 General Fund $787,116 $843,688 $868,999 $868,999 $840,431 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $787,116 $843,688 $868,999 $868,999 $840,431 VI -9 Program: 2000 Shared Expenses Town of Lexington FY 2004 Program Budget The Shared Expenses program accounts for costs not included as personal services or expenses in departmental budgets. These include pensions, miscellaneous health and life insurance costs, property and liability insurance, workers' compensation costs, and debt service payments. Subprograms within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Program 2000 Expended Appropriated Dept Request Recommended Appropriated 2100 Employee $6,899,970 $7,728,799 $7,665,379 $7,523,510 $7,954,734 Benefits 2200 Debt Service $5,395,705 $4,165,343 $6,939,622 $6,939,622 $8,365,295 2300 Operating Articles $0 $477,668 $335,810 $335,810 $335,810 2400 Organizational $153,805 $139,375 $140,976 $140,976 $140,976 Expenses Program Totals Compensation $253,430 $562,914 $425,149 $425,149 $856,373 Benefits 6,385,688 7,157,563 6,966,651 6,824,782 6,824,782 Expenses 5,810,362 4,790,708 7,689,987 7,689,987 9,115,660 Town Funded Expenses $12,449,480 $12,511,185 $15,081,787 $14,939,918 $16,796,815 General Fund $12,913,696 $12,249,309 $14,829,488 $14,687,619 $16,429,516 Enterprise Funds 234,028 242,676 252,299 252,299 352,299 Directed Funding 0 19,200 0 0 15,000 Appropriated Resources $13,147,724 $12,511,185 $15,081,787 $14,939,918 $16,796,815 VII -1 Program: Shared Expenses Subprogram: 2100 Employee Benefits Town of Lexington FY 2004 Program Budget Included in the Employee Benefits subprogram are costs associated with retirement, workers' compensation, property and casualty insurance, Medicare, and unemployment insurance for school and town employees. While traditional retirement for schoolteachers is funded through the State Teachers Retirement System, early retirement programs developed and offered by the School Committee are funded directly within the School budget. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 subprogram 2100 Expended Appropriated Dept Request Recommended Appropriated 2110 Contributory Retirem ent 2120 Non - Contributory Retirem ent 2130 Insurance 2140 Unemployment Benefits 2150 Police & Fire Medical Program Totals $2,635,674 $111,316 $2,721,766 $123,000 $2,994,000 $123,000 $2,994,000 $123,000 $2,994,000 $123,000 $4,047,478 $4,797,868 $4,442,414 $4,300,545 $4,300,545 $58,874 $32,200 $52,000 $52,000 $ $46,628 $53,965 $53,965 $53,965 $53,965 Compensation $179,678 $193,271 $195,763 $195,763 $626,987 Benefits 6,385,688 7,157,563 6,966,651 6,824,782 6,824,782 Expenses 334,604 377,965 502,965 502,965 502,965 Town Funded Expenses $6,899,970 $7,728,799 $7,665,379 $7,523,510 $7,954,734 General Fund $6,661,740 $7,489,610 $7,416,900 $7,275,031 $7,706,255 Enterprise Funds 217,251 239,189 248,479 248,479 248,479 Directed Funding 0 0 0 0 0 Appropriated Resources $6,878,991 $7,728,799 $7,665,379 $7,523,510 $7,954,734 VII -3 Subprogram: Employee Benefits Element: 2110 Contributory Retirement Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES The Comptroller/Finance Director, in conjunction with the Retirement Board, administers the Contributory Retirement System, which provides pension benefits to Town employees (excluding schoolteachers) eligible for pension benefits. Employees who work a minimum of 18 hours per week are required to contribute 5 - 9% of their salary depending on their date of entry into the Retirement System, and an additional 2% if an employee's salary is over $30,000. The Retirement Board's staff advises and computes pension allowances for employees contemplating retirement, pays out monthly pensions, and provides pension calculations, actuarial data, and portfolio performance to the Public Employees Retirement Administration Commission (PERAC) for their review and approval, as required by law. The five member Lexington Retirement Board monitors the investment of Town and employee retirement funds and implements policies and procedures in accordance with pertinent laws and regulations. Professional managers who invest in equities and bonds manage the retirement funds. Schoolteachers participate in the State Teachers Retirement System and neither contribute to, nor receive pensions from the Town. Benefits for all other eligible School and Town employees are included in this element. HIGHLIGHTS: • 365 retirees and dependents receive pension allowances ranging from $1,013 to $66,614 per year. Of these former employees, 33 receive disability benefits. The number of members in the system has grown significantly over the past few years and now has 660 active and 143 inactive members. • 48% of the pension account was invested in equities or stocks, 44% in fixed - income bonds, and 8% in cash equivalents (certificates of deposit, savings, etc.) as of December 31, 2002. • The rate of return for 2002 was —5.8% • The market value of the system at December 31, 2002 was approximately $71.3 million • Buck Consultants conducted an actuarial valuation of the Lexington Retirement System as of January 1, 2002. The system was 89% funded at that time. The Retirement Board has adopted a funding schedule, which has been approved by P.E.R.A.C., which will fully fund the system by 2010. BUDGET ISSUES: • Contributory retirement is funded through contributions from both the Town and its employees. The Town appropriates funds each year to pay actual retirement benefits, plus an additional amount to fund pension liabilities for active employees. The retirement system has a funding schedule, which requires that the system be fully funded by the year 2028. The Retirement Board has adopted a funding schedule that will fully fund the system by 2010. • In addition to the pensions, the Town pays an equal percentage of the health insurance premium for retired employees as it does for active employees. STAFFING: The Retirement Administrator provides staffing for the Retirement Board. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 2,635,674 2,721,766 2,994,000 2,994,000 2,994,000 Expenses 0 0 0 0 0 Town Funded Expenses $2,635,674 $2,721,766 $2,994,000 $2,994,000 $2,994,000 General Fund $2,553,471 $2,639,563 $2,911,797 $2,911,797 $2,911,797 Enterprise Funds 82,203 82,203 82,203 82,203 82,203 Directed Funding 0 0 0 0 0 Appropriated Resources $2,635,674 $2,721,766 $2,994,000 $2,994,000 $2,994,000 VII -5 Subprogram: Employee Benefits Element: 2120 Non - Contributory Retirement Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Non - Contributory Retirement program provides pensions to retired employees who began employment with the Town prior to July 1, 1939. The Town Comptroller/Finance Director oversees the Non - Contributory Retirement program. HIGHLIGHTS: • Six former Town employees and/or their surviving spouses receive an annual allowance ranging from $9,477 to $23,508 per year. BUDGET ISSUES: None STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 111,316 123,000 123,000 123,000 123,000 Expenses 0 0 0 0 0 Town Funded Expenses $111,316 $123,000 $123,000 $123,000 $123,000 General Fund $123,000 $123,000 $123,000 $123,000 $123,000 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $123,000 $123,000 $123,000 $123,000 $123,000 VII -6 Subprogram: Employee Benefits Element: 2130 Insurance Town of Lexington FY 2004 DESCRIPTION OF SERVICES: The insurance program has four components: group health, dental and life insurance, and general municipal insurance. Budget estimates for health, dental and life insurance comprise approximately 90% of the entire insurance budget. Benefits for school employee subscribers are shown in the Public School's subprogram and benefits for subscribers in municipal departments are shown in this element. The Town offers employees their choice of three health insurance plans: Blue Choice, HMO Blue, and Harvard Pilgrim Health Plan. The Town covers 80 -88% of the cost of an employee's coverage, depending on the plan chosen. In addition, Medex coverage (supplemental health insurance for medical expenses not covered by Medicare) is offered to all retired employees. The Town also covers 50% of the costs of an employee's dental coverage for employees who choose to purchase dental insurance. As of June 2003, there were 1,984 active and retired Town and School employees enrolled in health plans, and 1,462 enrolled in dental plans. General municipal insurance is purchased from private providers to cover the Town's liability, property, vehicle, and professional insurance needs. HIGHLIGHTS: In light of escalating health care costs, the town and the employee coalition bargaining group are reexamining collective bargaining agreements under Massachusetts General Law Chapter 32b section 19 Coalition Bargaining. BUDGET ISSUES: • Health insurance costs have increased substantially since 2000 due to increased enrollments, claims, escalating administrative and reinsurance costs compounded by medical and prescription drug cost inflation. The FY04 budget is projecting a 20% increase in health insurance costs. • Medicare costs have been rising steadily in recent years due to legislation requiring the Town to pay 1.45% of each new employee's salary for Medicare benefits. • General municipal insurance rates increased by 29% in FY03 due to the industry losses from September 11. The FY04 budget is projecting an additional 43% increase. STAFFING: Staff support for Benefits Administration, Worker's Compensation and Risk Management is provided by the Town Manager's Office. A portion of the wages for these functions is appropriated in this element. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $120,804 $161,071 $143,763 $143,763 $143,763 Benefits 3,638,698 4,312,797 3,849,651 3,707,782 3,707,782 Expenses 287,976 324,000 449,000 449,000 449,000 Town Funded Expenses $4,047,478 $4,797,868 $4,442,414 $4,300,545 $4,300,545 General Fund $3,899,104 Enterprise Funds 135,048 Directed Funding 0 $4,640,882 156,986 $4,276,138 166276 $4,134,269 166,276 $4,134,269 166,276 Appropriated Resources $4,034,152 $4,797,868 $4,442,414 VII -7 $4,300,545 $4,300,545 Subprogram: Employee Benefits Element: 2140 Unemployment Benefits Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Town maintains a fund from which it pays for unemployment benefits. This fund pays unemployment benefits to all former municipal and school employees whose positions have been eliminated, for part-time employees who have not been given reasonable assurance of future work, for past employees separating from a subsequent employer, and for those who have otherwise become involuntarily separated from the Town. The maximum collection period is 30 weeks. HIGHLIGHTS: • In FY'00 the maximum weekly benefit was $427, and the costs were $58,951 for 36 claims • In FY'01 the maximum weekly benefit was $477, and the costs were $38,248 for 30 claims • In FY'02 the maximum weekly benefit was $512, and the costs were $62,774 for 32 claims • In FY'03 the maximum weekly benefit was $507, and the costs were $39,001 for 21 claims BUDGET ISSUES: • In FY'02 there was an increase in claims' duration from an average of 10 -13 weeks to an average of 20 or more weeks due to the weakened economy. • In FY'03 the unemployed employees continued to require more weeks on benefits due to the economy, claims filed as of 3/23/03 can extend benefits 13 weeks beyond the 30 week benefit period. • Claims filed due to the failed over ride vote will be paid in FY'04. • In FY'04 the maximum weekly benefit is $508,13 claims have been filed as of 9/30/03. STAFFING: Staff in the Town Manager's Office provides administrative support. The Town contracts with Jon Jay Associates for claims management. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $58,874 $32,200 $52,000 $52,000 $483,224 Benefits 0 0 0 0 0 Expenses 0 0 0 0 0 Town Funded Expenses $58,874 $32,200 $52,000 $52,000 $483,224 General Fund $32,200 $32,200 $52,000 $52,000 $483,224 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $32,200 $32,200 $52,000 $52,000 $483,224 VII -8 Subprogram: Employee Benefits Element: 2150 Police & Fire Medical Town of Lexington FY 2004 Pros DESCRIPTION OF SERVICES: Fire and Police Medical pays for employment - related medical expenses for public safety employees. It is the equivalent of workers' compensation for all uniformed fire and police officers, both active and retired, who have sustained a work related injury. Payments are made in compliance with State law Chapter 41, Section 100 for active employees, Section 10013 for retired employees, and Section I I IF for injuries received in the line of duty. Most claims are paid to retired public safety employees. Through the Section I I IF benefit, injured police and fire personnel receive regular pay until they return to work or retire. HIGHLIGHTS: • FY99 actual costs were $53,261. • FY00 actual costs were $30,890. • FY01 actual costs were $60,400. • FY02 actual costs were $46,628. • FY03 actual costs were $80,923 BUDGET ISSUES: • The State has a mandated wellness program for police and fire employees. A cooperative effort through the Employees Strategy Group, Minuteman Science Technology High School and the police union will allow the town to create their own fitness center for employees. • As disability retirees age, costs incurred in this program will increase. • Actual costs for each fiscal year are higher than payments due to June bills carried forward. STAFFING: Administration of Police and Fire Medical accounts is provided by the Town Manager's Office. The Human Resource Generalist manages this account. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses $46,628 $53,965 $53,965 $53,965 $53,965 Town Funded Expenses $46,628 $53,965 $53,965 $53,965 $53,965 General Fund $53,965 $53,965 $53,965 $53,965 $53,965 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $53,965 $53,965 $53,965 $53,965 $53,965 VII -9 Program: Shared Expenses Subprogram: 2200 Debt Service Town of Lexington FY 2004 Program Budget Debt service includes general fund principal and interest payments for both exempt and non - exempt debt as well as temporary borrowing. Enterprise funds support their own debt service. A statement of all outstanding debt by category is included in the Capital Investment/Debt Management section. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 subprogram 2200 Expended Appropriated Dept Request Recommended Appropriated 2210 Payment on Funded Debt $3,012,452 $2,185,000 $3,233,200 $3,233,200 $3,253,000 2220 Interest on Funded Debt $404,166 $292,933 $671,297 $671,297 $547,957 2230 Temporary Borrowing $270,887 $347,875 $343,900 $343,900 $275,000 2240 Exempt Debt $1,708,200 $1,339,535 $2,691,225 $2,691,225 $4,289,338 Program Totals Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 5,395,705 4,165,343 6,939,622 6,939,622 8,365,295 Town Funded Expenses $5,395,705 $4,165,343 $6,939,622 $6,939,622 $8,365,295 General Fund $5,548,766 $4,146,143 $6,939,622 $6,939,622 $8,250,295 Enterprise Funds 0 0 0 0 100,000 Directed Funding 0 19,200 0 0 15,000 Appropriated Resources $5,548,766 $4,165,343 $6,939,622 $6,939,622 $8,365,295 VII -11 Subprogram: Debt Service Element: 2210 Payment on Funded Debt Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Town assumes debt to finance some capital projects. Lexington's debt is funded through bond issues. State statutes permit maximum terms of bond issues to vary from 5 to 20 years, depending on the purpose of the issue. Lexington has an aggressive debt repayment policy. The Town can only issue new debt with the approval of two - thirds of Town Meeting. Current outstanding debt is attributable to the following: various school projects, public safety dispatch center, land acquisition, Town building renovation, recreational improvements, road improvements, Lincoln Park and the Library project. BUDGET ISSUES: • The combined capital appropriation demand for maintaining buildings, streets, equipment, and the Town's other physical assets cannot be met in the current budget. The Board of Selectmen continues to support a staff recommended "cash capital policy" that will assist in managing the Town's capital needs as well as its dependency on long term debt issues. The implementation of the cash capital policy will work toward further reducing this expense. At the present time staff is reviewing the "cash capital" policy and will make recommendations to the Board of Selectmen. HIGHLIGHTS: Additional information can be found in Section V: Debt. STAFFING: Staff in the Finance Department work with the Town's financial advisors to manage the debt portfolio. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation Benefits $0 $0 $0 $0 $0 0 0 0 0 0 Expenses 3,012,452 2,185,000 3,233,200 3,233,200 3,253,000 Town Funded Expenses $3,012,452 $2,185,000 $3,233,200 $3,233,200 $3,253,000 General Fund $3,105,000 $2,165,800 $3,233,200 $3,233,200 $3,238,000 Enterprise Funds Directed Funding Appropriated Resources 0 0 $3,012,452 0 19,200 $2,185,000 VII -13 0 0 $3,233,200 0 0 $3,233,200 0 15,000 $3,253,000 Subprogram: Debt Service Element: 2220 Interest on Funded Debt Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The interest rate paid on the Town's long -term debt is a product of the economy at the time of the sale. The Town's "AAA" bond rating allows the Town to sell bonds at very competitive interest rates, thus minimizing the cost of bond - financed capital projects. BUDGET ISSUES: • The Town's policy of an aggressive repayment results in lower annual interest costs for a shorter period. The saving on total interest costs over the life of the bonds is significant. HIGHLIGHTS: Additional information can be found in Section V: Debt. STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 404,166 292,933 671,297 671,297 547,957 Town Funded Expenses $404,166 $292,933 $671,297 $671,297 $547,957 General Fund $406,066 $292,933 $671,297 $671,297 $547,957 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $406,066 $292,933 $671,297 $671,297 $547,957 VII -14 Subprogram: Debt Service Element: 2230 Temporary Borrowing Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: Interest charges are minimized by initially obtaining short-term financing then using long -term financing to pay off the short-term debt. Short-term interest rates are generally 1 - 1.5% lower than long -term rates. The Town can borrow with the intent of issuing long -term financing, using Bond Anticipation Notes (Bans). Bans must be fully retired within five years of their original dates of issuance. Bans for school projects approved by SBAB can be for a term up to seven years. Bond Anticipation Notes are used to provide flexibility in the timing of issuing permanent debt, to avoid locking in artificially high interest rates and to allow several years' authorizations to be grouped together in one issue. The increased use and management of temporary borrowing in conjunction with the newly implemented cash capital policy will further allow the Town to take advantage of favorable short term interest rates versus long term debt issuance. All temporary borrowing is competitively bid in order that the Town benefits from the lowest possible rates. Some municipalities use temporary borrowing to finance operations in anticipation of revenue receipts. The Treasurer, with the approval of the Selectmen, can obtain temporary loans in anticipation of the revenue to cover operating shortfalls. Lexington's automated collection policy avoids this practice. The Town has not had to utilize this type of financing option in over 25 years. Implementing a quarterly billing and collection system for property taxes has stabilized our collections, which further decreases the Town's need to rely on temporary borrowing to meet operational expenses. The Treasurer may also borrow in anticipation of authorized federal and state aid. Temporary borrowing is utilized to fund capital projects such as State Chapter 90 supported road improvements and water pollution control projects. These are projects for which the Town must first spend the funds, then seek reimbursement. The interest on borrowing is charged to this account. The Town also uses temporary borrowing to finance interest payments on abatements of real estate tax payments, some banking charges, and debt issuance costs. The Town must refund the tax overpayment with an additional 8% interest, in accordance with state statutes. HIGHLIGHTS: Additional information can be found in Section V: Debt. BUDGET ISSUES: • The recommended budget includes estimates for a February 2003 debt issue. The numbers will change once a detailed analysis has been completed. STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 270,887 347,875 343,900 343,900 275,000 Town Funded Expenses $270,887 $347,875 $343,900 $343,900 $275,000 General Fund $329,500 $347,875 $343,900 $343,900 $275,000 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $329,500 $347,875 $343,900 $343,900 $275,000 VII -15 Subprogram: Debt Service Element: 2240 Exempt Debt Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: Exempt Debt is voter- approved debt service that is funded outside of the Proposition 2 -1/2 tax levy limitations. The voters of Lexington passed a debt exclusion in the amount of $52,235,000 on December 7, 1998. The purpose of the debt exclusion is to construct, equip, furnish and/or remodel Lexington High School, Clarke and Diamond Middle Schools. Lexington is eligible for 59% reimbursement from the Commonwealth of Massachusetts for the debt and interest costs associated with this project. The annual reimbursement will be used to offset the debt service incurred as a result of the project. In June 2002 the voters approved a debt exclusion for the following capital projects: Street Related Improvements $7,000,000, Lincoln Park Improvements, $3,400,000, Remodeling and Reconstruction of the Harrington and Fiske Schools, $32,150,000. BUDGET ISSUES: • Planning future exempt debt issues, in accordance with a town wide debt/capital program is a possible strategy for funding capital projects in the future. HIGHLIGHTS: Additional information can be found in Section V: Debt. STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 1,708,200 1,339,535 2,691,225 2,691,225 4,289,338 Town Funded Expenses $1,708,200 $1,339,535 $2,691,225 $2,691,225 $4,289,338 General Fund $1,708,200 $1,339,535 $2,691,225 $2,691,225 $4,189,338 Enterprise Funds 0 0 0 0 100,000 Directed Funding 0 0 0 0 0 Appropriated Resources $1,708,200 $1,339,535 $2,691,225 $2,691,225 $4,289,338 VII -16 Program: Shared Expenses Subprogram: 2300 Operating Articles Town of Lexington FY 2004 Program Budget The Reserve fund provides for extraordinary and unforeseen expenses during the year. Municipal Salary Adjustments also are appropriated in a lump sum and are distributed to the appropriate accounts during the year. Elements within FY2002 FY2003 FY 2004 Dept FY 2004 FY 2004 subprogram 2300 Expended Appropriated Request Recommended Appropriated 2310 Reserve Fund $ $150,000 2320 Municipal Salary Adjustment $0 $327,668 $15 $185,810 $150 $185,810 $150,000 Program Totals $185,810 Compensation $0 $327,668 $185,810 $185,810 $185,810 Benefits 0 0 0 0 0 Expenses 0 150,000 150,000 150,000 150,000 Town Funded Expenses $0 $477,668 $335,810 $335,810 $335,810 General Fund $535,890 $474,181 $331,990 $331,990 $331,990 Enterprise Funds 16,777 3,487 3,820 3,820 3,820 Directed Funding 0 0 0 0 0 Appropriated Resources $552,667 $477,668 $335,810 $335,810 $335,810 VII -17 Subprogram: Operating Articles Element: 2310 Reserve Fund Town of Lexington FY 2004 Program Bu DESCRIPTION OF SERVICES: The Reserve Fund is used for extraordinary, unforeseen, and unanticipated expenditures, which cannot be paid through regular program appropriations. The Appropriations (Finance) Committee approves transfers from the Reserve Fund. HIGHLIGHTS: • In FY2003 the Appropriation Committee approved the following transfer from an appropriation of $145,000: 1. Legal $98,000 2. Elections $12,000 3. Unemployment, $35,000 BUDGET ISSUES: None STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 0 150,000 150,000 150,000 150,000 Town Funded Expenses $0 $150,000 $150,000 $150,000 $150,000 General Fund $150,000 $150,000 $150,000 $150,000 $150,000 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $150,000 $150,000 $150,000 $150,000 $150,000 VII -19 Subprogram: Operating Articles Element: 2320 Municipal Salary Adjustment Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: This element provides funding for compensation increases for non -union Town of Lexington employees (excluding school). Funds are distributed to specific accounts during the year as employee raises are granted to non -union employees. All union contracts have been settled through FY04 and the costs of these contracts are included in the departments. HIGHLIGHTS: • The FY2003 allocation for municipal salary increase represented a 3.0% increase, which is consistent with the goals set by the Board of Selectmen. • The FY2004 allocation for municipal salary increase is budgeted for 2% in July of 2003 and an additional I% in January 2004. BUDGET ISSUES: • In addition to the projected 3.0% overall salary increase, funding has been budgeted for range movement for non -union employees. Range movement is a salary increase that reflects an employee's job performance, internal organizational developments, and/or adjustments in market conditions. This allows the Town to fairly compensate non -union employees based on changes in individual, organizational, and external factors. STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation Benefits $0 $327,668 $185,810 $185,810 $185,810 Expenses 0 0 0 0 0 Town Funded Expenses $0 $327,668 $185,810 $185,810 $185,810 General Fund $385,890 $324,181 $181,990 $181,990 $181,990 Enterprise Funds 16,777 3,487 3,820 3,820 3,820 Directed Funding 0 0 0 0 0 Appropriated Resources $402,667 $327,668 $185,810 $185,810 $185,810 VII -20 Program: Shared Expenses Subprogram: 2400 Organizational Expenses Town of Lexington FY 2004 Program Budget The Organizational Expenses subprogram funds organizational activities and expenses that apply to multiple departments. Common expenditures within the municipal organization include activities and expenses that relate to many departments. These include Professional Development and Services, the stipend for the Director of Guides, Parking Hearing Officer, Temporary Help and Overtime. These expenses require the review and approval of the Town Manager. Elements within FY2002 FY2003 FY 2004 Dept FY 2004 FY 2004 Subprogram 2400 Expended Appropriated Request Recommended Appropriated 2410 Municipal Services and Expenses $153,805 $139,375 $140,976 $140,976 $140,976 Program Totals Compensation $73,752 $41,975 $43,576 $43,576 $43,576 Benefits 0 0 0 0 0 Expenses 80,053 97,400 97,400 97,400 97,400 Town Funded Expenses $153,805 $139,375 $140,976 $140,976 $140,976 General Fund $167,300 $139,375 $140,976 $140,976 $140,976 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $167,300 $139,375 $140,976 $140,976 $140,976 VII -21 Subprogram: Organizational Expenses Element: 2410 Municipal Services and Expenses Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Municipal Services and Expenses element funds organizational activities and expenses that require the review and approval of the Town Manager. These common expenditures include Professional Development and Services, Tuition, Travel, the stipend for the Director of Guides, Permanent Building Clerk and Parking Ticket Hearing Officer, and Temporary Help and Overtime. HIGHLIGHTS: • Employees participated in a variety of professional development workshops that included: Legal Issues for Public Safety Telecommunicators, Town Clerk's Association Conference, Information and Records Management Conference, Building Inspectors Training Course, Emergency Medical Dispatch Training, Massachusetts Fire Fighting Program, Franklin Covey Project Management Training for employees from all departments, International Association of Police Chiefs and the International City Manager's Association to name a few. • Employee Recognition efforts were held through the on -going efforts of the Town Manager's Office and the Employee Strategy Group. BUDGET ISSUES: • Employee development becomes more important as pressures on the organization increase to upgrade services and technology. • Increased participation of volunteer groups and committees require increased staff support. STAFFING: 1 Management Intern and miscellaneous part -time and seasonal employees FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $73,752 $41,975 $43,576 $43,576 $43,576 Benefits 0 0 0 0 0 Expenses 80,053 97,400 97,400 97,400 97,400 Town Funded Expenses $153,805 $139,375 $140,976 $140,976 $140,976 General Fund $167,300 $139,375 $140,976 $140,976 $140,976 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $167,300 $139,375 $140,976 $140,976 $140,976 VII -23 Program: 3000 Community Services Town of Lexington FY 2004 Program Budget The Community Services program contains all Public Works divisions, including Transportation. The Department of Public Works is the Town's largest department, with 79 full -time and 8 part-time employees. The services provided by Public Works include the maintenance, repair, and construction of the Town's infrastructure, roads, buildings, equipment, and property. Public Works supports Town functions through the maintenance and repair of facilities such as the Police and Fire Stations, playing fields, and the Jack Eddison Memorial Bikeway. This program includes the Town's water and sewer operations, which have been operating as separate enterprise funds since 1988. subprograms within FY2002 FY2003 FY 2004 Dept FY 2004 FY 2004 Program 3000 Expended Appropriated Request Recommended Appropriated 3100 DPW Oversight 3200 Highway 3300 Public Grounds 3400 Waste Management 3500 Building Maintenance 3600 Transportation 3700 Water Enterprise 3800 Sewer Enterprise Program Totals $1,071,807 $1,096,649 $1,128,084 $1,053,864 $1,048,864 $1,834,817 $1,711,082 $1,714,384 $1,657,384 $1,462,984 $1,176,329 $1,188,715 $1,277,288 $1,131,500 $1,032,359 $2,142,707 $2,658,742 $3,314,136 $2,925,976 $2,650,816 $615,234 $591,314 $796,621 $628,021 $628,021 $312,309 $343,569 $368,990 $368,990 $0 $4,396,026 $4,911,735 $5,238,537 $5,437,920 $5,437,920 $7,312,908 $7,941,089 $7,800,203 $8,047,157 $8,047,157 Compensation $4,088,313 $4,021,145 $4,273,248 $3,925,057 $3,674,171 Benefits 0 0 0 0 0 Expenses 14,773,824 16,421,750 17,364,995 17,325,755 16,633,950 Town Funded Expenses $18,862,137 $20,442,895 $21,638,243 $21,250,812 $20,308,121 General Fund $5,927,078 $6,519,127 $7,438,083 $6,604,315 $5,661,624 Enterprise Funds 13,771,861 13,744,575 14,020,967 14,467,304 14,467,304 Directed Funding 287,874 179,193 179,193 179,193 179,193 Appropriated Resources $19,986,813 $20,442,895 $21,638,243 $21,250,812 $20,308,121 VIII -1 Program: Community Services Subprogram: 3100 DPW Oversight Town of Lexington FY 2004 Program Budge Public Works administrative staff plans, manages, coordinates, schedules and monitors the department's activities. They develop strategic plans in conjunction with the division heads and coordinate the various activities of the department in support of the Town's needs. The DPW Oversight subprogram includes the compensation and expenses for operating the DPW Administration, Engineering, Parking Operations and Street Lighting programs. See the Department ofPublic Works Mission Statement, Goals and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 3100 Expended Appropriated Dept Request Recommended Appropriated 3110 DPW Adm inistration 3120 Engineering 3130 Street Lighting 3140 Parking Operations Program Totals $331,216 $381,645 $392,758 $387,758 $387,758 $361,096 $323,641 $332,935 $327,935 $327,935 $283,223 $323,220 $332,922 $268,702 $268,702 $96,272 $68,143 $69,469 $69,469 $64,469 Compensation $695,309 $729,000 $751,475 $716,013 $716,013 Benefits 0 0 0 0 0 Expenses 376,498 367,649 376,609 337,851 332,851 Town Funded Expenses $1,071,807 $1,096,649 $1,128,084 $1,053,864 $1,048,864 General Fund $412,231 $582,178 $565,357 $491,137 $1,048,864 Enterprise Funds 437,842 414,471 462,727 462,727 0 Directed Funding 187,874 100,000 100,000 100,000 0 Appropriated Resources $1,037,947 $1,096,649 $1,128,084 $1,053,864 $1,048,864 VIII -3 3100 Department of Public Works (Oversight) - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: DPW Oversight is committed to improving the quality of life throughout the community. We strive to protect and enhance the Town's infrastructure by fostering teamwork with the public and all Town departments and by maintaining an atmosphere in which independent and creative thinking can spawn solutions in concert with the highest engineering and performance standards. OBJECTIVES Continue to implement new and renewal projects to add to, rehabilitate and replace infrastructure, buildings, and facilities. Improve on- schedule capital project completion percentage to 100 %. Improve the condition and life of the Town's roadway system through careful application of the principles of pavement management. Improve water quality through rehabilitation of the water distribution system. Improve the structural integrity of and reduce infiltration into the sanitary sewer system through the sewer rehabilitation program. Make sewer available to all dwellings in Lexington where it is economically feasible through the sewer collection system program. Improve the condition and life of public buildings through prioritized maintenance investment in the building envelope. 1 Maintain capital project completion on or under budget 100% of the time. Type of Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of capital projects Workload 6 16 14 15 Number of capital projects completed on schedule Efficiency 4 16 14 15 % Capital projects completed on schedule Outcome 67% 100% 100% 100% Improve the condition and life of the Town's roadway system through careful application of the principles of pavement management. Improve water quality through rehabilitation of the water distribution system. Improve the structural integrity of and reduce infiltration into the sanitary sewer system through the sewer rehabilitation program. Make sewer available to all dwellings in Lexington where it is economically feasible through the sewer collection system program. Improve the condition and life of public buildings through prioritized maintenance investment in the building envelope. 1 Maintain capital project completion on or under budget 100% of the time. FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year VIII -4 Type of Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of capital projects completed Workload 6 16 14 15 Number of capital projects completed on or under budget Efficiency 6 16 14 15 % Capital projects completed on or under budget Outcome 100% 100 %O 100% 100% FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year VIII -4 3100 Department of Public Works (Streetlights) - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The streetlight maintenance program strives to proactively maintain a cost effective lighting system that enhances Public Safety along Lexington roadways, while considering all characteristics of light source quality. OBJECTIVE Analyze the contractor's and DPW staffs field process management affecting average repair costs. Performance Measure Iype of Measure FY2001 FY2002 FY2003 FY2004 Annual number of outages received by the Call Center or Work Load 939 1152 1101 1151 identified by DPW staff 156 695 Average number of new outages reported per month Workload - 140 Number of roll -over outages from prior fiscal year Work Load - 528 24 156 Total number of fiscal year outages Work Load 939 1656 1125 1306 Percent of outages resolved by the contractor Efficiency 10.10% 27% 18% 25% Average cost for contractor outage resolution Efficiency $368.17 $128.45 $240.00 $134.00 Percent of outages resolved by DPW staff Efficiency 89% 73% 82% 75% Average cost for DPW outage resolution Efficiency $66.48 $61.30 $66.25 $56.25 Monthly repair and maintenance cost per light Outcome $2.14 $3.62( -) $2.44 $1.72 OBJECTIVES Reduce the annual outage percentage. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Total number of outages repaired Workload 1632 969 480 Number of roll -over outages at the end of the fiscal year Workload - 24 156 695 Average number of new outages reported per month Workload - 140 96 96 Average number of unresolved outages per month Efficiency - 152 98 373 Average percent of unresolved outages per month 1compared to the entire system Outcome - 4.6% 3% 11% Identify outages not called into the DPW Call Center, differentiate between request and non - request outages (Performance Measure Type of FY2001 FY2002 FY2003 FY2004 Number of outages called in to the Call Center Workload - - 986 979 Number of non - request outages identified by staff Workload - 115 196 Ratio of non - request outages to requested repairs Efficiency - - 1/9 115 called in to the Call Center Percent of system inspected Outcome 100% - 100% 100% Replace low- efficiency fixtures with high- efficiency fixtures outlined in the Streetlight Options Committee recommendations. FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year VIII -5 3100 Department of Public Works (Streetlights) - Mission Statement, Goals & Objectives, Performance Measures OBJECTIVES Reduce the average time electric repairs are resolved by the contractor. Achieve an average resolution rate of 14 days or less for bulb and sensor replacement. Type of ?erformance Measure ?erformance Measure FY2001 FY2002 FY2003 FY2004 FY2003 Measure Measure Dumber of outages resolved by the contractor Workload 87 441 175 120 Werage days to resolve outages by contractor Efficiency 64 72 50 100 'ercent reduction in the Contractor's repair time Outcome - -13% 30% - 100% Achieve an average resolution rate of 14 days or less for bulb and sensor replacement. FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year VIII -6 Type of ?erformance Measure FY2001 FY2002 FY2003 FY2004 Measure Dumber of outages resolved by DPW staff Workload 776 1215 794 360 Werage days to resolve requests by DPW staff Efficiency 13.7 27 14 90 Werage resolution time compared with 14 day objective Outcome 0.98 1.94(-) 1 6.4 FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year VIII -6 Subprogram: DPW Oversight Element: 3110 DPW Administration Town of Lexington FY 2004 DESCRIPTION OF SERVICES: The Department of Public Works is responsible for 284 lane miles of road, 154 miles of water mains, 34 miles of trunk sewer line, 119 miles of street sewer line, 4,500 catch basins, 14 public buildings, 141 pieces of equipment, 9 parks, 4 cemeteries, a golf course, a parking lot operation, and the 5.5 mile -long Jack Eddison Memorial Bikeway. DPW Administration staff direct the department's activities, prepare budgets, monitor expenditures, develop bid specifications for DPW procurement and respond to citizens' concerns and complaints. Management also schedules work assignments, evaluates work performance, monitors attendance, sick leave and vacation time, and participates in the contract negotiation process. The administrative division supervises contracts for services relating to curbside refuse and recycling collections, the regional Minuteman Household Hazardous Products (MHHP) Facility events, Cathode Ray Tube recycling, snow plowing, traffic signal maintenance, traffic /street sign construction and repair, street line /crosswalk painting, storm drain cleaning, and transportation services. These contracts are awarded through a competitive bidding process. HIGHLIGHTS: • Staff responded to numerous resident questions and comments regarding the implementation and cessation of the Pay As You Throw (PAYT) trash program. • In FY2002 staff sold, tracked, and billed sales of PAYT labels and tags. In early 2003 staff developed and managed the process of reimbursing residents for the value of unused PAYT tags and barrel labels. • Staff assisted the Solid Waste and Recycling Coordinator with trash and recycling information and education. • Staff continues to be responsible for the administrative support and record management for the MHHP Committee. • Staff facilitated the renegotiation and extension of the recycling and solid waste contracts with Waste Management Inc. for an additional four years. BUDGET ISSUES: The Management Analyst position is now part time. Reducing this position will primarily be felt internally, as the Management Analyst will take on fewer duties within the department and organization. This will increase the responsibilities of other members of the department, especially with regard to budget creation. The Management Analyst also provides counter and phone customer service and acts as staff support on several citizen committees. The reduction in hours will impact the level of support the Management Analyst will be able to provide to those customers and committees. STAFFING: 1 Director 1 Manager of Operations 1 Part-time Management Analyst 1 Office Manager/Executive Secretary 1 Administrative Assistant 2 Department Account Clerks FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Town Funded Expenses Compensation $304,583 $351,395 $362,508 $357,508 $357,508 Benefits 0 0 0 0 0 Expenses 26,633 30,250 30,250 30,250 30,250 Expenses Total $331,216 $381,645 $392,758 $387,758 $387,758 Appropriated Resources General Fund $55,069 $109,905 $96,379 $91,379 $91,379 Enterprise Funds 164,486 171,740 196,379 196,379 196,379 Directed Funding 121,000 100,000 100,000 100,000 100,000 Resources Total $340,555 $381,645 $392,758 $387,758 $387,758 VIII -7 Subprogram: DPW Oversight Element: 3120 Engineering Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Engineering Division includes all engineering programs and engineering support services provided to all divisions of the Department of Public Works, the Fire and Police Departments, School Administration, Council on Aging, Board of Appeals, Conservation Commission, Planning Board, Traffic Safety Committee, Transportation Advisory Committee, LexHAB, Permanent Building Committee, and other Town committees. The Division is responsible for administering the Capital Budget for all Town infrastructure and buildings with the exception of the School Department buildings. A cooperative effort has been established to include some School Department projects in oversight contracts. The Division prepares and reviews specifications and bids for related building and construction projects, and is active in seeking grants. The Engineering Division inspects and keeps records concerning water, sewer, drain construction, and oversees water and sewer service installation. Division staff also issue appropriate permits, inspects all subdivision construction for conformance to Town standards, and maintains public records concerning street lines, grades, land and lotting. HIGHLIGHTS: • In FY2003, this division provided design and/or construction supervision for about $4.4 million in public works construction including street resurfacing, sanitary sewer main cleaning and lining, traffic signals and building envelope improvements. BUDGET ISSUES: • Meeting public infrastructure demands and expectations with current staffing continues to be a challenge. • As a result of the override failure and resulting staff reduction, the hours during which sewer, water, drain, driveway, gas, electric, telephone and street occupancy permits are issued have been reduced to coincide with the Engineering Aide's schedule. STAFFING: 1 Town Engineer 1 Assistant Town Engineer 1 Senior Civil Engineer 3 Engineering Assistants 1 Engineering Aide FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $351,023 $312,814 $322,108 $317,108 $317,108 Benefits 0 0 0 0 0 Expenses 10,073 10,827 10,827 10,827 10,827 Town Funded Expenses $361,096 $323,641 $332,935 $327,935 $327,935 General Fund $34,662 $80,910 $66,587 $61,587 $61,587 Enterprise Funds 273,356 242,731 266,348 266,348 266,348 Directed Funding 0 0 0 0 0 Appropriated Resources $308,018 $323,641 $332,935 $327,935 $327,935 VIII -8 Subprogram: DPW Oversight Element: 3130 Street Lighting Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The street lighting program includes 3,343 streetlights needed to illuminate the Town from dusk to dawn. These include 1,055 incandescent, 196 high - pressure sodium, 1,992 mercury vapor and 100 test lights. The Town purchased the streetlights from Boston Edison Company in September 1999. This budget element pays for the cost of electricity, repairs and associated maintenance costs. The Town operates a call center for incoming requests and tracks the status of requests until completed. The call center schedules and coordinates work, manages customer expectations, collects performance data and prepares reports. Requests are initially inspected for proper bulb and photo- sensor operation by the Public Works' staff. If bulb and photo- sensor replacement does not correct the outage, an electrical contractor is dispatched to troubleshoot and resolve the problem. The Engineering Division, in cooperation with the Lexington Lighting Options Committee, is involved in a Demonstration Street Lighting Project testing cost - effective, energy- efficient streetlights. HIGHLIGHTS: • A Call Center at the DPW operations receives requests 24 hours a day. The phone number is (877) 349 -5267. • Slightly over 1,100 requests for service were received in FY2002. The average response time to repair bulbs and sensors was 14 days. • A reduction in the average cost per light to repair dropped by 22% in FY2002 from FY2001. • The Lighting Options Committee continued to evaluate test lights and added a number of longer lasting light sources to the Test Lighting Project A report was presented to both the Board of Selectman and Town Meeting that made recommendations and presented different options regarding a town wide changeover to a more cost - effective, energy- efficient streetlight program. • The Police Department and DPW worked cooperatively to identify outages for repair prior to requests being made. BUDGET ISSUES: • This budget reflects a total reduction of $64,220 which eliminates the $25,462 overtime compensation for Forestry Division staff to inspect outages and replace bulbs and sensors, reduces the purchase of supplies and equipment by $25,000, and reduces the contracting of fixture head and electrical wiring repairs by $13,758. • Forestry Division staff will address streetlight outages one (1) day per month on regular time, resulting in a significant reduction in service response and resulting in a backlog of requests. Service impacts are reflected in the Projected Performance Measures for FY04. • A publicly bid contract for electrical repairs was awarded to Maverick Construction Corp. of Boston for FY2003. • The program to replace the older incandescent, sodium and mercury vapor light fixtures remains a goal of the department although no funding has been designated as yet. Burnt -out fixtures along arterial roads will be replaced with metal- halide fixtures as recommended by the Lighting Options Committee. STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $24,720 $25,462 $0 $0 Benefits 0 0 0 0 0 Expenses 283,223 298,500 307,460 268,702 268,702 Town Funded Expenses $283,223 $323,220 $332,922 $268,702 $268,702 General Fund $322,500 $323,220 $332,922 $268,702 $268,702 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $322,500 $323,220 $332,922 $268,702 $268,702 VIII -9 Subprogram: DPW Oversight Element: 3140 Parking Operations Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Town maintains and operates an attended parking lot off Meriam Street with a parking capacity for 300 cars and stacking capacity for 60 cars. There is an all -day parking program and approximately 500 parking meters in the Center Business District. Revenue from parking operations goes into the Parking Meter Fund. Maintaining a viable mix of long- term and short -term parking in the Center Business District is an ongoing objective of the Town. Any changes in the program are developed with input from other Town staff, civic, and community groups, and are subject to approval by the Board of Selectmen. The Town sells all -day parking permits for Center employees: 117 spaces at the Meriam Street Lot, 63 spaces at the Church of Our Redeemer and 6 spaces on Fletcher Avenue. The Town leases the spaces at the Church of Our Redeemer. The Department of Public Works maintains, sweeps and plows all of these lots. The Transportation Coordinator oversees the parking program. HIGHLIGHTS: • FY2002 parking receipts included $191,554 from parking meters, $99,980 from the Meriam Street attended lot and $39,953 from all -day permit sales, yielding a total combined parking revenue of $331,487 (revenue generated from parking fines is not included). • Due to undermilization of the Church of Our Redeemer lot, the Selectmen approved the sale of ten additional permits increasing the number of parking spaces from 53 to 63. • All day permit sales were up 7 %. Receipts from parking meters were up 4 %. BUDGET ISSUES: • The Expense line includes a $5,000 reduction for maintenance of the attended parking lot, including line painting. STAFFING: 1 Part-time Parking Attendant Supervisor 4 Part-time Parking Attendants FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $39,703 $40,071 $41,397 $41,397 $41,397 Benefits 0 0 0 0 0 Expenses 56,569 28,072 28,072 28,072 23,072 Town Funded Expenses $96,272 $68,143 $69,469 $69,469 $64,469 General Fund $0 $68,143 $69,469 $69,469 $0 Enterprise Funds 0 0 0 0 0 Directed Funding 66,874 0 0 0 64,469 Appropriated Resources $66,874 $68,143 $69,469 $69,469 $64,469 VIII -10 Program: Community Services Subprogram: 3200 Highway Town of Lexington FY 2004 Program Budget The Highway subprogram provides for the safety and maintenance of all public streets and sidewalks, drains and brooks, traffic regulators and street signs. The Superintendent of Highways, Drains and Equipment oversees the Town's Highway Maintenance and Snow Removal Operations and is responsible for the repair and preventive maintenance of Town -owned vehicles. The Highway subprogram includes the Highway Maintenance and Road Machinery divisions as well as the Snow Removal elements. See the Highway subprogram's Mission Statement Goals and Objectives on the next page. Elements within FY2002 FY2003 FY 2004 Dept FY 2004 FY 2004 subprogram 3200 Expended Appropriated Request Recommended Appropriated 3210 Highway Maintenance $838,595 $926,939 $924,675 $875,675 $752,675 3220 Road Machinery $384,290 $487,098 $492,664 $484,664 $413,264 3230 Snow Removal $611,932 $297,045 $297,045 $297,045 $297,045 Program Totals Compensation $1,135,974 $964,119 $967,421 $910,421 $826,421 Benefits 0 0 0 0 0 Expenses 698,843 746,963 746,963 746,963 636,563 Town Funded Expenses $1,834,817 $1,711,082 $1,714,384 $1,657,384 $1,462,984 General Fund $1,304,164 $1,367,933 $1,332,383 $1,275,383 $1,080,983 Enterprise Funds 323,584 343,149 382,001 382,001 382,001 Directed Funding 20,000 0 0 0 0 Appropriated Resources $1,647,748 $1,711,082 $1,714,384 $1,657,384 $1,462,984 VIII -11 3200 Highway Division - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The mission of the Highway Division is to maintain the town streets, sidewalks and storm water management inlets in a safe and clean condition and to provide for the safe movement of vehicular traffic by performing minor construction repairs, removing snow and ice from streets, installing traffic signs and lane or line markers and supervising the work of contractual service providers who perform repairs, cleaning or maintenance work. In addition, the Road Machinery Division ensures that the Town's fleet is always operational and well maintained by providing an efficient and effective maintenance and repair program and fuel management system. OBJECTIVE Minimize the time blockages backup the normal flow of storm water in order to reduce the chances of street flooding as much as possible and to keep costs low. QD Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of basins Workload 4,500 4,500 4,500 4,500 Average cost per basin to maintain Efficiency $610 $610 $610 $610 Average cost per basin to repair Efficiency 560 560 560 560 Average response time from notification to repair Outcome - 45 days 45 days 45 days Provide program to protect wetlands, streams, and ponds. OBJECTIVE Ensure that the lines, crosswalks, stop bars, parking tees etc. are properly maintained and that we are making the most efficient use of the funds and labor available. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Total roadway lane miles Workload 284 284 284 284 Number of roadway miles marked Workload Cost per lane mile marked Efficiency Data collection system is being implemented. Percent of system marked Outcome OBJECTIVE Repair all vehicles in a timely manner. OBJECTIVE To reduce breakdowns and reduce vehicle downtime. OBJECTIVE Replace aged and obsolete equipment before it becomes too costly to repair. FY2003 statistics indicate the beet data for the current yea. FY2004 statistics indicate projected goals for the upco yea. VIII -12 Subprogram: Highway Element: 3210 Highway Maintenance Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Highway Division provides for the safety and maintenance of all public streets and sidewalks. Highway staff members are responsible for the condition of 284 lane miles of road, over 250 street and traffic signals, 400,000 feet of street lines, 10,300 traffic and street signs, and 25,000 feet of crosswalks. Staff in the Highway Division patch roads, repair potholes, resurface, sweep, sand and plow the streets, maintain 52 miles of sidewalk, repair parking meter posts and traffic signs, oversee contracts for the maintenance of electronic traffic signals, the painting of street lines and crosswalks and maintenance of traffic and street signs. They are also responsible for the cleaning of 4,500 catch basins and maintaining the drain system and associated brooks. Highway staff, in partnership with the Parks Division, various Town committees and private citizens, install and repair benches in the Center, and assist with the maintenance of the Jack Edison Memorial Bikeway. Highway employees also provide support to the composting facility. HIGHLIGHTS: • In FY2003, Division staff repaired 35 catch basins and drain manholes. • In FY2003, the repair crews used over 1200 tons of bituminous concrete to repair potholes, trenches, and sidewalks. • Recent capital street repaving projects have cut down on the number of pothole requests enabling staff to address other projects including cleaning large debris from the Vine Brook, installing berm to correct drainage problems and repairing sidewalks. • Staff continued cleaning Lexington Center on a regular basis. • Highway employees continued to provide support at the Hartwell Avenue Composting Facility, the Minuteman Hazardous Products Facility and with other recycling initiatives such as, recycling bin distribution, compost bin sales, and CRT collections. • With funding in FY2003 all of the town's catch basins were cleaned in the fall of 2002. BUDGET ISSUES: The FY2004 budget reduction of $129,000 in Compensation and $43,000 in Expenses (Requested vs. Appropriated) will impact the timeliness of department response to stakeholders and will increase the backlog of work. The loss of two employees and 90% of the division's overtime will result in a slower repair response time and increased resident complaints. Repair of potholes, requests for berm and curb repair, catch basin repair, special event staffing, line painting, and center cleaning will be impacted. The department will no longer be able to keep two street sweeping machines on the road during peak street sweeping time (April - Nov.). The reduction in expenses will mean less resources for supplies such as asphalt, traffic signs and line paint, and contracted service such as catch basin cleaning, traffic signal maintenance and street line painting. Snow operations will be impacted by the loss of two employees during a time when it is difficult to attract outside contractors for plow operations. The loss of two persons has an impact on our ability to staff and move people around to cover emergency work without severely impacting other planned daily work. STAFFING: 1 Superintendent of Equipment, Highways and Drains 2 Laborers 3 Crew Chiefs 3 Heavy Equipment Operators or Painter 1 Grader - Shovel Operator 3 Light Equipment Operators 1 Information Coordinator FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $661,714 $679,915 $677,651 $628,651 $548,651 Benefits 0 0 0 0 0 Expenses 176,881 247,024 247,024 247,024 204,024 Town Funded Expenses $838,595 $926,939 $924,675 $875,675 $752,675 General Fund $718,600 $778,629 $739,740 $690,740 $553,016 Enterprise Funds 144,930 148,310 184,935 184,935 184,935 Directed Funding 20,000 0 0 0 14,724 Appropriated Resources $883,530 $926,939 $924,675 $875,675 $752,675 VIII -13 Subprogram: Highway Element: 3220 Road Machinery Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Road Machinery Division services, repairs and supplies fuel for 141 pieces of DPW equipment, 8 School Department vehicles, and small engine equipment (lawn mowers, snow blowers, leaf blowers, etc.). Fuel, parts and supplies account for the majority of Road Machinery Division expenditures. All equipment and supply inventories have been on a computer database since 1989. The division reviews Public Works equipment every year and makes recommendations for the Capital Budget. The current DPW equipment fleet replacement value is $5,789,940. A comprehensive Preventive Maintenance Program was established in 1983 and a Vehicle Restoration Program was instituted in 1989 as a way to reduce costly repairs. This program ensures that each piece of equipment is diagnosed, repaired if necessary, and given a complete tune -up (changing fluids, checking brakes, oiling doors, etc.). Restoration work that includes body repairs and painting is performed on an as- needed basis to extend the life of high - dollar equipment. HIGHLIGHTS: • The Road Machinery Division continues to evaluate each vehicle annually with respect to the replacement program to ensure that vehicles are replaced in a timely fashion to reduce future maintenance costs and minimize downtime. • With each mechanic skilled in vehicle repair, welding, and fabrication, the staff has the ability to custom design and fabricate special equipment for other divisions, which was especially helpful in keeping the plows and sanders online to clean the Town streets safely and efficiently during snow fighting operations. • Staff rebuilds the aluminum soccer goal posts as needed. BUDGET ISSUES: • The FY2002 budget included a reduction in staff from 5 to 4 mechanics. The impact on the shop's production is still being felt in the loss of time dedicated to preventative maintenance, which means each vehicle is not scheduled for regular maintenance as often as before. • The FY2004 budget reduction of $67,400 in expenses will result in repair parts being ordered as needed. Fewer "on hand" parts and will slow repair time, impacting other divisions' work schedules. • A budget reduction of $12,000 will impact emergency overtime work which will be done on regular time resulting in longer vehicle downtime. STAFFING: 1 Equipment Foreman 4 Mechanics FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $182,866 $207,279 $212,845 $204,845 $200,845 Benefits 0 0 0 0 0 Expenses 201,424 279,819 279,819 279,819 212,419 Town Funded Expenses $384,290 $487,098 $492,664 $484,664 $413,264 General Fund $288,519 $292,259 $295,598 $287,598 $216,198 Enterprise Funds 178,654 194,839 197,066 197,066 197,066 Directed Funding 0 0 0 0 0 Appropriated Resources $467,173 $487,098 $492,664 $484,664 $413,264 VIII -14 Subprogram: Highway Element: 3230 Snow Removal Town of Lexington FY 2004 DESCRIPTION OF SERVICES: The Highway Division is responsible for the removal of snow from Town streets, sidewalks, and parking lots. Snow operations include salting, sanding, plowing, and occasionally hauling or removing snow piles. The Highway Division Superintendent oversees the entire DPW operations staff as well as private contractors performing snow removal activities. Approximately 50% of the snow removal effort is performed by private contractors. Working foreman and lead workers from all divisions are designated as supervisors of particular areas throughout the town. When snow removal operations occur outside of regular work time, DPW employees are paid on an overtime basis. Lexington averages 58 inches of snow per year. It takes approximately 6 hours to clear the Town after an average snowfall of 2 to 3 inches. Highway Division staff have organized 49 plow routes to clear snow from 284 lane -miles of road and 52 miles of sidewalk and parking lots. The Division uses 8 sanders and over 60 vehicles to clear snow, only 29 of which are Town - owned. Additional vehicles are rented or supplied by on -call contractors during storm alerts. HIGHLIGHTS: • The Boston area experienced an above average winter snowfall in 2002 -2003. Lexington accumulated 79 inches of snow through 15 winter storms. Of the 15 storms, 10 required plowing, and 1 was an accumulation of 28 inches or more. The winter started out early and remained cold and snowy throughout. • The 2002/03 winter was extremely difficult, and the FY03 budget exceeded the Snow Removal appropriation, since much of the budget is based on and used for vehicle preparation and stockpiling supplies of sand and salt. BUDGET ISSUES: • The FY2004 expense budget is level funded. • Budget cuts in Highway, Parks, Forestry and Cemetery which eliminated 5 labor positions will affect the ability to put full staff on plowing operations. It will take longer to plow, sand, clean schools access and do sidewalks. STAFFING: All DPW staff is on call for snow removal and their time is charged to this budget. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $291,394 $76,925 $76,925 $76,925 $76,925 Benefits 0 0 0 0 0 Expenses 320,538 220,120 220,120 220,120 220,120 Town Funded Expenses $611,932 $297,045 $297,045 $297,045 $297,045 General Fund $297,045 $297,045 $297,045 $297,045 $297,045 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $297,045 $297,045 $297,045 $297,045 $297,045 VIII -15 Program: Community Services Subprogram: 3300 Public Grounds Town of Lexington FY 2004 Program Budget The Public Grounds subprogram includes the Park, Forestry and Cemetery Divisions. The Park Division maintains approximately 630 acres of Town -owned land including parks, commons, public grounds, athletic fields, conservation areas and recreation facilities. The Forestry Division plants trees and maintains approximately 15,000 trees on Town property, including schools, park land, recreation land, conservation land, building properties and public rights -of -way. The Cemetery Division operates the Town's four cemeteries, two active and two historic, and maintains approximately 30 acres of cemetery grounds. The Public Grounds Superintendent supervises park, forestry and cemetery maintenance, prepares specifications on the purchase of related equipment, develops maintenance schedules, develops and oversees the division budgets, develops and oversees improvement projects and works in cooperation with the Recreation Department, Conservation Commission and School Department with regards to improvements and maintenance projects. Public Grounds also assists the Recreation Department with maintenance at the golf course, Old Reservoir and Pool Complex. See the Parks and Grounds Mission Statement, Goals and Objectives on the next page. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 subprogram 3300 Expended Appropriated Dept Request Recommended Appropriated 3310 Parks Division 3320 Forestry $210,800 $212,488 $233,359 $177,121 $177,121 3330 Cemetery $232,372 $259,062 $263,507 $232,907 $197,907 Program Totals Compensation $1,044,930 $1,097,990 $1,161,104 $1,040,775 $941,634 Benefits 0 0 0 0 0 Expenses 131,399 90,725 116,184 90,725 90,725 Town Funded Expenses $1,176,329 $1,188,715 $1,277,288 $1,131,500 $1,032,359 General Fund $1,052,997 $1,113,715 $1,202,288 $1,056,500 $957,359 Enterprise Funds 75,000 75,000 75,000 75,000 75,000 Directed Funding 0 0 0 0 0 Appropriated Resources $1,127,997 $1,188,715 $1,277,288 $1,131,500 $1,032,359 VIII -17 3300 Public Grounds - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The Parks and Grounds Division acts cooperatively with other Town Departments, user groups and concerned citizens to enhance the quality of life for Lexington's citizenry and employees. We support Town services and recreational opportunities through proactive maintenance programs designed to build commuruty, preserve the Town's green character and open spaces and promote public safety. The Cemetery Division staff provides compassionate, courteous and professional service to bereaved families and strives to maintain a tranquil, well - maintained environment with perpetual care and beautiful historic cemetery grounds. OBJECTIVES Maintain the landscapes /trees at each of the Town's park and recreational facilities to provide a consistent appearance without visible signs of deterioration. Ensure the Park, Tree and Cemetery Division's maintenance programs accurately reflect the needs of its customers. Begin a phased irrigation system installation at West View Cemetery to improve turf quality. Develop comprehensive turf management programs for parks, athletic fields, commons, recreation areas and cemeteries. QD Performance Measure- Cemeteries Type of Measure FY2001 FY2002 FY2003 FY2004 Number of hours of turf maintenance Workload 1,515 1,480 1,444 1,400 Total number of complaints Workload - - 52 26 Percent reduction in patron complaints Outcome - - - 50% Performance Measure- Park Areas Type of Measure FY2001 FY2002 FY2003 FY2004 Number of hours of turf maintenance Workload 4,166 5,254 4,031 4,000 Total number of complaints Workload - - 20 10 Percent reduction in user complaints Outcome - - - 50% OBJECTIVE Identify and treat public shade trees that could threaten the public and/or private property, pedestrians and vehicular traffic. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of hazard trees found Workload 32 48 51 50 Number of precintcts inspected per year Workload 3 3 3 3 Percent of hazardous conditions resolved within Outcome - - - 75% two weeks Percent of trees inspected according to the Outcome 33% 33% 33% 33% hazardous tree inspection schedule Percent of trees inspected in each precinct per year Outcome 100% 100%(+) 100% 100% FY2003 statistics indicate the beet data for the current yea. FY2004 statistics indicate projected goals for the upco yea. VIII -18 3300 Public Grounds - Mission Statement, Goals & Objectives, Performance Measures OBJECTIVE Implement a playground inspection program to reduce risk and perform repairs in a timely manner. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of hours of inspection performed Workload 97 197 257 260 Number of hours of tot lot repair Workload 282 307 313 350 Average time from identification of park /playground Efficiency - - - Emergency -24 has equipment/facility deficiency until the repair is Important -72 hm completed. Routine -2 wks Percent of playground equipment inspected for Outcome - 100% 100% 100% structural integrity FY2003 statistics indicate the beet data for the current yea. FY2004 statistics indicate projected goals for the upco yea. VIII -19 Subprogram: Public Grounds Element: 3310 Parks Division Town of Lexington FY 2004 DESCRIPTION OF SERVICES: The Park Division staff is responsible for maintaining 9 parks, 14 playgrounds, 28 conservation areas, 41 athletic fields, 12 school grounds, 4 tennis facilities, 3 historical sites, the pool and reservoir complexes, and the Town's bicycle, fitness, and conservation trails totaling approximately 630 acres. The assistance of local residents, contractors and civic associations helps to cooperatively maintain 30 traffic islands. Park personnel mow and trim cultivated turf areas, mow roadsides and conservation areas, collect rubbish at parks and playgrounds, line athletic fields for youth, recreation, adult, school and special events, weed, edge, plant and mulch shrub beds, and prune shrubs. Park staff also constructs and/or maintains bleachers, playground equipment, picnic tables, drinking fountains, fencing, and park and playground benches. Park staff maintain all sports fields and turf areas including the mowing, trimming, watering, fertilization, aeration, over - seeding, sodding and in some instances complete rebuilding of fields. Staff prepares and cleans up sites for special events and assists with snow plowing and April 19 events. Park staff performs general upkeep and maintenance on the pool facility and the Old Reservoir. Park staff also installs and maintains the teak benches and trash receptacles throughout town. HIGHLIGHTS: • The Park staff installed new swings and performed playground safety repairs as per inspections, installed new safety surface at Kinneen Park and the Center playground; assisted the School Department with swingset removals and installations, assisted with special events including April 19 and Emery Park events, installed new teak benches and new trash receptacles at various locations throughout the Town, assisted with installation and removal of the barrel planters in the Center and in East Lexington; performed irrigation repairs; set up flags for special events; cleared trails, performed mowing and assisted with cleanups on Conservation land, performed landscape improvements throughout Town. • Developed regular schedules of maintenance for restroom cleaning, trash pickup, mowing and turf maintenance. • Performed renovations to baseball and softball infields (Harrington, Clarke, Franklin), sod repairs to the field hockey field, repairs to the football field turf and field drainage, measured and lined athletic fields for football, baseball, softball, soccer, lacrosse and field hockey, constructed and modified benches, and repaired backstops /fencing at various ball fields. • Park staff painted, repaired, constructed and installed picnic tables and trash receptacles throughout the town, assisted the Building Maintenance staff with projects at Town Buildings, and assisted other Divisions with various tasks. BUDGET ISSUES: • A Program Improvement Request for the hiring of one new Park laborer, who would have assisted with Center cleaning and bike path maintenance, was not funded in the budget. • A Program Improvement Request to properly fund the supplies needed for the turf maintenance program was not approved. This will affect the quality, safety and playability of turf throughout the Town. • With the reduction in the 2004 budget to eliminate seasonal staff and 1 full -time Laborer -Truck Driver, the Park Division will no longer maintain swingsets at Baskin, Poplar and Valleyfield. Islands will be maintained by volunteers. Roadside and conservation area mowing will be reduced. Athletic field - lining program will be eliminated on regular time. The initial layout will be performed on overtime with user groups being invoiced. Due to cuts in the Cemetery Staff, the Park Division will assume mowing responsibilities at the Munroe, Colonial and Robbins Cemeteries. • Park Division overtime was also reduced with only the April 19 events and pool maintenance overtime being funded. All other overtime requests will be done as a billed service. STAFFING: 1 Superintendent of Public Grounds 2 Heavy Equipment Operators 2 Leadmen 4 Crew Chiefs 2 Light Equipment Operators 4 Laborer -Truck Drivers FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $647,569 $676,515 $729,313 $680,822 $616,681 Benefits 0 0 0 0 0 Expenses 85,588 40,650 51,109 40,650 40,650 Town Funded Expenses $733,157 $717,165 $780,422 $721,472 $657,331 General Fund $601,426 $642,165 $705,422 $646,472 $582,331 Enterprise Funds 75,000 75,000 75,000 75,000 75,000 Directed Funding 0 0 0 0 Appropriated Resources $676,426 $717,165 $780,422 $721,472 $657,331 VIII -21 Subprogram: Public Grounds Element: 3320 Forestry Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Forestry Division maintains the Town's urban forest resource of approximately 15,000 street trees, an undetermined number of trees on Park and Conservation lands, and numerous shrub bed plantings on park, cemetery, school and conservation properties and along public right -of -ways. The Division provides support to the Parks Division and the Cemetery Division as needed. The Division is responsible for roadside and right -of -way weed control and spraying. The objectives of the tree maintenance program are to identify and reduce hazardous conditions that threaten public and private property; to resolve requests for service and emergencies in a timely fashion, and to increase the health of the urban forest through planning, replanting and a proper maintenance program. The Division also implements and supervises a program to combat insect and disease infestations, most notably Dutch Elm Disease. This involves systemic injection, emergency sanitation, fertilization, pruning and in some extreme cases, removal of diseased trees to reduce infection to healthy trees. Staff oversees the insect suppression program to control Gypsy Moth infestations and other uncommon pests. Tree staff also supports other departments and DPW divisions during periods when demand for services is exceptionally high. The Division performs street light maintenance as per requests received. HIGHLIGHTS: • Resolved over 300 requests for service; pruned trees for the cemeteries, schools, conservation areas, recreation areas including the Pine Meadows Golf Course and other trees in the public right -of -ways as part of a preventative maintenance program; cleared street lights in the vicinity of requests. Staff removed 144 dead, diseased or hazardous trees. Staff ground 36 stumps along with adding loam to grade and seeding of site. Staff pruned a total of 104 trees throughout town. • Inspected Precincts 7, 8, and 9 for hazardous trees as part of a proactive approach to prevent damage before it occurs. • Planted 8 trees funded through local donations and this program budget. Trees were planted at the Common, Westview Cemetery and Town Hall. A contractor, funded through Article 14 of 2001 Town Meeting, planted 67 trees at locations throughout the town. • Assisted the Chamber of Commerce with tree lighting and worked with other Town Departments to provide aerial lift services. • Chipped Christmas trees as part of the recycling program. • Certified division employees in an Electrical Hazard Awareness Program. • Assisted with tree removal projects at the High School to help reduce costs. • The Tree Bylaw was instituted in October 2001. From October 2001 through June 30, 2002 a total of 51 sites were inspected. 100 trees were approved for removal with 209 trees to be replanted. BUDGET ISSUES: • A request for $15,000 to fund an ongoing tree - planting program was not approved in this budget. Without a proper planting program, the ratio of trees removed to trees planted throughout the town will remain at 3:1 or greater. Trees will only be planted if citizens purchase the trees, if there are available funds at the end of the fiscal year, or through other donations. • A full -time position was cut from the budget. This reduction in staffing coupled with the reduction in the Streetlight program will have significant impacts on the tasks the Forestry Division will be able to complete. The roadside, island and sidewalk- spraying program will be eliminated. Preventative tree maintenance such as watering, fertilizing and staking will be greatly reduced. The stump - grinding program will also be eliminated which will require citizens to contract out this service. Staff assistance will no longer be given to the Cemetery and Park Divisions. Staff will focus on hazard reduction. • Staff will monitor the impacts of the new Tree Bylaw that was passed by Town Meeting. Staffing and supplies for managing the new Bylaw are not accounted for in this budget. • Staff will now perform streetlight inspections /repairs on regular time, which will reduce the timeliness and effectiveness of streetright repairs. The crews will perform streetright maintenance /repairs twice per month. STAFFING: 2 Crew Chiefs 2 Tree Climbers FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $185,745 $195,063 $200,934 $159,696 $159,696 Benefits 0 0 0 0 0 Expenses 25,055 17,425 32,425 17,425 17,425 Town Funded Expenses $210,800 $212,488 $233,359 $177,121 $177,121 General Fund $204,957 $212,488 $233,359 $177,121 $177,121 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $204,957 $212,488 $233,359 $177,121 $177,121 VIII -22 Subprogram: Public Grounds Element: 3330 Cemetery Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Cemetery Division is responsible for the administration and maintenance of four cemeteries: approximately 21.5 acres in Westview Cemetery, 6.9 acres in Munroe, 1.28 acres in Colonial (Ye Olde Burial Ground), and approximately half an acre in Robbins, a small family lot on Massachusetts Avenue. An additional 28 acres is available for development in Westview Cemetery. The Cemetery staff handles burials, stone installations, general maintenance, inspections and the sale of burial lots. They maintain cemetery buildings and equipment and perform grounds keeping duties including mowing, trimming, and landscaping. A contractor has been hired to perform turf maintenance including weed, insect, and disease control, seeding, aeration, lime applications, and soil tests. Operations of the Cemetery Division are supported by the general fund and by the Perpetual Care Trust fund. Forty -five percent (45 %) of the revenue received from the sale of burial lots is allocated to the Town and fifty -five percent (55 %) to the Perpetual Care fund. Trustees of the Perpetual Care Fund invest the revenue from burial lot sales and annually allocate the interest from this trust for the maintenance and beautification of cemetery property. Grave boxes and sealed burial vaults for interments in Westview Cemetery maybe purchased directly from the Town at rates below retail. This provides increased revenue to the Town and a reduced rate to the consumer. HIGHLIGHTS: • In FY02, there were 261 interments in Westview Cemetery and 8 in Munroe Cemetery. At Westview Cemetery, 128 graves were sold and 117 foundations for flush markers were installed. • Total revenue collected in FY02 was $291,270. • The decision was made in December 1998 to allow grave boxes and burial vaults to be purchased from and installed by outside vendors for an inspection fee. In FY2002, the Town sold a total of 68 grave boxes (97 %) and 14 vaults (24 %). Inspection fees were collected for 2 grave boxes and 44 vaults, which were installed by outside contractors. Phases 1 and 2 of the irrigation system, which targets the left front entry of Westview Cemetery and the right hand side to the end, are complete and operational. Phase 3 is targeted for the spring of 2004. A total of 8 new trees were planted in FY02. BUDGET ISSUES: • Rates for Cemetery services and grave sales are being reviewed to determine their competitiveness and the percentage of operating costs recovered. • Two seasonal laborer positions and 1 Laborer -Truck Driver full -time position have been cut from the Cemetery budget. The loss of these positions will impact the quality and timeliness of turf and grave maintenance at the cemeteries. Landscape projects, including mulching, plantings and shrub care, will be delayed or not performed at all. The Cemetery Staff will only perform maintenance tasks at Westview Cemetery. STAFFING: 1 Cemetery Foreman 1 Laborer -Truck Driver 1 Department Clerk 1 Heavy Equipment Operator FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $211,616 $226,412 $230,857 $200,257 $200,257 Benefits 0 0 0 0 0 Expenses 20,756 32,650 32,650 32,650 32,650 Town Funded Expenses $232,372 $259,062 $263,507 $232,907 $232,907 General Fund $246,614 $259,062 $263,507 $232,907 $232,907 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $246,614 $259,062 $263,507 $232,907 $232,907 VIII -23 Program: Community Services Subprogram: 3400 Waste Management Town of Lexington FY 2004 Program Budget The Town's residential waste management programs, which include refuse collection and disposal, recycling, composting, special collections of televisions, computers and other electronic equipment and hazardous waste collection operations, are funded in the Waste Management subprogram. The Director of Public Works supervises the solid waste programs, which are managed by the Solid Waste/Recycling Coordinator who oversees the collection contracts, promotes recycling education, and responds to general information requests concerning the solid waste programs for Lexington residents. In 1988 the Town Meeting adopted a mandatory recycling by -law that requires the separation of certain recyclable materials from the rubbish of Lexington residents. All municipal buildings including schools, apartment and condominium complexes are included in the Town's trash and recycling program. Residents are encouraged to reduce the volume of packaging they bring home, and to buy and use recycled products in order to support markets for recyclable materials. Full- service curbside refuse collection costs continue to escalate at a rate greater than permitted by budget growth. In order to address this, the Town of Lexington implemented a Pay -As- You -Throw (PAYT) trash disposal program on July 1, 2001. PAYT was in place for nine months in Lexington. From July 2001 — March 2002, trash generation compared to the same period over the previous 4 years resulted in 2,728 (nearly a 33% reduction) fewer tons delivered by Lexington to the incinerator. The Town is contractually obligated to deliver 11,396 tons of trash each year to the incinerator. During FY02 Lexington was able to sell more than 3,300 tons of disposal capacity to other towns at a rate of $75 per ton. This alone produced $248,000 to underwrite part of the cost of waste management services. Recycling tonnage compared to the same period over the previous 4 years resulted in 802 additional (nearly a 25% increase) tons recycled. PAYT proved to be extremely effective, by reducing the waste output of the Town and dramatically increasing residential recycling tonnage. However, the program was suspended April 1, 2002 as a result of a Court decision. Then, in June 2002 a majority of residents voted in a town -wide referendum not to reinstate the PAYT program in Lexington. Since that time, residents' efforts to reduce trash and increase recycling have remained strong. The Town is committed to go forward with a comprehensive solid waste and recycling educational program that will provide long -term environmental and economic benefits even without PAYT. Staff will continue to assess and measure the effectiveness of its solid waste and recycling programs and look forward to gaining better insight into the lessons learned from this experience with PAYT. The solid waste and recycling coordinator continues to work with the Solid Waste Action Team (SWAT), other civic organizations and with assistant school principals, managers and custodial staff of all municipal buildings to implement comprehensive solid waste and recycling education programs throughout Lexington. See Waste Management's Mission Statement, Goals and Objectives on the next page. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 3400 Expended Appropriated Dept Request Recommended Appropriated 3410 Refuse Collection $7 62,723 $651,420 $721,500 $735,300 $651,300 3420 Recycling $574,944 $711,715 $769,276 $712,316 $712,316 3430 Refuse Disposal $805,040 $1,295,607 $1,823,360 $1,478,360 $1,250,440 Program Totals Compensation $62,158 $66,420 $67,766 $60,366 $60,366 Benefits 0 0 0 0 0 Expenses 2,080,549 2,592,322 3,246,370 2,865,610 2,590,450 Town Funded Expenses $2,142,707 $2,658,742 $3,314,136 $2,925,976 $2,650,816 General Fund $2,393,695 $2,658,742 $3,314,136 $2,925,976 $2,650,816 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $2,393,695 $2,658,742 $3,314,136 $2,925,976 $2,650,816 VIII -25 3400 Waste Management - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The mission of Waste Management is to reduce the generation of solid waste within the community by working to educate the residents to reduce the solid waste they generate, accelerate recycling and composting efforts, commit the remainder of the solid waste to energy disposal, and reduce the toxicity of the waste stream. OBJECTIVES To increase the curbside recycling rate by implementing a comprehensive solid waste and recycling educational program 1 tons of municipal solid waste collected curbside 1 number of households provided with solid waste action services 1 tons of recyclables (paper & containers) octed curbside 1 number of households provided with curbside action of recycling rage tons of solid waste generated per household rage tons of recycling collected per household entage of total curbside materials picked up is recyclable entage change in trash generation Workload 11,963 8,083 9,326 10,300 Workload 10,939 10,959 10,979 10,999 Workload 4,414 5,425 5,573 5,675 Workload 11,313 11,333 11,353 11,373 Efficiency 1.09 0.74 0.85 0.94 Efficiency 0.41 0.48 0.49 0.50 Outcome 27% 40% 37% 36% Outcome - - 32% 15% 10% ni.trn— - 91 1 9 0 / Special Wastes: Total tonnage of computers and television sets collected Workload 17.8 42 47 60 Total number of white good units collected Workload 1760 1650 2187 2200 To increase the annual number of curbside collections of yard waste and promote the diversion of household organic matter. '® Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Total tons of yard waste collected curbside Workload 434 1,254 1,397 0 Number of curbside yard waste collections Workload 13 17 14 0 Total tons of yard waste collected curbside and at compost Workload of compost bins sold tons of yard waste collected per household tons of yard waste collected curbside per A ge change in curbside yard waste tonnage Workload Efficiency Efficiency System for data collection is being developed. 0.04 0.11 0.12 0.00 Outcome - 189% 11% - 100% FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. VIII -26 3400 Waste Management - Mission Statement, Goals & Objectives, Performance Measures OBJECTIVE 10 To operate the Minuteman HHP Facility and promote the diversion of Hazardous Household Products generated by Lexington residents to the Minuteman Facility on the 8 Saturdays it is open every year. u Der or verac es mar use me N11nmeman P acmry W orK oaa 4,116 4,JL4 4, /U4 4 of Lexington vehicles that use the Minuteman Workload 1,432 1,504 1,854 1,900 cost per car for Lexington residents Efficiency $33.81 $29.61 $26.59 $27.00 ;e of Lexington households that use the Outcome 35% 35% 39% 40% * The Minuteman Facility is open 8 Saturdays from April to November. These measurements are based on a calendar year versus a fiscal year . ** The cost per car for Lexington residents is subject to a number of factors including the total number of Lexington residents that use the Minuteman facility annually. FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. VIII -27 Subprogram: Waste Management Element: 3410 Refuse Collection Town of Lexington FY 2004 DESCRIPTION OF SERVICES: This subprogram supports the curbside collection of residential solid waste and yard waste. Weekly curbside collection of solid waste was established in July 1980 with collection routes arranged roughly by voting precinct. The Town contracts by competitive bid for the curbside collection of residential refuse. The Solid Waste/Recycling Coordinator oversees the contractor's day -to -day operations. Curbside collection of yard waste was initiated in Lexington in 1993 as a result of a state ban on yard waste in incinerators or landfills. Starting July 1, 2001, the Town of Lexington implemented a Pay -As- You -Throw (PAYT) trash disposal program. Rather than paying for trash entirely through taxes, this system required a Lexington resident generating trash to pay for part of the their trash disposal costs. PAYT was in place for nine months in Lexington. From July 2001 — March 2002, trash generation compared to the same period over the last 4 years resulted in 2,728 (nearly a 33% reduction) fewer tons delivered by Lexington to the incinerator. The Town is contractually obligated to deliver 11,396 tons of trash each year to the incinerator. During FY02 Lexington was able to sell more than 3,300 tons of disposal capacity to other towns at a rate of $75 per ton. This alone produced $248,000 to underwrite the cost of waste management services. The PAYT program was suspended April 1 as a result of a Court decision. Then, in June 2002 a majority of residents voted in a town -wide referendum not to reinstate the PAYT program in Lexington. In December the Board of Selectmen voted to refund the unused PAYT tags and barrel labels up to $32.50 per household. Additional program enhancements that continued after PAYT include: curbside collection of recyclables including number 3 — 7 plastics, a one -week curbside collection of Christmas trees, a drop -off recycling container for cardboard and a second recycling bin for each household at no charge. HIGHLIGHTS: • In December 2001, the solid waste and recycling contracts were renegotiated to include PAYT, weekly recycling, 3 -7 plastics, 4 additional yard waste collections and a cardboard roll -off container. The term was amended to June 2007. • During nine months under PAYT, solid waste disposal decreased by nearly 33 percent. • In FY2002, Town residents generated 8,083 tons of solid waste, a decrease of nearly 30 percent from the previous year. • 1,254 tons of yard waste was collected in the FY02 curbside program, an increase of nearly 35 percent from FY01. • In July 2002, Waste Management, Inc. began the second year of an amended contract through FY 2007 for solid waste collection at $658,680, a reduction of $102,320 primarily due to the implementation of a PAYT program. It was reduced further by $18,000 when three yard waste collections were eliminated from the program. • A total of $79,442.30 representing 2,774 households was paid out in PAYT refunds. • Lexington was awarded a technical assistance grant from the Massachusetts Department of Environmental Protection to develop an outreach and education program to promote the recovery and reuse of building materials from demolition/construction projects in Lexington. BUDGET ISSUES: As a result of the override failure and a cut of $84,000, the curbside yard waste collection program was eliminated. With no curbside yard waste collections, the FY2004 cost of the third year of the amended contract with Waste Management, Inc. will decrease to $619,500. The challenge in the next few years will be to continue developing incentives to reduce the Town's volume of solid waste through education, promoting source reduction, increasing recycling and encouraging the purchase of recycled - content products to stimulate the recycling markets. STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 762,723 651,420 721,500 735,300 651,300 Town Funded Expenses $762,723 $651,420 $721,500 $735,300 $651,300 General Fund $737,000 $651,420 $721,500 $735,300 $651,300 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $737,000 $651,420 $721,500 $735,300 $651,300 VIII -29 Subprogram: Waste Management Element: 3420 Recycling Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Solid Waste /Recycling Coordinator oversees the Town's recycling programs that include curbside collection of recyclable products, yard waste and Christmas trees, and special drop -off collections for hazardous products, corrugated cardboard, televisions, computers and other electronic equipment (CRTs). The Town contracts by competitive bid for the collecting, transporting and marketing of recyclable solid waste. Lexington was the first community to sponsor an annual one -day Hazardous Waste Collection Day in 1982, and since May 1998 is the site of the first regional Hazardous Household Products Collection Facility in the state. Lexington and seven other nearby communities jointly operate the facility that offers 8 drop -off collection events annually. It is a cooperative effort by the Board of Health, Public Works, and League of Women Voters' volunteers. The mandatory curbside recycling program is a highly successful program. Special bins are provided for commingled and mixed paper recyclable products. When Pay As You Throw (PAYT) was instituted in July 2001, #3 - #7 plastics and aluminum food containers were added to the program and residents were given a second free recycling bin. In January 2002 weekly curbside pick up was instituted. Leaves, grass clippings, and other approved yard waste which were collected for recycling during specified weeks in the spring and fall under the refuse collection contract will now have to be dropped off at the Hartwell Avenue Recycling Facility. A full -time employee is responsible for monitoring yard waste drop -off, turning yard waste and chipping brush. Home composting bins are also available. Christmas trees may be dropped off at the DPW facility on Bedford Street. The trees are recycled into wood chips for park and recreation projects or for residents to pick up in small quantities for home use. However, they are primarily used as a fuel at cogeneration facilities and are a source of revenue for the Town. HIGHLIGHTS: • In FY2002, residents recycled 1,094 tons of commingled products and 4,352 tons of paper for a total of 5,446 tons that was delivered to the KTI recycling facility in Charlestown where these materials were sorted and baled and later manufactured into recycled content products. This represented an increase of 1,033 tons (23% increase) over FY2001. • During nine months under PAYT (July 2001 - March 2002) recycling tonnage compared to the same period over the previous 4 years resulted in 802 additional (nearly a 25% increase) tons recycled. • In FY2003 Waste Management, Inc. is in the second year of an amended contract for curbside collection, transport and marketing of recyclable materials. In late 2001, an amendment to the contract was successfully negotiated to implement weekly recycling effective January 1, 2002 and to extend its terms through June 2007. It also included a provision for a cardboard drop -off. • There were 8 collection events in 2002 at the Minuteman Hazardous Household Products Facility. Lexington residents represented 1,854, or nearly 40 %, of the 4,704 total participants. The contractor for the fifth year was Safety- Kleen, Inc. acquired in September 2002 by Clean Harbors, Inc. • As a result of the State's latest solid waste ban, the Town continued the collection of Cathode Ray Tubes containing televisions and computer monitors. Lexington residents disposed of 1,527 CRT units and an additional 1,161 small electronics. A total of 82,332 pounds of CRTs and electronics (nearly 42 tons) were collected at three special collections during FY2002. • Lexington's recycling program continued to qualify for the advanced program category in the State's Municipal Recycling Incentive Program (MRIP) and received a Phase I payment of $30,500. • In FY2002 the composting operation generated $69,930 in revenue, which was deposited to the General Fund. BUDGET ISSUES: • The FY2004 cost of the third year of the amended contract with Waste Management, Inc. will be $644,760. • The Revolving Fund for the purchase and sale of biodegradable bags recorded $10,040 in revenue and no cost in FY02. • Wages for a full -time composting employee is in this budget. • A budget cut of $7,400 for overtime for staffing at the Compost Facility, the MHHP Facility and CRT collection events will mean weekend hours of operation will be reduced at the Compost Facility. STAFFING: 1 Solid Waste /Recycling Coordinator (funded through State DEP Grant) 1 Heavy Equipment Operator FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $62,158 $66,420 $67,766 $60,366 $30,366 Benefits Expenses 0 512,786 0 645,295 0 701,510 0 651,950 0 688,710 Town Funded Expenses $574,944 $711,715 $769,276 $712,316 $719,076 General Fund $528,255 $711,715 $769,276 $712,316 $719,076 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $528,255 $711,715 $769,276 $712,316 $719,076 VIII -30 Subprogram: Waste Management Element: 3430 Refuse Disposal Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: Lexington is one of 23 communities that comprise the North East Solid Waste Committee ( NESWC). FY2004 is the 19' year of a 20 -year contract with the refuse -to- energy incinerator in North Andover, operated by Wheelabrator North Andover, Inc. This contract will end in September 2005. Like all NESWC members, the Town is obligated to deliver guaranteed annual tonnage (GAT). The incinerator charges a tipping fee per ton for every ton the Town delivers. The tipping fee is reviewed and/or adjusted annually by the NESWC Board of Directors. The Director of Public Works is the Town's representative on the NESWC Board of Directors. Through the recycling and conservation efforts of residents, the Town continues to save a considerable amount of money in reduced tipping fees while contributing to the conservation of natural resources and the preservation of the environment. HIGHLIGHTS: • In FY2002, the Town was responsible for delivering 11,396 tons of refuse under the Guaranteed Annual Tonnage clause of the NESWC agreement. The Town actually delivered only 8,083 tons from Lexington residents. • The Town brokered the 3,113 tons of unused capacity at a rate of $75 per ton to several communities in FY2002. • For FY2003, the cost of disposal in the MRI incinerator (tipping fee) was $142.50 per ton. BUDGET ISSUES: • The FY2004 tipping fee is $140.00 per ton while the GAT remains at 11,396. • Staff will continue to explore opportunities to sell approximately 1,500 — 2,000 tons of Lexington's excess capacity at the Wheelabrator facility in FY2004. • The budget anticipates $230,500 from a state grant to be deposited in the Town's Tip Fee Stabilization Fund. • The Director continues to work with the other NESWC communities to finalize the options for disposal of Lexington's trash subsequent to the end of the NESWC contract in 2005. STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 805,040 1,295,607 1,823,360 1,478,360 1,250,440 Town Funded Expenses $805,040 $1,295,607 $1,823,360 $1,478,360 $1,250,440 General Fund $1,128,440 $1,295,607 $1,823,360 $1,478,360 $1,250,440 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $1,128,440 $1,295,607 $1,823,360 $1,478,360 $1,250,440 VIII -31 Program: Community Services Subprogram: 3500 Building Maintenance Town of Lexington FY 2004 Program Budget Costs for utilities and the cleaning and maintenance of the following Town -owned buildings and properties are funded through this program: Town Office Building, Cary Memorial Hall, Police Station, Visitors' Center, Public Works Facility, Animal Shelter, Westview Cemetery building, Cary Library buildings and the Senior Center. The Building Maintenance Superintendent supervises custodial services, preventive maintenance and repairs and renovations to these properties. He monitors utility use and expense, and oversees the work of private repair and maintenance contractors. This division also performs maintenance and/or repairs at the Fire Stations, Center Pools and Recreation Facilities when necessary. See Building Maintenance's Mission Statement, Goals and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 Dept FY 2004 FY 2004 subprogram 3500 Expended Appropriated Request Recommended Appropriated 3510 Building Maintenance Program Totals $615,234 $591,314 $796,621 $628,021 $628,021 Compensation $305,849 $316,525 $452,613 $324,613 $324,613 Benefits 0 0 0 0 0 Expenses 309,385 274,789 344,008 303,408 303,408 Town Funded Expenses $615,234 $591,314 $796,621 $628,021 $628,021 General Fund $537,953 $532,183 $734,122 $565,522 $565,522 Enterprise Funds 38,134 59,131 62,499 62,499 62,499 Directed Funding 0 0 0 0 0 Appropriated Resources $576,087 $591,314 $796,621 $628,021 $628,021 VIII -33 3500 Building Maintenance Division - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The Building Maintenance Division is dedicated to proactively maintain safe, clean, healthy and energy- efficient municipal facilities for the public and Town employees while respecting the historic integrity of the Town of Lexington. OBJECTIVES Develop a comprehensive work order system. Continue to improve the quality and efficiency of custodial services to internal and external customers. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Total number of production hours Workload - 13,690 11,300 11,300 Number of routine requests received Workload - 750 750 750 Average time to complete a routine request Efficiency - 2 -3 days 2 -3 days 2 -3 days Percentage of time spent on Outcome - Custodial - 68% 70% 70% Preventative Maintenance - 1% 20% 15% Repairs - 23% 5% 10% Special Requests - 8% 5% 5% Percentage of routine requests completed in 2 -3 days Outcome - 75% 75% 75% OBJECTIVE 1 Monitor all Town buildings for energy consumption based on a utility category /type to formulate a 3 year moving average. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Total number of buildings Workload 12 12 12 Oil, electricity, gas, water usage Efficiency Percentage of buildings where baseline has been Outcome Data collection system is being established developed. FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year VIII -34 Subprogram: Building Maintenance Element: 3510 Building Maintenance Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Building Maintenance Division provides custodial services, preventive maintenance, and repairs or renovations of Town buildings, including the Town Office Building, Cary Memorial Hall, the Police Station, Visitors' Center, Public Works Operations Facility, Animal Shelter and the Westview Cemetery building. This amounts to over 200,000 square feet of floor space. In 1998 custodial services for the Council on Aging and Cary Library buildings were added to this element. This budget includes all utility costs, routine maintenance and emergency repair contracts for all mechanical and office equipment, repair or replacement of office furniture and one -time infrastructure repairs. The superintendent addresses all building maintenance needs, oversees the work of contractors on projects or repairs requiring technical and/or professional assistance, and supervises Public Works employees who perform winter carpentry or renovations projects. Custodians sweep, mop, clean floors and carpeting, dust and clean surfaces, clean restrooms, collect and dispose of refuse, and perform other tasks as requested. Staff members prepare Town buildings for public meetings, arrange chairs and tables, and provide audiovisual equipment and set up. They maintain the exterior walkways including leaf pick up, snow removal and sanding. HIGHLIGHTS: • Installed a new front door at Town Office Building to replace old rotted door. • Repainted Exterior of Visitors Center along with interior painting of the bathrooms and main ceiling. • Oversaw installation of new locks in Town Office Building to make hardware A.D.A. compliant. • Oversaw the removal and installation of oil tanks at the D.P.W. Barn. • Installed a Card Access system in the Town Office Building for security purposes. • Put into place a work order system to manage and make the department a more efficient and effective operation. • Created a new building maintenance technician position, which allowed for quicker response and repairs to maintenance problems in the town owned buildings. • Collaborated with the Schools to design and create a new Facilities Maintenance Work Order system, including preventative maintenance for mechanical assets. It will be implemented and operational in FY2003. BUDGET ISSUES: This budget reflects an increase of $20,300 for the anticipated rise inutility costs at the new Cary Library. However, even with the increase, the utility budget is still under funded as utility rates and usage continue to rise. Staff will continue to pursue their goal of developing approaches to manage energy consumption for maximum efficiency through potential modifications of existing infrastructure. A request of $125,000 to fund three new custodial positions and one building maintenance technician was not approved in this budget. Therefore, it is unlikely that the building maintenance department will be able to clean and maintain the town buildings, including the increased square footage of the new library, to the satisfaction of the department, staff, or public. Services affected include, but are not limited to, general cleaning of the facilities and maintenance of the HVAC systems. A budget cut of $16,100 will no longer allow the custodians to clean the Visitors' Center on weekends or to fund the Chamber of Commerce's utilities or supplies. An additional budget cut of $7,200 will affect the ability to purchase custodial supplies for the remaining buildings. STAFFING: 1 Building Maintenance Superintendent 6 Custodians 1 Working Foreman 1 Custodian (PT) 1 Building Maintenance Technician FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $305,849 $316,525 $452,613 $324,613 $324,613 Benefits 0 0 0 0 0 Expenses 309,385 274,789 344,008 303,408 303,408 Town Funded Expenses $615,234 $591,314 $796,621 $628,021 $628,021 General Fund $537,953 $532,183 $734,122 $565,522 $565,522 Enterprise Funds 38,134 59,131 62,499 62,499 62,499 Directed Funding 0 0 0 0 0 Appropriated Resources $576,087 $591,314 $796,621 $628,021 $628,021 VIII -35 Program: Community Services Subprogram: 3600 Transportation Town of Lexington FY 2004 Program Budget The Transportation Services Office oversees contracts and manages day -to -day operations for the Town's public transportation services, specifically the fixed -route mini -bus system, LEXPRESS. It also provides transportation information and schedules to the public. It works closely with the Transportation Advisory Committee which recommends transportation policies to the Board of Selectmen, the Planning Board, and the Town Manager. See the Transportation Mission Statement Goals, and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 subprogram 3600 Expended Appropriated Dept Request Recommended Appropriated 3610 LEXPRESS Rd(. mz )a nay vzao ann vzao ann mn 3620 Chair Car Program Totals $16,463 $18,523 $19,490 $19,490 $0 Compensation $64,706 $64,261 $67,745 $67,745 $0 Benefits 0 0 0 0 0 Expenses 247,603 279,308 301,245 301,245 0 Town Funded Expenses $312,309 $343,569 $368,990 $368,990 $0 General Fund $226,038 $264,376 $289,797 $289,797 $0 Enterprise Funds 0 0 0 0 0 Directed Funding 80,000 79,193 79,193 79,193 0 Appropriated Resources $306,038 $343,569 $368,990 $368,990 $0 VIII -37 Subprogram: Transportation Element: 3610 LEXPRESS Town of Lexington FY 2004 Pi DESCRIPTION OF SERVICES: Through a competitive bidding process, the Town contracts with a private carrier for service on the four -route mini -bus system. The wheelchair lift- equipped LEXPRESS vehicles connect Lexington neighborhoods with the Senior Center, senior housing, libraries, schools, recreation centers, shopping areas and META stops. LEXPRESS also connects with Burlington B -Line and Lowell Regional Transit. New fares for LEXPRESS rides are $1.50 for General (age 6 to 64), $.75 for Seniors and individuals with special needs, and $.25 for Children under six. LEXPRESS passes are available at the Transportation Services Office in Town Hall. Discounted books of tickets are sold at Town Hall and the Lexington High School office. HIGHLIGHTS: • In FY2002, LEXPRESS provided 78,071 passenger rides, an increase of 4% from last year. Rider distribution was 60% Students, 21% Adults and 18% Seniors. • Fare box, tickets and pass revenue was $72,048, up 1 % from the previous year. The increase was primarily due to a 4% rise in LEXPRESS pass sales. • In FY2002 the contractor, M & L Transit Systems, Inc., completed its third year under a three -year contract with little downtime. BUDGET ISSUES: • The FY2004 budget for LEXPRESS service was eliminated as a result of the June override vote. • The July 30 Special Town Meeting appropriated $116,000 to reinstitute some LEXPRESS service through funding from current and anticipated Transportation Demand Management revenue, projected fare and pass revenue, and the META grant of $80,000. • Through the efforts of the Transportation Advisory Committee and interested residents, donations were solicited and received to fund a 4 -route LEXPRESS system from September 2003 through June 2004. The Board of Selectmen approved this concept along with a fare increase. • No taxpayer funds are being used in FY2004 to operate this service. • M & L Transit Systems, Inc. which holds the contract for service will be in the second year of a five -year contract. STAFFING: 1 Transportation Coordinator FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $55,975 $54,622 $57,583 $57,583 $0 Benefits 0 0 0 0 0 Expenses 239,871 270,424 291,917 291,917 0 Town Funded Expenses $295,846 $325,046 $349,500 $349,500 $0 General Fund $209,374 $245,853 $270,307 $270,307 $0 Enterprise Funds 0 0 0 0 0 Directed Funding 80,000 79,193 79,193 79,193 0 Appropriated Resources $289,374 $325,046 $349,500 $349,500 $0 VIII -39 Element: 3620 Chair Car Subprogram: Transportation Town of Lexington FY 2004 DESCRIPTION OF SERVICES: Lexington contracted through a competitive bidding process for a Chair Car Service for frail older adults unable to use public transportation and for persons with special needs requiring door -to -door service. Citizens who were unable to use LEXPRESS could call ahead to reserve a lift- equipped van, which provides door -to -door transportation service. The fare was $1.00 per ride within Lexington and $1.50 per ride to adjacent towns. Riders used the Chair Car Service for medical appointments, nutritional/shopping, and activities of daily living. The Transportation Services Office provided management, registration, and contract oversight of the Lexington Chair Car Service. HIGHLIGHTS: • During FY2002, the Chair Car Service transported Lexington residents on 382 trips. Trips were provided for medical appointments, nutritional/shopping and activities of daily living. • SCM Community Transportation, the non - profit service provider, completed the third year of a five -year contract in FY2002. BUDGET ISSUES: • Chair Car service was eliminated in the FY2004 budget. STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $8,731 $9,639 $10,162 $10,162 $0 Benefits 0 0 0 0 0 Expenses 7,732 8,884 9,328 9,328 0 Town Funded Expenses $16,463 $18,523 $19,490 $19,490 $0 General Fund $16,664 $18,523 $19,490 $19,490 $0 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $16,664 $18,523 $19,490 $19,490 $0 VIII -40 Program: Community Services Subprogram: 3700 Water Enterprise Town of Lexington FY 2004 Program Budget The Water Division maintains and repairs the entire water system comprised of 154 miles of pipe, 1500 fire hydrants, and two water towers used to store 3.24 million gallons. The Superintendent of Water and Sewer oversees the provision of quality water and sewer service and repair of water and sewer equipment. Water Division staff read approximately 12,000 water meters twice a year, and test the water weekly from nine designated spots for coliform bacteria, in compliance with the strict Drinking Water Regulations of Massachusetts. The system has been operated as an enterprise fund since 1988, which means that fees charged to customers are calculated to cover all operating and capital expenses. These expenses include the purchase cost of water, the operating expenses of the Water Division, and depreciation of the fixed assets of the Town's water system. In FY02, approximately 50% of the Water Enterprise funds were used to purchase water from the Massachusetts Water Resource Authority (MWRA). The Water Enterprise subprogram includes expenses for operating the Water Division and for purchasing water from the MWRA. The percent distribution of the FY01 Water Enterprise expenditures was as follows: MWRA 50% Indirect Expenses 17% PILOT 9% Personal Services 9% Debt 2% Depreciation 8% Operating Expenses 5% See the Water and Sewer Mission Statement, Goals and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 3700 Expended Appropriated Dept Request Recommended Appropriated 3710 Water Operating Expenses 3720 Water Regional Charges Program Totals $1,817,231 $1,817,181 $1,937,920 $1,937,920 $1,937,920 $2,578,795 $3,094,554 $3,300,617 $3,500,000 $3,500,000 Compensation $512,479 $535,250 $551,125 $551,125 $551,125 Benefits 0 0 0 0 0 Expenses 3,883,547 4,376,485 4,687,412 4,886,795 4,886,795 Town Funded Expenses $4,396,026 $4,911,735 $5,238,537 $5,437,920 $5,437,920 General Fund $0 $0 $0 $0 $0 Enterprise Funds 5,032,956 4,911,735 5,238,537 5,437,920 5,437,920 Directed Funding 0 0 0 0 0 Appropriated Resources $5,032,956 $4,911,735 $5,238,537 $5,437,920 $5,437,920 VIII -41 3700/3800 Water /Sewer Enterprise - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The Water /Sewer Division strives to enhance the quality of life in Lexington by providing quality drinking water, by ensuring the proper and safe discharge of our wastewater and by maintaining our commitment to improving the infrastructure. We support other Town departments and serve the needs of our customers in a friendly, respectful and professional manner. OAL: Create a professional development program that will assist employees in reaching their potential and becoming certified drinking water operators. OBJECTIVES Provide the opportunity for employees to attend safety training, education and water operations courses annually. Attend confined space entry training biannually. OAL: Improve public awareness of the activities of the Water /Sewer Division. OBJECTIVES Submit articles to the local newspaper and cable television. Insert informational materials with water bills to better inform our customers. OAL: Continue to provide quality water and promote conservation and accountability. OBJECTIVE Conduct annual water system flushing program consisting of half the Town's total number of hydrants. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Total number of hydrants Workload 1500 1500 1500 1500 Number of hydrants flushed Workload 750 0 750 750 Number of hydrants that are accessible Efficiency 750 750 750 750 Percentage of water systems flushed Outcome 100% 0%(-) 60% 100% Maintain an inclining rate system that encourages water conservation. OAL: Continue with implementing preventative maintenance programs to maintain customer service OBJECTIVE 1 Continue with flushing 100% of trouble spots in the sewer system. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of sewer main lines flushed in feet Workload 179,000 144,680 225,000 225,000 Number of blockages per year Workload 12 31 18 12 Percentage of trouble spots flushed Outcome 100% 72%(-) 100% 100% FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming yea VIII -42 Subprogram: Water Enterprise Element: 3710 Water Operating Expenses Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: Lexington's water system includes the gates, hydrants, water mains, water service lines to commercial and residential structures, and meters. Calculation of water rates includes an annual depreciation amount based on an estimated useful life of 75 years. Division staff is responsible for repairing curb and water control boxes, installing water meters, taking water samples, performing hydrant maintenance, maintaining and updating water gate location records, responding to all service calls, and investigating water bill complaints. The Water Division has a four -block inclining rate structure to encourage water conservation. As a customer uses more water, the water rate increases. Customers are billed twice per year based on water consumption from which a sewer charge is determined. Water Division staff continues to give high priority to the leak detection program by investigating reported water leaks and repairing them as soon as possible. A leak detection inspection of the entire water system was conducted last year with encouraging results. Only 22 leaks were detected and repaired, which is 1 leak per 7 miles of water main, high above what is generally expected of 1 leak per 1 mile of main. The Division also displays water conservation materials during Discovery Day and again during Water Conservation Week. Pamphlets relating to water conservation are available at the Tax Collector's Office in Town Hall and the Public Works Operations Facility at 201 Bedford Street. HIGHLIGHTS: • In FY2002, division staff repaired 16 water main breaks, 3 residential water service leaks and 65 hydrants, 289 hydrants painted, 2 hydrants removed and 4 hydrants replaced. • A separate outdoor water metering system for residential and commercial users has been available since 1995. A total of 2,040 meters have been installed so far including 130 that were installed in FY2002. • In FY02, the average annual residential water bill was approximately $273.30 or 75 cents per day. • Due to the rehabilitation of the water storage tanks that are now completed and regional drought conditions, flushing was postponed until the Fall of 2002 and Spring of 2003. • Division staff attended training seminars on cross connection control, MWRA procedures for drinking water sampling, hydrant maintenance and courses relating to the State Certification Exams. Four employees are State Certified Drinking Water Facility Operators; three are a grade 3, and one is a grade 1. Three employees are State Certified Backflow Testers and four are Cross Connection Surveyors. • A decision to install the new automatic water meters in -house has saved the ratepayers approximately $67,174.94, accounting for inflation, between April 1998 and December 2001. A total of 5,818 meters were installed during that period. • A low- income discount for customers approved by the Board of Selectmen in January 1999 has been implemented. BUDGET ISSUES: • The salary of the Superintendent is paid one -half each from the Water and the Sewer Operating budgets. • A $500,000 Payment -In- Lieu -of Taxes (PILOT) is included in the expense budget for this element and is raised within the rates. STAFFING 1 Superintendent of Water and Sewer (% time) 2 Heavy Equipment Operators 2 Crew Chiefs 2 Laborers Truck Drivers 1 Grader - Shovel Operator 2 Meter Readers/Laborers 1 Cross Connection Inspector FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $512,479 $535,250 $551,125 $551,125 $551,125 Benefits 0 0 0 0 0 Expenses 1,304,752 1,281,931 1,386,795 1,386,795 1,386,795 Town Funded Expenses $1,817,231 $1,817,181 $1,937,920 $1,937,920 $1,937,920 General Fund $0 $0 $0 $0 $0 Enterprise Funds 1,797,677 1,817,181 1,937,920 1,937,920 1,937,920 Directed Funding 0 0 0 0 0 Appropriated Resources $1,797,677 $1,817,181 $1,937,920 $1,937,920 $1,937,920 VIII -43 Subprogram: Water Enterprise Element: 3720 Water Regional Charges Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: Lexington, along with 60 other Massachusetts communities, belongs to the Massachusetts Water Resource Authority (MAVRA). The MWRA manages the system of reservoirs, aqueducts, and pipes extending from the Quabbin Reservoir eastward to Boston. Lexington purchases approximately two billion gallons of water from the MWRA each year. The Town provides this water to the approximately 99.8% of Lexington residences and businesses who use Town water, as well as to the Town of Bedford, the Veterans' Hospital and Hanscom Air Force Base. The Director of Public Works is the Town's representative on the MWRA Advisory Board, a watchdog group that oversees decisions made by the MWRA to ensure proper management and budget control. The Advisory Board has held its commitment to a cleaner Boston Harbor, and improved water and sewer systems, while fighting for ratepayer equity through increased state and federal involvement. The Advisory Board also functions as a liaison between the communities and the MWRA. The Town continues to work with the other members of the MWRA Advisory Board to review the operational expenses and capital improvement expenses of the MWRA. HIGHLIGHTS: • For FY2003, the MWRA water rate is $1,465.36 per million gallons. STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation Benefits $0 $0 $0 $0 $0 0 0 0 0 0 Expenses 2,578,795 3,094,554 3,300,617 3,500,000 3,500,000 Town Funded Expenses $2,578,795 $3,094,554 $3,300,617 $3,500,000 $3,500,000 General Fund Enterprise Funds Directed Funding Appropriated Resources $0 $0 $0 3,235,279 3,094,554 3,300,617 0 0 0 $3,235,279 $3,094,554 $3,300,617 $0 $0 3,500,000 3,500,000 0 0 $3,500,000 $3,500,000 VIII -44 Program: Community Services Subprogram: 3800 Sewer Enterprise Town of Lexington FY 2003 Program Budget The Sewer Division maintains the entire sewer system and insures the safe and proper discharge of the Town's wastewater. The sewage system has 34 miles of trunk line sewers, 119 miles of street line sewers and 9,524 sewer services. There are nine sewage - pumping stations within the Town. The main pumping station, the North Lexington Pumping Station, is off Bedford Street near Route 128/95. Sewer rates are calculated to recover all costs associated with the disposal of sewage, operating expenses, indirect costs of the Sewer Division, and depreciation of fixed assets. This system has been operated as an enterprise fund since 1988, which means that fees charged to customers are calculated to cover all operating and capital expenses. In FY02, approximately 64% of Sewer Enterprise funds were paid to the Massachusetts Water Resource Authority (MWRA) for sewage disposal. The Sewer Enterprise subprogram includes expenses for operating the Sewer Division, and for paying the MWRA for sewage treatment and disposal. The percent distribution of FY2002 Sewer Enterprise expenditures was as follows: MWRA 64% Debt 15% Depreciation 7% Indirect Expenses 6% PILOT 3% Personal Services 3% Operating Expenses 2% See the Water /Sewer Enterpnse Mission Statement, Goals and Objectives on the next page. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 3800 Expended Appropriated Dept Request Recommended Appropriated 3810 Sewer Operating Expenses $2,705,884 $2,579,772 $2,247,157 $2,247,157 $2,247,157 3820 Sewer Regional Charges $4,607,024 $5,361,317 $5,553,046 $5,800,000 $5,800,000 Program Totals Compensation $266,908 $247,580 $253,999 $253,999 $253,999 Benefits 0 0 0 0 0 Expenses 7,046,000 7,693,509 7,546,204 7,793,158 7,793,158 Town Funded Expenses $7,312,908 $7,941,089 $7,800,203 $8,047,157 $8,047,157 General Fund $0 $0 $0 $0 $0 Enterprise Funds 7,864,345 7,941,089 7,800,203 8,047,157 8,047,157 Directed Funding 0 0 0 0 0 Appropriated Resources $7,864,345 $7,941,089 $7,800,203 $8,047,157 $8,047,157 VIII -45 Subprogram: Sewer Enterprise Element: 3810 Sewer Operating Expenses Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: Town sewers serve 98% of Town residences. The Sewer Division is responsible for two types of pump stations: submersible stations located at Brigham, Worthen, and Constitution Roads, and tube pumping stations located at Hayden Avenue, Concord Avenue, North Street, Potter Pond, and Marshall Road. The Town's new main pumping station, the North Lexington Pump Station located off Bedford Street near Route 1284 -95, became operational in January 1995. Since 1989, extensive pump and control work has been completed on the seven satellite pump stations built between 1966 and 1968. The installation of a new Hayden Avenue Pump Station was completed in March 1996. Replacement of this station incorporated new pumping technology, enhanced operating efficiency and improved safety standards. Customer sewer rates are determined based on water usage over the same period, although alternative billing methods are being explored. Annual depreciation amounts included in the sewer rates are based on an estimated useful life of 50 years for the pumping stations and 75 years for the sewer mains. HIGHLIGHTS: • In 1995, the Board of Selectmen adopted a policy to allow residential and commercial water users the opportunity to install a separate meter for outdoor watering. This policy allows the participants to reduce their sewer bills. As of FY2002, there have been 5,818 of these meters installed. • In FY2002, 25 residences connected to Town sewer service, some as the result of Title V legislation that restricts conditions under which homeowners may continue subsurface disposal of sanitary sewage. • During FY2002, division staff responded to 14 sewer main blockages, 17 residential service blockages, and repaired 6 sewer services and sewer manholes. • During FY2002, division staff used a high - pressure water machine to clean 144,680 feet of sewer mains. • In FY2003, the average annual residential sewer bill is projected to be $768.60, approximately $ 2.11 per day, and as expected, 64% of this bill is attributed to the MWRA assessment • A lifeline or low- income discount for customers was approved by the Board of Selectmen in January 1999 and continues to provide assistance to some residents. BUDGET ISSUES: One -half of the Superintendent's salary is paid from the Sewer Operating, and one -half from the Water Operating budget. A $250,000 Payment -In- Lieu -of Taxes (PILOT) is included in the expense budget for this element and is raised within the rates. STAFFING: Superintendent of Water and Sewer (% time) 2 Heavy Equipment Operators 1 Crew Chief 1 Laborer FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $266,908 $247,580 $253,999 $253,999 $253,999 Benefits 0 0 0 0 0 Expenses 2,438,976 2,332,192 1,993,158 1,993,158 1,993,158 Town Funded Expenses $2,705,884 $2,579,772 $2,247,157 $2,247,157 $2,247,157 General Fund $0 $0 $0 $0 $0 Enterprise Funds 2,740,420 2,579,772 2,247,157 2,247,157 2,247,157 Directed Funding 0 0 0 0 0 Appropriated Resources $2,740,420 $2,579,772 $2,247,157 $2,247,157 $2,247,157 VIII -47 Subprogram: Sewer Enterprise Element: 3820 Sewer Regional Charges Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: Lexington pays the Massachusetts Water Resource Authority (MWRA) to treat and dispose of the Town's sewage. The Superintendent of Water and Sewer is the Town's representative on the MWRA Advisory Board, a watchdog group that oversees decisions made by the MWRA to ensure proper management and budget control. The Advisory Board has held its commitment to a cleaner Boston Harbor, and environmentally sound wastewater treatment, while fighting for ratepayer equity through increased state and federal involvement. The Advisory Board also functions as a liaison between the communities and the MWRA. The Town continues to work with the other members of the MWRA Advisory Board to review the operational expenses and capital improvement expenses of the MWRA. HIGHLIGHTS: • FYI 996 marked the introduction of the new MWRA sewer rate methodology based primarily on wastewater flows and loads, and population. Previous assessments were based on a population and population equivalency methodology. BUDGET ISSUES: • The MWRA is 64% of the Sewer Enterprise Budget. STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 4,607,024 5,361,317 5,553,046 5,800,000 5,800,000 Town Funded Expenses $4,607,024 $5,361,317 $5,553,046 $5,800,000 $5,800,000 General Fund $0 $0 $0 $0 $0 Enterprise Funds 5,123,925 5,361,317 5,553,046 5,800,000 5,800,000 Directed Funding 0 0 0 0 0 Appropriated Resources $5,123,925 $5,361,317 $5,553,046 $5,800,000 $5,800,000 VIII -48 Program: 4000 Public Safety Town of Lexington FY 2004 Program Budget The Public Safety program is composed of the Police Department and Fire Department. Together these departments provide a full range of services to ensure 24 -hour protection of persons and property in Lexington. subprograms within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Program 4000 Expended Appropriated Dept Request Recommended Appropriated 4100 Law Enforcement $4,237,845 $4,256,362 $4,521,240 $4,338,060 $3,721,060 4200 Fire Services Program Totals $3,571,228 $3,836,970 $4,303,427 $4,117,560 $3,545,093 Compensation $7,129,397 $7,201,534 $7,959,401 $7,624,807 $6,465,340 Benefits 0 0 0 0 0 Expenses 679,676 891,798 865,266 830,813 800,813 Town Funded Expenses $7,809,073 $8,093,332 $8,824,667 $8,455,620 $7,266,153 General Fund $7,504,707 $7,984,307 $8,715,642 $8,346,595 $7,266,153 Enterprise Funds 0 0 0 0 0 Directed Funding 111,692 109,025 109,025 109,025 0 Appropriated Resources $7,616,399 $8,093,332 $8,824,667 $8,455,620 $7,266,153 IX -1 Program: Public Safety Subprogram: 4100 Law Enforcement Town of Lexington FY 2004 Program Budget The Police Department staff provides services to protect the people and property in Lexington through the Law Enforcement subprogram. These services include police administration, patrol and enforcement, parking control and meter maintenance, investigation, crime prevention and combined dispatch for the police and fire departments. See the Police Department Mission Statement, Goals and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 4100 Expended Appropriated Dept Request Recommended Appropriated 4110 Police 0 Expenses 387,243 410,572 Program Totals Compensation Administration $980,900 $968,290 $996,240 $979,752 $913,800 4120 Patrol and 0 0 0 Expenses 387,243 410,572 Enforcement $2,332,986 $2,399,949 $2,460,334 $2,297,642 $1,999,594 4130 Parking Meter $3,721,060 General Fund $3,932,884 $4,147,337 $4,412,215 $4,229,035 Maintenance $40,348 $44,350 $53,201 $51,201 $51,201 4140 Investigation/ 111,692 109,025 109,025 109,025 109,025 Appropriated Resources Prevention $485,993 $435,320 $596,162 $596,162 $343,162 4150 Combined Dispatch $397,618 $408,453 $415,303 $413,303 $413,303 Program Totals Compensation $3,850,602 $3,845,790 $4,087,809 $3,922,920 $3,305,920 Benefits 0 0 0 0 0 Expenses 387,243 410,572 433,431 415,140 415,140 Town Funded Expenses $4,237,845 $4,256,362 $4,521,240 $4,338,060 $3,721,060 General Fund $3,932,884 $4,147,337 $4,412,215 $4,229,035 $3,612,035 Enterprise Funds 0 0 0 0 0 Directed Funding 111,692 109,025 109,025 109,025 109,025 Appropriated Resources $4,044,576 $4,256,362 $4,521,240 $4,338,060 $3,721,060 IX -3 4100 Law Enforcement - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The Lexington Police Department is committed to providing quality service, working in partnership with the community to solve problems and promote values, which enhance the quality of life in Lexington. PATROL & ENFORCEMENT Performance Measures Type of Measure FY2001 FY2002 FY2003 FY2004 Number of responses made to crimes Workload 818 890 869 890 Number of individuals processed for criminal activity Workload 1,297 1,350 1,283 1,200 (including warrants) Workload 2,326 1,741 2,079 1,700 • adults Workload 370 332 447 332 • juveniles Workload 65 50 51 50 Cost of patrol and enforcement per capita Efficiency $76.66 $74.82 $68.86 1,100 Ratio of persons charged (or held accountable) Efficiency 103.3 148 134 to all crimes reported Outcome 435/897 346/955( -) 50% 50% ► Maintain regional policing affiliations for training and personnel support. ► Improve traffic services to reduce community complaint, fear and concern about unsafe driving behaviors and practices. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of motor vehicle citations issued • warnings Workload 1,297 1,350 1,283 1,200 • civil infractions Workload 2,326 1,741 2,079 1,700 • criminal complaints Workload 129 109 206 120 • arrests Workload 71 59 62 60 Total number of accident responses Workload 1,003 1,022 1,196 1,100 Number of traffic citations per FTE Efficiency 103.3 148 134 Number of accidents per 1,000 residents • fatal Outcome 0.16 0.03(-) .03(-) 0 • other injuries Outcome 6.19 4.6(-) 4 5 • withoutinjuries Outcome 17.03 14( -) 16.4 16.8 ► Continue affiliation with TSAC. +® ► Enforce the new noise bylaw. ► Regularly survey citizens for quality of life issues. FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. IX -4 OBJECTIVES ► To reduce criminal activity through prevention, problem solving and enforcement initiatives. 4100 Law Enforcement - Mission Statement, Goals & Objectives, Performance Measures COMBINED DISPATCH OBJECTIVES ► To have 100% of 911 calls answered professionally at the dispatch center before transfer to aback up agency. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of 911 calls received Workload 5,077 4,815 4,673 4,800 Number of 911 calls answered per FTE Efficiency 634.6 601 584 600 Number of 911 calls answered before transfer to 100% back-up agency Outcome 100% 99.99 %0 99% 100% ► Maintain a 100% compliance standard with Criminal History System Board Audits for record input, security and maintenance of CHS records. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of records randomly audited for compliance Workload - 23 23 23 Number of CHS operators trained, tested, certified Workload - 54 54 54 Criminal History System Board Audits for compliance Outcome 100% 100%0 100% 100% ► Promote a culture within the dispatch center that mandates that all calls for service will be handled in a professional and courteous manner. • police (with crime) • police (without crime) • fire Percent of survey respondents who agree or strongly agree that calls are handled professionally and nonrtaonsly Workload 818 881 795 881 Workload 11,625 10,396 10,009 10,396 Workload 3,553 3,438 3,545 3,500 Outcome 1999 Survey achieved 96% satisfaction rate. ► Promote an open and accessible relationship with the community. FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. IX -5 4100 Law Enforcement - Mission Statement, Goals & Objectives, Performance Measures INVESTIGATION-PREVENTION Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of NIBRS reported crimes assigned to the bureat Workload 1,891 2,199 2,700 1,125 • felony Workload 154 159 114 75 • misdemeanor Workload 93 104 91 30 Number of investigations per FTE investigator Efficiency $25.32 $25.32 $29.33 • Detectives Efficiency 79.3 91 74 70 • School Resource Officers Efficiency 27 43.5 17 15 • Drug Task Force Detective Efficiency 24 19 7 Percent of assigned crimes cleared Outcome • felony Outcome 44.1 39%(-) 37% 30% • misdemeanor Outcome 49.5 51 %( +) 63% 40% Note: Bureau cuts began in FY03 even before override Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Note: Number of hours spent in the schools Workload 1,891 2,199 2,700 1,125 Number of youth diverted from court Workload 12 10 12 10 Cost of School Resource Officers per student (Suburban Middlesex Task Force). Outcome 90 100(+) • middle school Efficiency $25.32 $25.32 $29.33 • high school Efficiency $22.00 $22.00 $25.27 • Minuteman Techmcal School Efficiency $63.02 $63.02 Percent of School Principals and key staff rating the School Resource Officer Program as beneficial Outcome ► Bureau cuts eliminated services* Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of Drug Task Force Cases investigated Workload 70 73 90 Number of hours spent with Task Force Workload 1,891 2,199 2,199 Number of drug dealers identified and prosecuted (Suburban Middlesex Task Force). Outcome 90 100(+) 93 FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. IX -6 OBJECTIVES Successfullv clear assigned cases through solvability factors. 4100 Law Enforcement - Mission Statement, Goals & Objectives, Performance Measures PARKING METER AND FLEET MAINTENANCE Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of parking tickets issued by Workload 18 20 22 23 Parking Control Officer Workload 5,539 5,107 5,425 5,200 Number of meters maintained Workload - 500 500 500 Cost of Lexington Center meter enforcement Efficiency - $31,532 $31,532 $32,000 Dollar amount of parking meter revenue collected Outcome - $191,554 $186,424 $186,000 Maintain Parking Control Officer Program. To maintain the fleet of vehicles to meet the needs of the department. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of vehicles maintained Workload 18 20 22 23 Number of vehicles: • traded Workload 0 1 2 • transferred to another department Workload 2 2 2 • taken out of service Workload - 0 0 Availability of the fleet (average monthly): • markedvehicles Outcome - 94.6% 95% 95% • unmarkedvehicles Outcome - 98% 98% 98% FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. IX -7 To ensure equitable turnover of parking spaces at meters in the center. Element: 4110 Police Administration Subprogram: Law Enforcement Town of Lexington FY 2004 Pros DESCRIPTION OF SERVICES: The Chief and Captains serve the community and our employees by overseeing administrative and operational functions including, budget, planning and research, training, records, information systems, fleet and equipment, purchasing, union affairs, policy, special events, personnel, traffic office, performance measurement, communications, patrol, investigation, special services and programming. Each of four Lieutenants leads a team consisting of patrol officers, dispatchers and a supervisor, providing 24%7 policing services. An office manager and clerks provide critical support through records management, accounting and statistical reports, payroll, public information, billing, scheduling and database applications. A mechanic is responsible for the transportation and fleet needs of the department including purchasing, equipping, maintaining, repairing and replacing vehicles and other specialized equipment. HIGHLIGHTS: • Over ride failure resulted in a difficult challenge of implementing budget cuts that included staff layoffs of valued employees. Administrative staff and others throughout the organization focused on plans, change and impact related to police programs, personnel and unions. • Annual in- service training for our police officers was changed from Reading to a more convenient site at the Waltham Police Department Training Academy. • A noise meter was purchased to assist LPD and the Board of Health when evaluating complaints resulting from the Town's new noise by -law regulations. BUDGET ISSUES: • 5 part-time cadet positions cut (included 2 lay- offs.) These civilian employees were used to mitigate peak workloads as call takers, traffic controllers and as assistants to our clerical staff. • $32,000 State Community Policing (CP) Grant received to fund CP initiatives. • $44,500 State Law Enforcement Safety Equipment Grant received to fund the replacement of 10 portable radios, 1 emergency response vehicle and to purchase 10 respirators. STAFFING: 1 Chief of Police 1 Captain of Operations 1 Captain of Administration 4 Lieutenants 1 Department Clerk I Office Manager/Executive I Department Account Clerk 1 Mechanic FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $912,945 $917,407 $944,789 $928,301 $862,349 Benefits 0 0 0 0 0 Expenses 67,955 50,883 51,451 51,451 51,451 Town Funded Expenses $980,900 $968,290 $996,240 $979,752 $913,800 General Fund $913,136 $943,290 $947,039 $930,551 $864,599 Enterprise Funds 0 0 0 0 0 Directed Funding 25,000 25,000 49,201 49,201 49,201 Appropriated Resources $938,136 $968,290 $996,240 $979,752 $913,800 IX -9 Subprogram: Law Enforcement Element: 4120 Patrol and Enforcement Town of Lexington FY 2004 DESCRIPTION OF SERVICES: The patrol division consists of 30 officers, of whom 24 are patrol officers and 6 are supervisors (Sergeants). They provide a wide variety of front -line services 24/7 that include, intervening in emergencies, promoting traffic safety, suppressing crime and responding to a multitude of service needs within the community. Lexington is 16 square miles with 130+ miles of roadway, two major highways (Rte 2 and Rte 95) and has 30+ thousand residents. The patrol division uses a deployment plan that divides the Town into four sectors and assigns one officer to each. They respond to over 14,000 police /fire /medical calls. Many of the over 150 different classifications of calls require more than one officer, such as car accidents, domestic incidents and arrest situations. HIGHLIGHTS: • Our participation in a regional police resource sharing coalition paid off when up to 100 public safety personnel responded, at no cost, for a massive ground search that located a suicidal man who had been missing for two days. • Officers along with other local, state and federal agencies worked diligently to provide special event public safety services for a 2 'h day Hanscom Airbase open house and air show. • In FY2003, officers responded to 11,023 calls for police service including 799 reported crimes. In addition, 4,177 driving infractions were cited. BUDGET ISSUES: • 9 patrol officers were laid off, 2 officers resigned, 2 full -time officers went to part-time and 4 officers and 1 sergeant were transferred into this program from the detective bureau. • Budget reductions resulted in a cut of the permanent police 24/7 station desk position. This officer provided security, processed arrestees, monitored detainees in the holding cells and received drop -in and telephone incident reports. Other duties included, back -up and resource to the communication center, maintaining and preparing court documents, alarm billing and firearms licensing, and public record administration. These duties will be assumed to the extent possible by dispatchers, managers, clerical and, when staffing allows, patrol officers. • The Lexington Center Officer program was cut. One officer had previously been assigned to foot patrol in the center weekdays and one officer during the evening. Enforcement of by -laws, calls for service, problem solving and traffic control, to the extent possible, will be assumed by officers assigned to the larger sectors, patrolling in vehicles. • Absorbing the fiscal cuts and a tighter budget coupled with fewer officers, resulted in the need to adjust our minimum staffing guidelines from 4 sectors down to 3 sectors. • $14,291 increase request in expenses ($3,187 safety supplies, $540 radio maintenance and $10,564 for vehicles) was not approved. STAFFING: 6 Sergeants 24 Police Officers FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $2,082,396 $2,112,753 $2,158,847 $2,010,446 $1,712,398 Benefits 0 0 0 0 Expenses 250,590 287,196 301,487 287,196 287,196 Town Funded Expenses $2,332,986 $2,399,949 $2,460,334 $2,297,642 $1,999,594 General Fund $2,245,661 $2,360,274 $2,453,711 $2,289,019 $1,990,971 Enterprise Funds 0 0 0 0 0 Directed Funding 39,675 39,675 6,623 8,623 8,623 Appropriated Resources $2,285,336 $2,399,949 $2,460,334 $2,297,642 $1,999,594 IX -10 Subprogram: Law Enforcement Element: 4130 Parking Meter Maintenance Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: A civilian parking control officer ensures that parking spaces are regularly available and roadways are not obstructed, through strict but fair attention to parking issues. This officer educates regular users about alternative parking options, collects meter money, cites violators and inspects and maintains 500 parking meters. HIGHLIGHTS: • During FY2002, meter income totaled $191,554. • A total of 5,107 parking tickets were issued. BUDGET ISSUES: • $6,000 expense approved (through offsetting increased revenues) for replacement of outdated ticket processing software. • $2,000 request for computer hardware not approved. • Funds for this element are derived entirely from parking receipts, not tax levy. STAFFING: 1 Parking Control Officer FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $26,363 $28,350 $29,201 $29,201 $29,201 Benefits 0 0 0 0 0 Expenses 13,985 16,000 24,000 22,000 22,000 Town Funded Expenses $40,348 $44,350 $53,201 $51,201 $51,201 General Fund $0 $0 $0 $0 $0 Enterprise Funds 0 0 0 0 0 Directed Funding 47,017 44,350 53,201 51,201 51,201 Appropriated Resources $47,017 $44,350 $53,201 $51,201 $51,201 IX -11 Subprogram: Law Enforcement Element: 4140 Investigation /Prevention Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: A Lieutenant leads a team of 3 detectives. The Bureau Commander coordinates investigations to identify and prosecute criminals and develop public safety prevention programs. Additional responsibilities include: evidence and property control; firearms licensing; youth diversion program; coordinator /supervisor of Lexington's Domestic Violence Response Team (DVRT), internal investigations, and managing the accreditation process. Two specialized detectives (one assigned days and one in the evening) process crime scenes for forensic evidence and investigate cases involving a variety of serious crimes including, but not limited to, armed robbery, burglary, threats to kill, arson, identify fraud, grand theft and weapons offenses. They are responsible for working closely with State, Federal and regional investigators targeting criminal activity that impacts Lexington. One school resource officer (SRO) is assigned to the Minuteman Regional Vocational School for the 12 -month school year and summer program. This position if fully grant funded through the `04 -`05 school year. HIGHLIGHTS: • 205 crimes investigated, 480 individuals prosecuted and 139 domestic incidents. • Investigated 22 burglaries with 7 persons prosecuted. • Three suspects were arrested in fall '02 after investigators cracked a regional burglary ring that stole $250,000 in computer equipment from local businesses. • Apprehension of a Level 3 (high risk) sex offender after a home invasion and assault on a person. • Assisted regional agencies to identify, locate and arrest a former resident who shot a local woman. • After nearly 50 vending machine larcenies, a suspect was identified and subsequently incarcerated for the offenses. • A career criminal was identified and arrested for a robbery from a local antique store in 2001. • A suspect was identified and arrested after a rash of indecent exposures over a 3 -year period. BUDGET ISSUES: • As the result of budget cuts, 4 detectives and 1 sergeant were transferred back to the patrol division. • $20,000 received for Lexington's Domestic Violence Response Team to support advocate and outreach programs for victims. • $45,000 grant received to fund the new school resource officer (SRO) position assigned to the Minuteman Regional Vocational School. The following programs were either suspended or eliminated: 1) The family services detective who investigated sexual assaults, missing persons and domestic abuse cases. This detective was also project coordinator for the Lexington Domestic Violence Response Team (DVRT), a community -based partnership providing intervention, counseling and support to victims, 2) One Detective assigned to the Suburban Middlesex Drug Task Force to identify and investigate persons distributing drugs within or near our community, and 3) Two school resource officers (SRO) assigned to Lexington Schools, one SRO at the senior high since 1996, another at the middle schools since 1999. STAFFING: 1 Lieutenant Detective 1 School Resource Officer 2 Detectives FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $456,401 $405,402 $566,244 $566,244 $313,244 Benefits 0 0 0 0 0 Expenses 29,592 29,918 29,918 29,918 29,918 Town Funded Expenses $485,993 $435,320 $596,162 $596,162 $343,162 General Fund $396,068 $435,320 $596,162 $596,162 $343,162 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $396,068 $435,320 $596,162 $596,162 $343,162 IX -12 Subprogram: Law Enforcement Element: 4150 Combined Dispatch Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: A communication center under joint authority of the fire and police chiefs is located at the police station. Proficient and responsive civilian dispatchers direct the proper resources in response to over 14,000 medical, fire or police service calls. The center is also a critical information and communication link for police, public works and fire department field units and other regional public safety agencies. HIGHLIGHTS: • A total of 14,715 police, fire and medical calls for service were dispatched for the year. • The Emergency 9 -1 -1 system logged 4,815 calls. BUDGET ISSUES: • Budget cuts resulted in not filling a full -time dispatch position vacated through a retirement • $2,000 was cut from the equipment expenses. STAFFING: 7 full -time Dispatchers FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $372,497 $381,878 $388,728 $388,728 $388,728 Benefits 0 0 0 0 0 Expenses 25,121 26,575 26,575 24,575 24,575 Town Funded Expenses $397,618 $408,453 $415,303 $413,303 $413,303 General Fund $378,019 $408,453 $415,303 $413,303 $413,303 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $378,019 $408,453 $415,303 $413,303 $413,303 IX -13 Program: Public Safety Subprogram: 4200 Fire Services Town of Lexington FY 2004 Program Budget The Fire Department provides fire, ambulance and emergency services to the Lexington community. This includes Fire Prevention, Fire Suppression, Emergency Medical Services, and Administration. The Town has one operational fire station: Fire Headquarters is located at 45 Bedford Street. See the Fire Department Mission Statement Goals and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 subprogram 4200 Expended Appropriated Dept Request Recommended Appropriated 4210 Fire $2,926,381 $3,360,530 $3,191,605 $2,669,635 Administration 4220 Fire Prevention 4230 Fire Suppression 4240 Emergency Medical Services Program Totals $180,407 $200,679 $209,339 $208,743 $158,246 $68,055 $77,000 $81,112 $80,866 $80,866 $2,822,619 $2,926,381 $3,360,530 $3,191,605 $2,669,635 431,835 415,673 385,673 Town Funded Expenses $3,571,228 $500,147 $632,910 $652,446 $636,346 $636,346 Compensation $3,278,795 $3,355,744 $3,871,592 $3,701,887 $3,159,420 Benefits 0 0 0 0 0 Expenses 292,433 481,226 431,835 415,673 385,673 Town Funded Expenses $3,571,228 $3,836,970 $4,303,427 $4,117,560 $3,545,093 General Fund $3,571,823 $3,836,970 $4,303,427 $4,117,560 $3,545,093 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $3,571,823 $3,836,970 $4,303,427 $4,117,560 $3,545,093 IX -15 4200 Fire Services - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The mission of the Lexington Fire Department is to protect the lives and property of the community from emergencies involving fire, medical, hazardous materials and environmental causes. This mission will be achieved through public education, code management, and emergency response. OBJECTIVES 10 Develop a strategic plan for delivery of EMS for the Community. Implement a Paramedic ALS Program. 10 To have at least 98% of EMS service recipients rate the services as good or better. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of Emergency runs Workload 3,674 3,458 3,467 3,500 Number of Emergency Medical Service (EM: Workload 1,981 1,974 2,054 2,262 Percent of Fire Department EMT certified Efficiency 92% 93% 94% 94% Percent of EMS service recipients rating Outcome 88% 96 %( +) 96% 96% services as good or better Outcome 99% 99%(+) 99% 99% 10 Provide timely and effective Fire Suppression. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of structure fires Workload 23 21 23 23 Percent of fire incidents without fire fighter FY2004 injury Outcome 96% 96% 95% 95% 0- Provide fire prevention services through code compliance measures. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of smoke detector inspections Workload 508 493 525 525 All other inspections Workload 147 276 320 320 Percent of quarterly inspections completed on time Outcome 88% 96 %( +) 96% 96% Percent of quarterly inspected properties in compliance initially Outcome 96% 84 %( -) 88% 88% Promote the Fire Department as a source of community service hours and as a learning opportunity ity for those interested. Continue to staff a fire safety booth at the majority of events as a part of the SAFE program. Implement public safety education for all ages, CPR and first aid program; explore grant potential. Continue to develop better ways to administer permitting and inspections. OBJECTIVES Develop apparatus replacement program; explore grants as an additional source of funding for capital needs. 10 Determine current fire alarm system needs. OBJECTIVES 10 Update current operations manual; format to minor emergency management needs. Determine future needs; develop and implement new policies. 10 Monitor and improve customer service delivery. FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. IX -16 Subprogram: Fire Services Element: 4210 Fire Administration Town of Lexington FY 2004 DESCRIPTION OF SERVICES: Fire Administration staff directs Fire Suppression personnel at all major incidents and manages department budgets. The administrative staff participates in union negotiations and administers collective bargaining agreements. The Fire Chief is also responsible for community preparedness in the event of a natural or man -made disaster. The administrative staff supervises training for emergency response, the Fire Prevention and Fire Safety Education programs, and assists the Police Department Administration in the operation of the combined Public Safety Dispatch Center. HIGHLIGHTS: • An aggressive Advanced Life Support Program has been undertaken. Implementation of a start-up ALS Program is planned for early FY 2004. • Progress continues on the building envelope at Fire Headquarters and East Lexington. • An apparatus replacement plan is in place. • The municipal fire alarm system can be cost effectively maintained using existing technology and by increasing user service fees that are consistent with reasonable costs and comparable communities. • Revisions to the operations manual continue and will be a perpetual task as technology and the mission changes. • The Department received a FENIA grant to purchase a wildland -urban interface fire engine to replace the 1965 brush truck and enhance our response capabilities • An evolving partnership to replace an aging radio system infrastructure is imminent • The Department received a State anti terrorism grant that was be used to replace an old Self Contained Breathing Apparatus (SCBA) compressor, and purchase additional SCBA and radios BUDGET ISSUES: • The loss of one (1) Administrative Assistant will impact the ability to conduct administrative duties. • It is important to maintain and fund the apparatus replacement schedule in future years. • Planning for future building needs is another concern. STAFFING: 1 Fire Chief FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $128,243 $132,028 $135,986 $135,986 $95,489 Benefits 0 0 0 0 0 Expenses 52,164 68,651 73,353 72,757 62,757 Town Funded Expenses $180,407 $200,679 $209,339 $208,743 $158,246 General Fund $192,013 $200,679 $209,339 $208,743 $158,246 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $192,013 $200,679 $209,339 $208,743 $158,246 IX -17 Subprogram: Fire Services Element: 4220 Fire Prevention Town of Lexington FY 2004 DESCRIPTION OF SERVICES: The Fire Prevention Bureau staff ensures compliance with the Commonwealth's Code of Massachusetts Regulations (CMR) 527, and Chapter 148 of the Massachusetts General Laws. The staff ensures compliance of new construction with applicable sections of the State Building Code through review of plans for fire protection and detection systems and acceptance testing. The bureau oversees the installation of all oil fired heating appliances, the installation and removal of underground storage tanks and the permitting of all propane and compressed natural gas storage. Fire Prevention staff issues blasting permits and monitors every blast that takes place. The bureau is also proactive in the area of life safety code compliance. Inspections of facilities that are required by code are done routinely each quarter and are not complaint driven. Some of the facilities that are inspected include all public and private schools, licensed day care centers, nursing homes, intermediate care facilities, hotels, motels and theatres. The Fire Prevention staff frequently conducts educational programs in the schools and for corporate and civic groups, to reinforce the fire safety message. The staff also manages day to day, the municipal fire alarm system, and monitors the radio system and dispatch center in conjunction with the Police Department. The Fire Prevention Division oversees the activities of the Fire Investigation Unit. HIGHLIGHTS: • The Fire Prevention Division issues certificates of smoke detector compliance, permits for oil burner installation and/or alteration and underground storage tank removal permits. These issued permits require an on -site inspection by a Department staff person. • Effective utilization of operational personnel to perform permitted inspections. • Organization of the Fire Investigation Unit BUDGET ISSUES: None. STAFFING: 1 Assistant Fire Chief (with assistance from fire suppression personnel as needed) FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $62,373 $68,400 $72,266 $72,266 $72,266 Benefits 0 0 0 0 0 Expenses 5,682 8,600 8,846 8,600 8,600 Town Funded Expenses $68,055 $77,000 $81,112 $80,866 $80,866 General Fund $84,011 $77,000 $81,112 $80,866 $80,866 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $84,011 $77,000 $81,112 $80,866 $80,866 IX -18 Subprogram: Fire Services Element: 4230 Fire Suppression Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Fire Department provides 24 -hour fire protection and emergency services for the community. The staff responds to and aggressively attacks fires to minimize fire spread and reduce further property damage and loss. The Fire Suppression personnel work with the EMTs assigned to the ambulance to extricate victims from motor vehicle accidents and also provide treatment for sick and injured persons as well as help to transfer them to the ambulance. The staff is called upon to deal with a broad range of emergency situations, including fires, hazardous materials incidents and natural disasters. Each duty shift is comprised of people who staff fire engines, an aerial ladder truck, and an ambulance. The firefighters are schooled in handling many types of fires, including structural, flammable liquids and propane and natural gas fires. Personnel receive in -house training on various fire - related subjects and everyone is encouraged to enhance their knowledge by attending advanced level training at state and national training facilities. The suppression staff also performs specific fire inspection duties. HIGHLIGHTS: • The Department responded to 3,467 emergency incidents in FY 2003. There were 23 fires that resulted in losses exceeding 2 million dollars to the structures and their contents. • An on going partnership with the Water Department continues to test hydrant flow for essential water supply for fire suppression. Hydrants were checked for proper marking. The marking assists in locating a hydrant that may be covered with snow. • A protective clothing replacement program is underway. • A quartermaster program is underway to provide NFPA compliant station uniforms to all operational personnel. BUDGET ISSUES: • A $14,100 Program Improvement Request to maintain the municipal fire alarm system is not funded. • Nearly $500,000 in overtime was reduced from the suppression budget, resulting significant shift changes and the closure of the East Lexington Fire Station. STAFFING: 4 Captains 8 Lieutenants 32 Firefighters FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $2,630,197 $2,700,898 $3,123,457 $2,957,252 $2,455,282 Benefits 0 0 0 0 0 Expenses 192,422 225,483 237,073 234,353 214,353 Town Funded Expenses $2,822,619 $2,926,381 $3,360,530 $3,191,605 $2,669,635 General Fund $2,815,133 $2,926,381 $3,360,530 $3,191,605 $2,669,635 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $2,815,133 $2,926,381 $3,360,530 $3,191,605 $2,669,635 IX -19 Subprogram: Fire Services Element: 4240 Emergency Medical Services Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: Providing emergency medical services is a valuable component of the Fire Department mission. The Fire Department delivers emergency medical care to the community, staffing two emergency transport ambulances, having two vehicles enables the department to handle multiple calls within the town as well as to provide back -up service to neighboring communities. All Emergency Medical Technicians that staff the ambulance are certified by the Commonwealth of Massachusetts and must maintain their skills through approved continuing education programs and a bi- annual refresher course. In fiscal year 2003, the department moved toward an Advanced Life Support (ALS- Paramedic) service license. Future hires will be Massachusetts Paramedic Certified. We obtained a paramedic service license in December 2002 and our ALS Program will start in February of 2003. Additional revenue generated by the program will significantly offset the increased costs in the first year. HIGHLIGHTS: • The Emergency Medical response by the Department remains at a high level. The ambulances responded to 2,054 calls for emergency medical assistance and transported 1791 patients. • The training of personnel and equipping our response vehicles with defibrillators has again proven to be valuable. BUDGET ISSUES: • Funding has been included to complete an Advanced Life Support Program in FY 2004. The cost of providing this new program is projected to be offset by the new revenue that will be generated from providing ALS services as well as from modest increases in basic life support fees. STAFFING: 8 Firefighter/Paramedics FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $457,982 $454,418 $539,883 $536,383 $536,383 Benefits 0 0 0 0 0 Expenses 42,165 178,492 112,563 99,963 99,963 Town Funded Expenses $500,147 $632,910 $652,446 $636,346 $636,346 General Fund $480,666 $632,910 $652,446 $636,346 $636,346 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $480,666 $632,910 $652,446 $636,346 $636,346 IX -20 Program: 5000 Culture & Recreation Town of Lexington FY 2004 Program Budget The Culture and Recreation Programs provide library service and recreational activities to Lexington residents. subprograms within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Program 5000 Expended Appropriated Dept Request Recommended Appropriated 5100 Cary Memorial Library $1,617,964 $1,757,651 $1,939,259 $1,757,846 $1,478,184 5200 Recreation $ 1,158,091 $1,244,608 $1,327,272 $1,327,272 $1,327,272 Program Totals Compensation $1,813,367 $1,990,001 $2,140,691 $1,989,968 $1,717,891 Benefits 0 0 0 0 0 Expenses 962,688 1,012,258 1,125,840 1,095,150 1,087,565 Town Funded Expenses $2,776,055 $3,002,259 $3,266,531 $3,085,118 $2,805,456 General Fund $1,602,680 $1,757,651 $1,939,259 $1,757,846 $2,805,456 Enterprise Funds 1,206,130 1,244,608 1,327,272 1,327,272 0 Directed Funding 0 0 0 0 0 Appropriated Resources $2,808,810 $3,002,259 $3,266,531 $3,085,118 $2,805,456 X -1 Program: Culture and Recreation Subprogram: 5100 Cary Memorial Library Town of Lexington FY 2004 Program Budget The Cary Memorial Library and the East Lexington Branch Library provide library services to the Town of Lexington. The governing body of the library is the Board of Library Trustees. The Board is comprised of the "settled ministers ", or principal clergy of each congregation of the Town, Selectmen, and School committee members. The full board numbers 29 members. The Board members elect an Executive Committee of five Trustees: two members of the clergy, two Selectmen, and a member of the School Committee. The Executive Committee is responsible for hiring the Library Director, overseeing library finances and endowment, and they establish library policy. The Committee appoints a citizen's Advisory Committee to assist the Trustees. The Board of Library Trustees budget for FY04 was $162,165. The budget has not been increased in three years. Sources of income for the Trustees budget are fines and fees, and investment income, all of which have declined over the past few years. The Trustees budget is responsible for the purchase of the adult collection, fiction, non - fiction, reference materials, young adult, magazines and newspapers, microfilm /fiche. The Trustees also fund equipment, staff development, supplies and children's programs. The library must meet a number state standards for public libraries established by the Massachusetts Board of Library Commissioners to be certified to receive State Aid. In FY02 the library received $37,082 in State Aid monies that supports library programs. This amount is an $11,781 reduction from the State Aid received in FY01. The Cary Memorial Library continues to operate from its temporary quarters at Cary Hall while the main library is being renovated. The renovation is expected to be completed in 2003. During this time, the majority of the library's adult collection has been put into storage. The total number of items at the main library and East Lexington Branch is 108,820. In addition, the total number of items currently in storage is 99,719. The Library's total collection is 221,649. Total number of items circulated in FY03 by the main library and the Branch was 389,200. The main library is open 64 hours a week, 6 days a week during the winter and 56 hours, five days a week during July & August. Attendance at the main library was 368,596. The total number of residents who have library cards is 19,664. The loss of 14 staff positions and the elimination of 4 vacant positions has curtailed and delayed library services. Library hours have been reduced at the main and branch library. The main library is now closed on Saturdays during the July & August and will not be open on Sundays. Branch hours have gone from 56 hours a week to 25. See the Cary Memorial Library Mission Statement, Goals and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 5100 Expended Appropriated Dept Request Recommended Appropriated 5110 Library General Services $495,369 $607,069 $638,735 $598,735 $504,128 5120 Adult Library $ 717,555 $718,920 $852,443 $745,439 $614,132 5130 Children's Library $319,988 $333,722 $346,304 $329,305 $279,142 5140 Branch Library $85,052 $97,940 $101,777 $84,367 $80,782 Program Totals Compensation $1,366,312 $1,491,257 $1,626,981 $1,476,258 $1,204,181 Benefits 0 0 0 0 0 Expenses 251,652 266,394 312,278 281,588 274,003 Town Funded Expenses $1,617,964 $1,757,651 $1,939,259 $1,757,846 $1,478,184 General Fund $1,602,680 $1,757,651 $1,939,259 $1,757,846 $1,478,184 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $1,602,680 $1,757,651 $1,939,259 $1,757,846 $1,478,184 X -3 5100 Cary Memorial Library - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: OBJECTIVES Provide information and independent learning resources that are technologically advanced. Promote community awareness of library services and resources. Qb Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Production of Cary Lantern quarterly* Workload 2,000 2,000 2,800 2,400 Production of Little Lantern monthly* Workload 0 1,800 6,000 2,400 Write and submit newspaper articles Workload 12 24 36 26 Cost for printing Efficiency $8,000 $8,000 $9,000 $6,000 Increase in publications percentage Outcome - 90% 131% 45% Create and maintain excellent customer service with a well trained and motivated library staff. Serve as a child's door to learning while promoting the enjoyment of reading. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of children's programs offered Workload 167 175 225 225 Cost for programs Workload $2,000 $2,500 $3,000 $3,000 Number of children participating in programs Workload 5,332 5,500 6,000 6,000 Percentage increase in children attending prograrr Outcome - 3% 9% 0% Provide state of the art library facilities through planning and funding. OD Provide effective and efficient procedures to maintain and monitor internal library operations. OBJECTIVES Continue to expand and improve the collections. In addition to maintaining a level of acquisitions for all collections, review and update certain subject areas annually. Increase the acquisition of books on tape and other non -print media to meet public demand. Display and visual presentation of materials that will market collections and improve the circulation of all materials. Maintain, but consistently evaluate and improve, the provision of traditional public library services. FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year X -4 The Cary Memorial Library seeks to provide the Lexington community with materials, resources and services that promote lifelong learning and cultural enrichment. We endeavor to provide collections in a variety of formats to a culturally and educationally diverse population. We are committed to providing a knowledgeable, responsive staff to facilitate the retrieval of information and use of the library's resources. 5100 Cary Memorial Library - Mission Statement, Goals & Objectives, Performance Measures OBJECTIVES Ensure that training needs are fully met and that training is continually improved and expanded. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of training opportunities provided Workload 104 125 156 156 Number of staff attending training sessions Workload 35 35 55 55 Percent of training sessions rated as good or better Outcome 75% 85% 95% 95% Expand orientation programs, technology training and cross - departmental training. Ensure that staffing allocation and patterns are equitable and are sufficient to meet workload demands, the physical size of two facilities and the hours of operation for both libraries. Continue to pursue the professional growth and development of the professional staff and para - professional staff. OBJECTIVES Ensure that the library's network (N4LN) cataloging, circulation and information systems are fast, efficient, accurate and easy to use. Study the use of technology to enhance library access by people with disabilities. Implement systems in the new building. Provide better, faster internet access to all service points. *Decrease in the number of publications is a result of them now being available on -line. FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year X -5 Subprogram: Cary Memorial Library Element: 5110 Library General Services Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Library's General Services is the Administrative Office and the Technical Services Department. The Administrative staff is comprised of the Library Director, Assistant Director, and Office Manager/Executive Secretary. They are not members of the library union. The Library Director is hired by the Board of Library Trustees and is in charge of the day -to- day operations of the library. The Library Director reports monthly to the Trustees. The office administers the town library budget and the Trustees budget. The Assistant Director is responsible for library personnel, collection development for the adult collection, and has taken on the management of the technical services The Technical Services staff is responsible for the acquisition, cataloging, mending, and processing of all library materials for the main library and the branch library. The Technical Services staff works with all of the departments to maintain the collections and they are regularly assigned to public service desks at the main library and the East Lexington Branch. This department lost a FT and a PT position. HIGHLIGHTS • For the 3` year the library was recognized nationally in Hennen's American Public Library Ratings as a Great American Public Library. The library was ranked 6 in the country in the 25,000 - 49,999 population group. • The library staff is in the process of revising the library's strategic plan, collection development plans, and developing a meeting room policy for the new library. • A new evaluation form was approved and implemented for all staff. • The construction and renovation page has provided residents and other interested parties with information about the renovation as it progresses. Information can be found at www.carvlibrary.org BUDGET ISSUES • The FY04 budget will include the operation of the main library in the renovated library. • The loss of the Technical Services Dept. Head position has meant the Assistant Director has added responsibilities for this department. There will be delays in processing and cataloging of library materials. • The loss of the PT Library Technician's position has meant that other staff has assumed the processing of magazines and newspapers. • Reductions in the equipment budget will mean lack of access points to the catalog, databases, Internet at the new library. STAFFING: 1 Library Director 1 Assistant Library Director 1 Office Manager/Executive Secretary 1 Library Associate — Technical Services 2 Library Technicians — Technical Services FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $351,595 $409,352 $393,102 $378,102 $283,495 Benefits 0 0 0 0 0 Expenses 143,774 197,717 245,633 220,633 220,633 Town Funded Expenses $495,369 $607,069 $638,735 $598,735 $504,128 General Fund $621,145 $607,069 $638,735 $598,735 $504,128 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $621,145 $607,069 $638,735 $598,735 $504,128 X -7 Subprogram: Cary Memorial Library Element: 5120 Adult Library Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Adult Services Department is comprised of the circulation, audio - visual, young adult, reference and technology departments. The Adult Services Department maintains a collection of over 143,619 items in various formats, including books, magazines, newspapers, pamphlets, books on tape, CD's, DVD's, microfilm /fiche, and electronic databases. Currently while the main library occupies its temporary quarters in Cary Hall, 99,719 of these are in storage. As a member of the Minuteman Library Network, library users have access to over 5.8 million items located in 36 public and 4 academic libraries and other Massachusetts library networks. PT Library Technicians and all of the library pages positions were eliminated. The Reference Department provides information in all types of formats. The reference staff also trains members of the community in the use of the Minutemen Library Network databases and the Internet. The Reference staff participated in the Lexington Public Schools' orientation program for new schoolteachers. Each of the reference librarians has individual areas of responsibilities: young adult and periodical collection, local history and genealogy, interlibrary loan and government documents, adult programming and outreach, and reference collection development. A FT librarian's positions were eliminated from this department. The Technology Department is responsible for implementing the library's technology plan, purchasing of equipment, installation and maintaining of equipment, staff training on new programs and software, coordinating assistive technology equipment, and planning for the new library. The Technology Department is working with an Assistive Technology consultant to identify equipment for children and adults with disabilities in the new library. The average hits on the library's website per month is 130,886 HIGHLIGHTS • In FY2002 145,937 items were circulated by the Adult Department. The Library provided 6,295 interlibrary loans to other libraries and received 19, 993 items from other libraries. • Reference initiated reference e -mail service, AskUs carylibrary.orQ • A virtual Young Adult Book Club was implemented and supervised by library staff. • A project has begun to digitize and catalog historic Lexington photos. Historic Lexington papers are being scanned. BUDGET ISSUES Due to reductions in the state budget to the MA Board of Library Commissioners budget telecommunication costs a number of regional library services and network costs will become the responsibility of local libraries or they will cease to be offered. Fees for interlibrary loan services are being passed onto member libraries, and databases previously paid for and available throughout the state have been eliminated. The loss of staff at all of the public service desks will impact the delivery of services and other services will be reduced. The loss of the pages has resulted in all staff being responsible for returning material to the shelves. Planned outreach programs, reference, historical and projects have been delayed or eliminated. STAFFING 1 Head of Reference Services 1 Circulation Supervisor 3 Reference Librarians 1 Library Associate — Audiovisual 5 Permanent Part-Time Librarians 5 Library Technicians - Circulation 1 Permanent Part-Time Library Associate 4 Permanent Part-Time Library Technicians 1 Head of Technology 1 Librarian - Technology FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $679,936 $709,165 $843,688 $737,684 $606,377 Benefits 0 0 0 0 0 Expenses 37,619 9,755 8,755 7,755 7,755 Town Funded Expenses $717,555 $718,920 $852,443 $745,439 $614,132 General Fund $610,769 $718,920 $852,443 $745,439 $614,132 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $610,769 $718,920 $852,443 $745,439 $614,132 X -8 Subprogram: Cary Memorial Library Element: 5130 Children's Library Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Children's Library is a vital and active department serving children from birth through age 12. The collection contains 71,906 items; books, audiocassettes, CD -ROMs, videocassettes and magazines. A reference collection and a Parent/Teacher collection are a well -used part of the collection. The major portion of the children's collection was brought to Cary Hall during construction with only duplicate fiction and holiday books, totaling 1,500 items being placed in storage. One FT and one PT Library Technicians positions were eliminated. HIGHLIGHTS • The children's room staff promoted the summer reading program, "Reading Zone" with the Lexington elementary school librarians and spoke to 2,770 children at six elementary schools. • "Reading Zone!" the annual Cary Library/Lexington Public Schools' cooperative Summer Reading List was distributed to every child in the Lexington public elementary and middle schools. A children's room staff member designed the cover. • 1,379 children participated in the summer reading program and read for a total of 31,040 hours. • 7,139 children and parents attended 221 children's programs in FY 2002. These programs were held at the East Lexington Branch Library and the film program was held at Town Hall. • The first annual "Truck Day," was held in July and 270 children and their parents climbed all over a fire truck, an ambulance, a backhoe and a cherry picker. • New books lists include: `Bi- lingual Spanish/English Children's Materials ", "Children's DVD's ", and "Notable Books for Preschoolers, 2001. • A CaryKids Book Club began in the fall for grades 4 -6 at the branch library. • The children's department construction updates appear on the website, www.carvlibrgy.org • The " Little Lantern: the Cary Memorial Library Children's Room Newsletter," is published monthly. BUDGET ISSUES: The children's materials budget has been reduced. Fewer materials will be available to meet the demand or support the schools curriculum. Equipment needs remain critical for this department. Insufficient access to computers is a deterrent to children with research needs and for instruction with library databases. STAFFING $267,198 1 Head of Children's Services 2 Library Technicians 1 Librarian 2 Permanent Part-Time Librarians 1 Library Associate 1 Permanent Part-Time Library Technicians FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $267,198 $291,442 $304,024 $289,305 $243,142 Benefits 0 0 0 0 0 Expenses 52,790 42,280 42,280 40,000 36,000 Town Funded Expenses $319,988 $333,722 $346,304 $329,305 $279,142 General Fund $287,806 $333,722 $346,304 $329,305 $279,142 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $287,806 $333,722 $346,304 $329,305 $279,142 X -9 Subprogram: Cary Memorial Library Element: 5140 Branch Library Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES The East Lexington Branch Library is located at 735 Massachusetts Avenue in the historic "Stone" Building in East Lexington. The branch provides a recreational reading collection of approximately 10,000 items for children and adults. In coordination with the main library, the branch offers children's programs and limited reference services including Internet access. The branch hours have been reduced from 56 hours, 5 days a week to 25 hours a week, four days a week. HIGHLIGHTS • Library staff from the main library continued to cover the additional hours of sery ice at the branch library. • All children's programs were held at the branch along with a book discussion group. • Material is being weeded, re- cataloged, re- labeled, and replaced as needed. BUDGET ISSUES • The East Lexington Branch is one of the town's most historic buildings. It was placed on the National Register of Historic Places in 1976. The community must discuss a capital program to address ADA, structural issues, and mechanical issues that have developed for this valuable asset of the town. • The branch library materials budget has been reduced. The branch library will have to rely on the main library's collection to supplement the branch collection. • Equipment renewal at the branch has been impacted by the budget reductions in the main library's equipment budget. • Reduced staffing levels throughout the organization will mean frequent closing of the branch. STAFFING 1 Full -Time Library Technician 1 Permanent Part-Time Branch Librarian 1 Permanent Part-Time Library Technician FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $67,583 $81,298 $86,167 $71,167 $71,167 Benefits 0 0 0 0 0 Expenses 17,469 16,642 15,610 13,200 9,615 Town Funded Expenses $85,052 $97,940 $101,777 $84,367 $80,782 General Fund $82,960 $97,940 $101,777 $84,367 $80,782 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $82,960 $97,940 $101,777 $84,367 $80,782 X -10 Program: Culture and Recreation Subprogram: 5200 Recreation Town of Lexington FY 2004 Program Budget The Lexington Recreation Department offers a wide variety of leisure and recreational opportunities for individuals of all ages and abilities. Recreation Program Areas include: Summer Camp, Preschool Camp, Sports Clinics, Tennis, Aquatics, Skiing, Adult Programs, Youth Programs, Preschool Programs, Senior Programs, Youth Leagues, Adult Leagues, and Drop -in Gym. Recreation programs have operated as an Enterprise Fund since 1991; recreation programs are self - supported by setting user fees to cover all expenses. The Recreation Director, through the Recreation Committee, sets fees with the approval of the Board of Selectmen. The Recreation operating budget supports staff who manage and deliver recreation programs along with the supplies needed to operate those programs. Surplus revenue generated through the Recreation Enterprise (Recreation and Pine Meadows Golf Club) helps fund Capital Improvement Projects and financially supports some services provided to Recreation by the Department of Public Works, Parks Division. In 1997, the fiscal policies regarding the Recreation Enterprise Fund were reviewed and evaluated. An in lieu of tax payment and a large indirect appropriation to support Public Works were compromising the financial integrity of the Recreation Enterprise Fund. Unless a policy change was made, the Fund would show a deficit. As a result, the Board of Selectmen proposed, and Town Meeting approved, the elimination of the in lieu of tax payment that was charged against the Recreation Enterprise Fund. In addition, the indirect appropriations that supported the field maintenance efforts of Public Works were reduced and the Recreation Enterprise Fund capital investment was limited to those facilities that support revenue producing programs. All other Recreation related capital investments would compete for tax levy funding. Recreation staff plan, schedule and coordinate recreation activities and special events using facilities such as Schools, Playgrounds, Tennis and Basketball Courts, Playing Fields, the Pool Complex, the Old Reservoir, Pine Meadows Golf Club, the Jack Eddison Memorial Bikeway, Teresa & Roberta Lee Fitness - Nature Path and other Hiking/Nature Trails. Program descriptions and registration information are mailed to all residents seasonally. See the Recreation Department Mission Statement, Goals and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 5200 Expended Appropriated Dept Request Recommended Appropriated 5210 Recreation Activities 5220 Pine Meadows Golf Course $703,097 $758,958 $831,549 $831,549 $831,549 $454,994 $485,650 $495,723 $495,723 $495,723 Program Totals Compensation $447,055 $498,744 $513,710 $513,710 $513,710 Benefits 0 0 0 0 0 Expenses 711,036 745,864 813,562 813,562 813,562 Town Funded Expenses $1,158,091 $1,244,608 $1,327,272 $1,327,272 $1,327,272 General Fund $0 $0 $0 $0 $0 Enterprise Funds 1,206,130 1,244,608 1,327,272 1,327,272 1,327,272 Directed Funding 0 0 0 0 0 Appropriated Resources $1,206,130 $1,244,608 $1,327,272 $1,327,272 $1,327,272 X -11 5200 Recreation - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: Lexington Recreation strives to provide affordable, quality recreation programs meeting the needs of the community. We are committed to providing quality recreational services that are educational, fun and rewarding. The Recreation Department promotes participation by all Lexington citizens in diverse, interesting and high quality recreational and leisure opportunities in safe, accessible and well - maintained Park and Recreation facilities. OBJECTIVES 10 Use'state -of -the -art' technology for program planning and to track revenue and expenses. Educate everyone we work with and do business with that we operate as an enterprise. 10 Explore means for controlling costs and expanding sources of revenue. 10 Develop strategic capital improvement plan. Increase the number of volunteer hours used to support the recreation programs. '® 10 To have 100% cost recovery for all of the recreational programs provided. +® Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of volunteers Workload 330 341 311 320 Number of volunteer hours Workload 6,384 5,197 5,518 5,675 Number of recreation programs Workload 267 312 356 356 Number of recreation participants Workload 116,053 124,14 113,497 120,000 Average cost per recreation participant served Efficiency $6.58 $5.92 $6.57 $6.78 Percent of programs with full recovery cost Outcome 100% 100% 100% 100% OBJECTIVE Improve recruitment and retention of instructors and seasonal employees. 10 Develop a plan to support expanded collaboration with other Town departments. 0- Plan and develop a recreation community center. Provide necessary resources to achieve this goal (supplies, equipment, space). 10 Enhance the orientation and training programs for all Recreation employees. 0- Supervise and coach seasonal employees. Provide for continual enhancement and updating of program services. 10 To have 95% of registered recreation participants rate the quality of recreation programs as good or better. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of Golf and Recreation participants Workload 160,146 170,324 152,392 160,000 Percent of Recreation participants rating the programs Outcome 90% 92.8%(+) 97.6 %( +) 98% as good or better 10 To have at least 95% of the programs offered have sufficient registration to be provided. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Total number of Recreation programs offered Workload 267 312 356 350 Total number of Recreation programs provided Workload 259 298 349 343 Percent of offered programs provided Outcome 97% 95% ( -) 98 %( +) 98% FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. X -12 5200 Recreation - Mission Statement, Goals & Objectives, Performance Measures OBJECTIVE 0- Develop 'Resource Guide" with information about resources at each park. Provide accessable recreation facilities. (31) 0- Perform formal safely checks at each location on a monthly basis and informally on a weekly basis. 10 Continue to update and implement the capital improvement plan. Meet with the Superintendent of Public Grounds weekly to review Park and Recreation facilities. 10 Provide adequate outdoor recreation faciliti es. QD 'erformauce Measure Measure FY2001 FY2002 FY2003 FY2004 minber of Aquatics hours of operations Workload 1,605 1,519 1,545 1,550 'ercent satisfaction with Aquatics facilities Outcome survey data being collected 43,600 10 To have 95% rate field and tennis scheduling and support as good or better. 'erformauce Measure Measure FY2001 FY2002 FY2003 FY2004 dumber of permitted hours of tennis use Workload 11,081 7,734 12,202 12,250 'ercent satisfaction with field and tennis permit Outcome 100% 95% ( -) 95% 100% upport 10 To have 90% rate field size and conditions as good or better. 'erformauce Measure Measure FY2001 FY2002 FY2003 FY2004 dumber of permitted hours on athletic fields Workload 42,300 42,200 42,406 43,600 'ercent satisfaction with field size and conditions Outcome 63% 66%(+) 67 %( +) 75% 0- To have 95% of golfers rate Pine Meadows Course as good or better. 'erformauce Measure Measure FY2001 FY2002 FY2003 FY2004 dumber of golf rounds played Workload 44,093 46,183 38,895 40,000 'ercent of golfers at Pine Meadows rating the course Outcome - 100% 100% a good or better FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. X -13 Subprogram: Recreation Element: 5210 Recreation Activities Town of Lexington FY 2004 DESCRIPTION OF SERVICES: Recreation offers a wide variety of recreational and leisure opportunities for individuals of all ages and abilities. More than 113,400 people participated in recreation programs in FY 2003. The Department has responded to the demand for youth activities during the school year by offering additional programs. A sample of recreation programs includes: Preschool - Sports & Games, Arts & Crafts and Summer Camps, Youth/Teen- Karate, Soccer, Chess, Fishing, Junior Golf League, Theater, after School Sports & Games, Skiing & Snowboarding, Summer Camps & Sports Clinics, Tennis Lessons, Red Cross Swim Lessons, Golf Lessons, Adult- Karate, Ballroom Dance, Indoor Soccer, Basketball and Volleyball, Golf, Aerobics, Tennis Lessons, Basketball & Softball Leagues, Cross Country and Downhill Skiing, Yoga & Tai Chi Classes. The athletic playing fields have been in greater demand due to an increase in youth and adult leagues, which include: Soccer, Lacrosse, Baseball, Softball, Volleyball, Flag Football and Ultimate Frisbee. We currently have more demand than available space. HIGHLIGHTS: • Lexington Recreation is certified as a National Youth Sports Coaches Association Certification facility. • 102,553 individuals participated in the summer aquatics program. • The Recreation Scholarship Program provided financial assistance to 20 families. • The Recreation Youth Basketball League & Clinic enrolled 382 children in grades 2 -6. • The Recreation Fall Soccer program enrolled 942 children in grades K -4. • The Recreation Junior Golf League continues to be successful. • The "Learn to Fish" program continues to be successful in partnership with the State Division of Wildlife • Ski & Snowboarding program continues to be successful with 348 participants. • The Recreation Department had over 311 volunteers last year. A tot lot for ages 2 -5 was built at the Justin Street Playground through capital appropriation. The secondary school athletic facility improvement is project 95% complete. More than 50 different organizations (including the schools) requested season field permits for their teams, with over 42,400 reservation hours. BUDGET ISSUES: • Loss of program space continues to be an obstacle/barrier to providing services. • Reduction in school custodial coverage will impact after school and evening recreation programming. • Loss of athletic fields with the renovations /elementary school construction. • Loss of the athletic field - lining program will impact field permitting process, youth, and adult league and clinic fees. • Governmental Accounting Standard Board Statement 34, GASB 34, is requiring the Recreation Enterprise Fund to show depreciation for fixed assets. This expense will show in the FY04 operating budget. STAFFING: $447,055 1 Recreation Director 1 Municipal Clerk 1 Assistant Director 1 Administrative Assistant 200 ( + / -) part -time seasonal employees 1 Recreation Supervisor FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $447,055 $498,744 $513,710 $513,710 $513,710 Benefits 0 0 0 0 0 Expenses 256,042 260,214 317,839 317,839 317,839 Town Funded Expenses $703,097 $758,958 $831,549 $831,549 $831,549 General Fund $0 $0 $0 $0 $0 Enterprise Funds 735,480 758,958 831,549 831,549 831,549 Directed Funding 0 0 0 0 0 Appropriated Resources $735,480 $758,958 $831,549 $831,549 $831,549 X -15 Subprogram: Recreation Element: 5220 Pine Meadows Golf Course Town of Lexington FY 2004 DESCRIPTION OF SERVICES: The Town contracts with a professional golf management and maintenance company to oversee the operations at the Pine Meadow Golf Course. The budget and management contract is administered by the Recreation Director. The Recreation Director works in partnership with the Park Superintendent to facilitate day -to -day operations and market the golf course. Both Recreation and Park staff work closely with the Recreation Committee in setting policy and fees, and overseeing the contract. A full -time professional golf superintendent maintains the course and a golf professional provides a full scope of programs, including lessons, youth clinics, golf leagues and a snackbar. HIGHLIGHTS: • New England Golf Corporation is in the second year, of a three -year contract. New England Golf has managed the facility since 1996 and has made significant improvements partnering with the Recreation Department and the Park Division. • The Tree Division staff pruned and removed trees to contribute to shot value, increase light and air circulation to greens and tees, and eliminate hazards. • The driving cages to provide a warm -up /practice area for golfers prior to play are heavily used. • The management company repaired the drainage on the 1 A , 2 "d and 4 fairway. • The Minuteman Science and Technology School Golf Team played 255 rounds of golf. • The Lexington High School Golf Team played 262 rounds of golf at no charge. • The summer Junior Golf League co- sponsored by the Lexington Recreation Department and New England Golf Corporation continues to be successful. • In FY2003, 291 people played in 12 adult golf leagues and 1 Jr. golf leagues. (A -276, Jr -15) • In FY2003, 38,895 rounds of golf were played at Pine Meadows. • 4 new trees were planted by the practice putting green and behind the 2 " green. • Landscape retaining walls were built by the 4 6 and 7 tee boxes. • The sand bunkers received a face -lift. Each bunker received new sand. • The forward tee box was moved and rebuilt on the 4 hole. • The access road was widened and rebuilt. A service bay area was built with a new duel fuel tank. • New safety nets were installed along the 3` 5 and 9 hole. • The parking lot and maintenance construction project approved by Town Meeting is 95% complete. BUDGET ISSUES: • Additional landscaping and tree planting to improve shot selection value will be added, and continued focus and cooperation with the management company to improve course infrastructure and playability will be ongoing. A variety of special projects have been identified, including: cleaning the upper pond. • Extensive cracks in the upper pond - retaining wall have caused the wall to leak water at a rate of 10 gallons per minute. An engineers report confirms that the entire retaining wall needs to be replaced. • The golf course management contract expires on 12/31/04. • Extremely rainy spring & summer resulted in less rounds played and revenue received STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 454,994 485,650 495,723 495,723 495,723 Town Funded Expenses $454,994 $485,650 $495,723 $495,723 $495,723 General Fund $0 $0 $0 $0 $0 Enterprise Funds 470,650 485,650 495,723 495,723 495,723 Directed Funding 0 0 0 0 0 Appropriated Resources $470,650 $485,650 $495,723 $495,723 $495,723 X -16 Program: 6000 Social Services Town of Lexington FY 2004 Program Budget The Social Services Department provides services and support for Lexington's seniors, youth, veterans, disabled, and their families. subprograms within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Program 6000 Expended Appropriated Dept Request Recommended Appropriated 6100 Council on Aging $309,554 $322,935 $328,021 $322,021 $322,021 6200 Social Services $150,003 $141,107 $145,369 $145,369 $48,399 Program Totals Compensation $174,420 $173,185 $181,943 $175,943 $167,899 Benefits 0 0 0 0 0 Expenses 285,137 290,857 291,447 291,447 202,521 Town Funded Expenses $459,557 $464,042 $473,390 $467,390 $370,420 General Fund $460,880 $464,042 $473,390 $467,390 $370,420 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $460,880 $464,042 $473,390 $467,390 $370,420 XI -1 Program: Social Services Subprogram: 6100 Council on Aging Town of Lexington FY 2004 Program Budget The Social Services Department is host to Lexington's to services and program to benefit seniors and their families Activities for citizens 60 years of age and older and the disabled, are found at the Lexington Senior Center, 1475 Massachusetts Avenue. Services include: • Crisis intervention needs assessment, service coordination, and information referral. • Support Groups: caregivers, those who have been widowed, and people suffering from diabetes, Parkinson's, and prostate cancer, caregivers and for recent Asian immigrants. • Senior Health Monitor Program: in home health assessment and care as well as blood pressure screenings. • Adult Day Program. A supervised, socially structured program for seniors who have difficulty living at home alone. The program also provides respite and counseling for care - giving families. • Nutrition/Meals on Wheels. This program offers daily lunch and parties celebrating holidays, birthdays and special events. Volunteers deliver Meals on Wheels daily to individuals in their homes who have difficulty shopping and cooking on their own. • Senior Municipal Service Program. Seniors volunteers work for town and school departments in exchange for tax rebates. • Classes/ Shared Interests Groups. These include volunteer led shared interest groups, fee - for - service classes, exercise sessions and games. • Finance/Health: Professionals in the fields of health and finance lecture. Podiatry services. • Travel: day and overnight trips to places of interest in the Boston area and throughout New England • Library /Fix -It Shop: Library and video rental and a Fix-It Shop, whose volunteers repair household items for the community. • AARP Income Tax Assistance: Offered by trained volunteers during February, March and April. • Medical Insurance Counseling: Offered by professionally trained Service Health Information Needs of the Elderly (SHINE) counselors. • Friend to Friend: A program that offers friendly visits and assistance with shopping. See the Socials Services Mission Statement, Goals and Objectives on the nextpage. I $171,474 $163,499 $166,250 $160,250 Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 6100 Expended Appropriated Dept Request Recommended Appropriated 6110 COA Admin & Programs $33,956 Outreach $171,474 $163,499 $166,250 $160,250 $160,250 6120 COA Nutrition $4,057 $5,125 $5,125 $5,125 $5,125 6130 COA Community Programs $33,956 $33,185 $34,311 $34,311 $34,311 6140 COA Support Services $53,741 $75,093 $76,302 $76,302 $76,302 6150 Adult Day Care $46,326 $46,033 $46,033 $46,033 $46,033 Program Totals Compensation $145,530 $143,795 $148,881 $142,881 $142,881 Benefits 0 0 0 0 0 Expenses 164,024 179,140 179,140 179,140 179,140 Town Funded Expenses $309,554 $322,935 $328,021 $322,021 $322,021 General Fund $321,050 $322,935 $328,021 $322,021 $322,021 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 Appropriated Resources $321,050 $322,935 $328,021 $322,021 $322,021 XI -3 6100/6200 Social Services - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The mission of the Lexington Social Services Department is to ensure the provision of core social services, including direct services, promoting health and well being, advocacy, financial support, educational and support programs, cultural outreach, and recreational programs for residents of all ages and backgrounds. In collaboration with other Town and school departments, community groups, and government agencies, the Lexington Social Services Department is committed to providing leadership in identifying unmet needs and working to provide appropriate programs and services. As a department, we are dedicated to the delivery of services in a professional manner that respects the dignity of all individuals we serve. OBJECTIVES Provide music, dance, art, literature, financial, medical and government education, socialization and networking, library and travel, games. CM Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of sessions of classes held at Senior Center Workload 1,610 1,757 1,700 1,700 Number of participant visits Efficiency 17,612 18,841 19,000 19,000 Percent of participants rating the educational programs Outcome 98% NA 98% 98% as good or better Provide meaningful opportunities for citizens to volunteer. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of senior volunteers Workload 225 127 150 150 Number of hours donated by senior volunteers Workload 19,189 17,316 20,000 20,000 Average number of hours per volunteer Efficiency 85 136 140 140 Total value of hours OBJECTIVES Provide appropriate exercise programs to delay the physical impact of aging. cm Provide health education and screenings to Lexington's Seniors to improve early detection of life threatening illnesses and situations. Address mental health issues of Lexington's Senior citizens who, through the aging process, are likely to suffer from these problems and unlikely to seek assistance. 0) FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. XI -4 6100/6200 Social Services - Mission Statement, Goals & Objectives, Performance Measures OBJECTIVES Provid e a structured day program to assist and support individuals and their caregivers. +® Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Staff ratio to participant Workload 8.5 to 1 8.5 to 1 8.5 to 1 8.5 to 1 Cost to participant Efficiency $34 $34 $35 $37 Percent of participants rating the program as good Outcome 97% 100%(+) 100% 100% or better Provide a Senior Health Monitor Program. Provide nutritional assistance in conjunction with Minuteman Senior Services, Meals -on- Wheels and congregate meals. Provide a daily telephone check in. Provide assistance to Seniors in finding them help in their homes. Provide a comprehensive assessment of each case and make appropriate service referrals. Provide emergency financial assistance. Provide a property tax work off program. OBJECTIVE Offer cultural interchanges to share the talents of all our citizens, offer support groups for recent immigrants, and investigate discrimination complaints. OBJECTIVE Provide prevention activities. Provid individual youth and family counseling Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of counseling and prevention hours Workload 1,157 1,394 1,400 0 Cost per youth client assisted Efficiency $64 $53 $53 $0 Percent of participants meeting counseling goals Outcome 89% 89% 90% 0% OBJECTIVE Offer assistance to mentally challenged adults with finding employment. FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year XI -5 Subprogram: Council on Aging Element: 6110 COA Administration & Outreach Town of Lexington FY 2004 Pro: DESCRIPTION OF SERVICES: The administrative staff provides oversight of the Senior Center and establishes innovative programs and activities for seniors. Staff supports and advocates for elders and other clients of the Social Service Department. In addition, the staff provides supplies, facility oversight and office and administrative support for all social service programming for citizens of every age. Volunteers are key to the functioning of the Senior Center. They provide office support and reception desk services. They run the fix-it shop and repair mechanical and electrical problems for all community members. Volunteers also operate the Center's own professionally catalogued library which accommodates more than 2,000 volumes, magazines, jigsaw puzzles, medical information, over 180 videotapes, and 200 large print books. HIGHLIGHTS: In FY2002, • Systems were put in place to better assess and refer seniors in need of assistance BUDGET ISSUES: • In 2002 Lexington's approximately 7,200 seniors constituted almost one - quarter of the town population. By the year 2020, according to the Metropolitan Planning Council and the Bureau of the Census, Lexington's senior population will increase to almost one -third of the town's population. Senior Center programming is limited by the facility at the Muzzey Condominiums. Because of the continuing annual increases in the Senior population, the Council on Aging is working toward developing a new site that will adequately accommodate the space needs of Lexington's seniors. • In March of 2000, Town Meeting appropriated $50,000 for site analysis for a new center with a Selectman appointed committee examining available sites. The committee recommended two sites on Bedford Street: the DPW operations facility and Walgreen's. A subcommittee of the Council on Aging Board is examining these two sites to determine the feasibility of placing a new center on either one. • The Council on Aging Siting Committee has recommended that the Senior Center be built at 201 Bedford Street. A disposition committee is examining future uses of this land. Possible scenarios may include moving DPW to Bedford Street and provide a mixed -use development at Bedford Street. STAFFING: 1 Director of Social Services 1 Administrative Assistant FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $93,630 $91,662 $94,413 $88,413 $88,413 Benefits 0 0 0 0 0 Expenses 77,844 71,837 71,837 71,837 71,837 Town Funded Expenses $171,474 $163,499 $166,250 $160,250 $160,250 General Fund $157,385 $163,499 $166,250 $160,250 $160,250 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $157,385 $163,499 $166,250 $160,250 $160,250 XI -7 Subprogram: Council on Aging Element: 6120 COA Nutrition Town of Lexington FY 2004 Program Budge DESCRIPTION OF SERVICES: A Minuteman Senior Services staff person, with support from Town employees, manages the nutrition programs at the Senior Center: both the congregate meals and meals -on- wheels. The congregate meal program provides an opportunity for seniors to gather informally five days per week at noon to enjoy a hot and healthy lunch while developing a sense of community. An average of 25 seniors participate each day. Approximately 95% of participating seniors contribute to the cost of the meal. Volunteers bring home delivered meals to eligible Lexington residents primarily in the Meals -On- Wheels program. Both of these programs are federally funded with participants requested to make at $1.75 donation. HIGHLIGHTS: • In FY2002, 5,149 Congregate Meals were served to 162 different seniors. • In FY2002, the Meals on Wheels Program supplied 18,334 meals to 119 different clients, an increase of over 2,000 meals from the previous year, and 7,000 meals in the past two years. BUDGET ISSUES: None STAFFING: No town staff FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 4,057 5,125 5,125 5,125 5,125 Town Funded Expenses $4,057 $5,125 $5,125 $5,125 $5,125 General Fund $7,324 $5,125 $5,125 $5,125 $5,125 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $7,324 $5,125 $5,125 $5,125 $5,125 XI -8 Subprogram: Council on Aging Element: 6130 COA Community Programs Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: A variety of educational, recreational, social and support groups, classes, trips and other activities are offered to Lexington Seniors. Formal instruction and classes are taught in yoga, muscle strengthening, osteofitness, poetry appreciation, arts and crafts, quilting, and dancing. Lectures are offered on issues such as fitness, current events, housing, health, and financial planning to inform and educate seniors. Groups of citizens meet to discuss current events and books, learn about computers, engage in exercise together, view movies, play bridge, scrabble, and mahjong, sing in a chorus, or play in a band. Many of these activities are led by volunteers and are free to participants. Trips, primarily organized by volunteers, send Lexington Seniors to local concerts, regional museums, out of state sites of interest and for the first time, on an international cruise. Programs at the Senior Center are supported by a variety of other organizations. The Lexington Youth Commission serves lunch at two annual parties and high school students often provide entertainment. Lexington Community Education also sponsors daytime adult education classes for seniors. HIGHLIGHTS: • In FY02 there were 20 individuals participating in the Senior Municipal Service Program. • 817 different recreation/socialization opportunities occurred at the Senior Center. • There were 12,080 visits for exercise and fitness activities. BUDGET ISSUES: None STAFFING: 1 Program Coordinator FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $33,092 $31,985 $33,111 $33,111 $33,111 Benefits 0 0 0 0 0 Expenses 864 1,200 1,200 1,200 1,200 Town Funded Expenses $33,956 $33,185 $34,311 $34,311 $34,311 General Fund $27,927 $33,185 $34,311 $34,311 $34,311 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $27,927 $33,185 $34,311 $34,311 $34,311 XI -9 Subprogram: Council on Aging Element: 6140 COA Support Services Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: Support services are available to seniors in their homes and at the Senior Center. In -home assessment, crisis intervention, telephone reassurance, Meals -on- Wheels, and food shopping assistance are available to those unable to attend the Senior Center. The Senior Health Monitor team, consisting of a nurse and social worker, provide health assessments, develop in -home care plans and make regular visits to people in their homes. Health screenings and educational programming, weekly blood pressure clinics, and podiatry services are available at the Senior Center. Support groups, educational programs, tax preparation assistance, fuel assistance and health insurance counseling are also available at the Senior Center. HIGHLIGHTS: In FY 2002 • Case management, support and in -home care were provided to 180 seniors. • 121 seniors participated in support groups for bereavement, Parkinson's disease, prostate cancer, depression. Social workers also brought in speakers to describe available benefits and service in Chinese. • Food - shopping assistance and friendly visits through the Friend -to- Friend Program were provided to 10 seniors. • The Senior Health Monitor program supported 110 people in their homes BUDGET ISSUES: None STAFFING: 1 Outreach Social Worker (Salary partially funded by the Executive Office of Elder Affairs) 1 Part-time Intake Social Worker (Salary partially funded by the Executive Office of Elder Affairs) FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $18,808 $20,148 $21,357 $21,357 $21,357 Benefits 0 0 0 0 0 Expenses 34,933 54,945 54,945 54,945 54,945 Town Funded Expenses $53,741 $75,093 $76,302 $76,302 $76,302 General Fund $82,359 $75,093 $76,302 $76,302 $76,302 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $82,359 $75,093 $76,302 $76,302 $76,302 XI -10 Subprogram: Council on Aging Element: 6150 Adult Day Care Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Adult Day Program is held at 20 Mill Street on the Lexington/Lincoln border. A fee for service program, it provides stimulating activities for seniors with impaired physical, social, emotional or psychological functions. The Adult Day Program offers a safe, supervised day that includes structured and purposeful activity to maintain and improve cognitive functioning. The Adult Day Program is a resource for family members and caregivers providing respite time from the care giving role. Counseling, information sharing and in -home assessments are provided. The program charges a fee for its services, which include round trip transportation and meals. HIGHLIGHTS: In FY2002 • Served 82 seniors with an average of 30 attending each day for 5,414 total visits. BUDGET ISSUES: None STAFFING: 1 Adult Day Care Coordinator and 1 Assistant Day Care Coordinator with two part- time assistants, all funded by fee -for- service. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 46,326 46,033 46,033 46,033 46,033 Town Funded Expenses $46,326 $46,033 $46,033 $46,033 $46,033 General Fund $46,055 $46,033 $46,033 $46,033 $46,033 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $46,055 $46,033 $46,033 $46,033 $46,033 XI -11 Program: Social Services Subprogram: 6200 Social Services Town of Lexington FY 2004 Program Budget The Social Services Coordinator, part of the Social Service Department staff, is available on a part time basis to assist citizens with their needs. Services include: • Veterans assistance and financial aid • Emergency financial assistance • Information, referral and intervention services for citizens experiencing hardship Two types of emergency funds are available: the Human Service fund for emergencies (assistance less than $500) and the Fund for Lexington, which provides more substantial amounts after an interview with the Social Service Coordinator and presentation and approval of the case by the Trustees of the fund. Staff supports the Human Service Committee and Fair Housing and Human Relations Committee, which are advisory to and appointed by the Board of Selectmen. The Commission on Disability, formerly the Enablement Committee, serves in an advisory role to the Town Manager and is also supported by the Social Service Coordinator. Significant reductions were made within this subprogram in the FY04 budget. • Youth and family services will be no longer be offered through Wayside Replace. • Services to developmentally disabled adults will be limited. • The reduced social worker presence will result in delayed response time to people with social service needs. Priority will be given to pressing social service needs as opposed to committee staffing. For more information, please see the Social Service Mission Statement, Goals and Objectives. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 subprogram 6200 Expended Appropriated Dept Request Recommended Appropriated 6210 Veterans Admin and Benefits $61,077 $52,181 $56,443 $56,443 $48,399 6220 Services for Youth $74,087 $74,087 $74,087 $74,087 $0 6230 Developmentally Disabled $14,839 $14,839 $14,839 $14,839 $0 Program Totals Compensation $28,890 $29,390 $33,062 $33,062 $25,018 Benefits 0 0 0 0 0 Expenses 121,113 111,717 112,307 112,307 23,381 Town Funded Expenses $150,003 $141,107 $145,369 $145,369 $48,399 General Fund $139,830 $141,107 $145,369 $145,369 $48,399 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $139,830 $141,107 $145,369 $145,369 $48,399 XI -13 Subprogram: Social Services Element: 6210 Veterans Admin and Benefits Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Town provides financial assistance, including medical benefits and case management /information and referral services, to veterans and their dependents as required by Mass. General Law, Chapter 115. The Veteran's Agent, in conjunction with the Social Service Coordinator, administers these expenditures and assists veterans in applying for other services. Assistance for food, fuel, housing, living expenses, medical bills, and pharmacy expenses is given in response to unexpected crises such as physical disability or unemployment. Long -term living and medical expenses are disbursed for elderly veterans and widows of veterans according to budgets mandated by the state legislature. The Town pays for living expenses according to budgets determined by the state legislature and for medical and dental expenses according to rates set by the Mass. Rate Setting Commission. The Commonwealth later reimburses the Town for 75% of these payments. HIGHLIGHTS: • In FY2002, 5 veterans received benefits. BUDGET ISSUES: • Due to the failure of the FY 04 override, the Social Service Coordinator, who also serves as the intake social worker for the Senior Center, is no longer available on a full time basis to assist those needing social work assistance. STAFFING: 1 Veterans Agent 1 Social Service Coordinator (part-time) FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $28,890 $29,390 $33,062 $33,062 $25,018 Benefits 0 0 0 0 0 Expenses 32,187 22,791 23,381 23,381 23,381 Town Funded Expenses $61,077 $52,181 $56,443 $56,443 $48,399 General Fund $50,904 $52,181 $56,443 $56,443 $48,399 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $50,904 $52,181 $56,443 $56,443 $48,399 XI -15 Element: 6220 Services for Youth Subprogram: Social Services Town of Lexington FY 2004 P DESCRIPTION OF SERVICES: The Town contracts with Wayside RePlace for youth services. Wayside RePlace provides the following services in order to prevent or to intervene in child, adolescent, and family problems: • Clinic based group, individual, and family counseling. Issues addressed include social skills, substance use /abuse, racism, academic motivation, bullying, anger management, family problems, self - esteem, grief, adoption issues, and prevention of risky behavior. • Outreach counseling /community support for crisis intervention. Issues addressed include runaway youth, hospitalization for a sociality, child abuse, and family conflict. • Prevention services include information and referral, a student outreach program and alternative group youth activities. Issues addressed include substance abuse, bullying, community violence, and general positive health promotion. HIGHLIGHTS: In FY2002, RePlace • Served a total of 119 youth and families with 459 counseling hours. • Provided 12 hours of crisis intervention • Conducted prevention activities that served 836 people with 840 hours of programs. • Peer leadership activities had 12 peers serving 18 mentorees. • 89% of Replace clients improve by 25 % in a evaluation tool that measures attitudes towards self esteem, problem solving, participation in healthy activities BUDGET ISSUES: As a result of the failure of the FY04 override, this service has been entirely eliminated. STAFFING: No Town staff FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 74,087 74,087 74,087 74,087 0 Town Funded Expenses $74,087 $74,087 $74,087 $74,087 $0 General Fund $74,087 $74,087 $74,087 $74,087 $0 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $74,087 $74,087 $74,087 $74,087 $0 XI -16 Subprogram: Social Services Element: 6230 Developmentally Disabled Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Town contracts with the Central Middlesex Association for Retarded Citizens ( CMARC Industries) to train and assist developmentally disabled adults to become gainfully employed. CMARC, with a workshop /instructional site in Woburn, trains developmentally disabled adults in academic and vocational skills (including assembly operations, electronics soldering, direct mailing, light machine work, inspection, collating and insertion, packaging and salvage work), job- seeking skills, resume preparation, and travel training. Once trained, workers continue at a sheltered workshop or are employed in industry. For workers placed in industry there is a continuation of CMARC support through on- the -job training and long- term follow -up. Job contracts are obtained through CMARC's Job Procurement Officer. Town funding pays for a portion of the salary of this position. In recent years there has been a shift in emphasis away from the Job Procurement Officer finding jobs and towards training workers to become more active participants in finding their own employment, as does the general population. Family members, friends and neighbors are included injob - seeking efforts to increase the networking capacity for those seeking employment. CMARC also provides constructive social interaction and recreational opportunities for its workers. HIGHLIGHTS: • CMARC, in FY2002, provided services to 28 developmentally disabled Lexington citizens working in a variety of community sites. BUDGET ISSUES: As a result of the failure of the FY 04 override, the town's contribution to CMARC has been eliminated. This cut, combined with cuts in the appropriation from the state, has placed significant stress on CMARC's finances. . Effects include: • Fewer CMARC staff to find people community based employment. • Elimination of on site job assistance by CMARC staff. • Reduction in transportation sery ices for those getting to and from their job sites. • Fewer CMARC staff available to look for contract work. STAFFING: No Town staffing FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 14,839 14,839 14,839 14,839 0 Town Funded Expenses $14,839 $14,839 $14,839 $14,839 $0 General Fund $14,839 $14,839 $14,839 $14,839 $0 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $14,839 $14,839 $14,839 $14,839 $0 XI -17 Program: 7000 Community Development Town of Lexington FY 2004 Program Budget The Community Development program includes the Office of Community Development, Planning Department, and the position of Economic Development Officer. This program supports municipal inspections and community development activities. All Town functions involving building inspections, public health, conservation, zoning appeals, historic districts, planning, and economic development are provided by this program. subprograms within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Program 7000 Expended Appropriated Dept Request Recommended Appropriated 7100 Office of Comm. D e v't 7200 Planning Dept 7300 Economic Dev $639,307 $644,149 $730,583 $694,544 $575,708 $226,470 $213,584 $228,038 $192,038 $177,184 $68,257 $209,001 $188,200 $63,590 $76,181 Program Totals Compensation $820,089 $851,539 $941,061 $878,012 $725,562 Benefits 0 0 0 0 0 Expenses 113,945 215,195 205,760 72,160 103,511 Town Funded Expenses $934,034 $1,066,734 $1,146,821 $950,172 $829,073 General Fund $920,415 $1,066,734 $1,146,821 $950,172 $829,073 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $920,415 $1,066,734 $1,146,821 $950,172 $829,073 XII -1 Program: Community Development Subprogram: 7100 Office of Community Development Town of Lexington FY 2004 Program Budget The Office of Community Development integrates the different regulatory divisions of Building, Conservation, Public Health, Zoning, Board of Appeals, Historic Districts, and Animal Control, providing a wide range of services for continued protection of public health and safety. The office administers and enforces state and local codes, bylaws and regulations, in addition to providing health and safety education programs for Lexington residents. This subprogram reflects a 1992 reorganization and consolidation of Town Departments that conduct inspections and issue permits. The merger was done in order to streamline code enforcement and permitting and to provide a one -stop shop for permitting activities. The Building Commissioner, with assistance from the Conservation Administrator, oversees Building/Inspection, Board of Appeals, Conservation, Historic Districts, Public Health, and Animal Control programs. See the Office of Community DevelopmentMission Statement, Goals and Objectives on the next page. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 subprogram 7100 Expended Appropriated Dept Request Recommended Appropriated 7110 Building Inspection $340,072 $343,218 $356,466 $341,866 $313,366 7120 Board of Appeals $33,555 $31,803 $32,758 $32,758 $0 7130 Conservation $79,208 $79,496 $127,332 $117,882 $117,882 7140 Historic Districts Commission $10,199 $9,960 $10,459 $10,459 $0 7150 Public Health $140,236 $143,635 $166,449 $154,460 $144,460 7160 Anim al Control/Rabies $36,037 $36,037 $37,119 $37,119 $0 Program Totals Compensation $585,965 $585,789 $667,623 $636,184 $537,348 Benefits 0 0 0 0 0 Expenses 53,342 58,360 62,960 58,360 38,360 Town Funded Expenses $639,307 $644,149 $730,583 $694,544 $575,708 General Fund $616,474 $644,149 $730,583 $694,544 $575,708 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $616,474 $644,149 $730,583 $694,544 $575,708 XII -3 7100 Community Development - Mission Statement, Goals & Objectives, Performance Measures NIISSION STATEMENT: The Office of Community Development seeks to protect and improve the quality of life of the citizenry by providing leadership in promoting and preserving a safe, healthy and desirable living and working environment The department integrates several different regulatory services including building, conservation, health, zoning and historic districts in order to streamline code enforcement, outreach and educational activities. Through this collaborative effort, the department can better manage the many and varied changes that occur as the community develops and provide the community with a comprehensive perspective on the impact of regulations on both public and individual issues. OBJECTIVES ► Increase the use of press releases, booths at public events, informational brochures, newsletters, community programs, volunteers, and the Internet to educate the public on health, safety and environmental issues. QD Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of informational press releases Workload 5 6 9 12 Percent increase in press releases Outcome - 20% 50% 33% ► Investigate the use of GIS and permit automation systems to improve interdepartmental communications. ► Continue to increase use of recently formed Development Review Team, comprised of various town departments, to reviev and comment on proposed development projects collectively. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of departments with representatives on the Team Workload - 4 7 7 Number of times Interdepartmental Review Team met Workload - 1 7 10 Number of projects reviewed Outcome - 2 18 20 OBJECTIVES ► Work to improve the turn- around time for permit reviews while maintaining a high- caliber review. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of building permits issued Workload 944 960 907 950 Average time to issue building permit (in days) Efficiency - 21 18 25* Percent of building permits issued within 14 days Outcome - - 74% 70 %* ► Decrease wetland violations through building permit review process. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of wetland applications reviewed Workload 41 71 68 75 Number of wetland applications permitted Workload 39 64* 70 ** 75 Number of building permits reviewed for wetland 96% implications Workload 280 417 447 450 Number of building permits held for wetland issues Efficiency - 18 33 30 *5 applications withdrawn; 2 continued into FY 03 * *2 permits were denials and are under appeal ► Respond to and answer inquiries within 48- hours. Performance Measure Measure FY2001 FY2002 FY2003 FY2004* Number of conservation inquiries received Workload - 2,089 2,110 2,210 Number of inquiries answered within 48 -hours Efficiency - 1,613 1,593 2,112 Percent of inquiries answered within 48 -hours Outcome - 77% 75% 96% *Estimates take into account new staff ► Develop flexible work schedules to allow for inspection times that best meet customers' needs. ► Maintain staffing levels to adequately address workload. FY2003 statistics indicate the best data for the cwrent year. FY2004 statistics indicate projected goals for the upcoming year. XII -4 7100 Community Development - Mission Statement, Goals & Objectives, Performance Measures Expand health care services available to senior residents. Measure FY2001 FY2002 FY2003 FY2004 Percentage of paper files more than 3 years old that have Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Outcome Number of influenza vaccines provided to seniors Workload 600 1,100 600* 600 Percent increase in influenza vaccines provided to seniors Outcome - 83% -46% 25% OBJECTIVES Increase the use of the internet to provide a 24 -hour information center. Work toward converting existing paper files to electronic files such as CD -ROM to improve access. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Percentage of paper files more than 3 years old that have been converted to CD -ROM or Microfilm Outcome - 25% 35% 40% Percentage of health paper files reduced and substituted with web-based information sources Outcome - 25% 35% 45% Maintain and build upon recently created electronic permitting systems. '® OBJECTIVES Continue to develop systems to reduce the number of paper files thereby increasing the physical space. OBJECTIVES Continue to attend training seminars to maintain and expand skills Explore national certification and cross - discipline certification for inspectors. FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year XII -5 Subprogram: Office of Comm. Dev't Element: 7110 Building Inspection Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Building Inspection staff enforces state building codes, local zoning laws, and Architectural Access Board Regulations, as well as electrical, gas, mechanical, and plumbing codes. Staff issue permits, inspect construction sites, conduct periodic safety inspection of restaurants, schools, religious institutions, museums, and other places of assembly, and levy fines or prosecute when necessary to maintain code compliance. HIGHLIGHTS: • Permit activity remained at a high level. Permits were issued for construction in a new subdivision at Johnson Farm (Cider Mill Road), for an outdoor swimming facility at 475 Bedford Street, and for construction of the new Harrington School. • Construction continued at Cary Library, and Lexington Christian Academy. • Major alterations of existing office space for new tenants remained at a very high pace, including extensive alterations 59 Hartwell Ave and at 1, 3 and 5 Forbes Road. • The relatively recent phenomenon involving the demolition of existing houses and the construction of new larger houses on scattered sites continues. In calendar year 2002, permits were issued to demolish 51 existing houses, while 63 permits were issued for the construction of new houses. BUDGET ISSUES: • Budget reductions have resulted in the elimination of the officer manager function. This will place an additional burden on the remaining clerical and professional staff to take on increased duties. • The $20,000 decrease in FY04 expenses reflects the elimination of the mosquito control program due to budget reductions. • Due to the large number of documents received each year, and the lack of storage space, off -site storage of original records, purchase of records management software, and purchase of computer hardware for this task may have future budget implications. • The department is reviewing the availability of permit management software, to more easily track and manage permits, and to provide better coordination of permit issuance between various departments. STAFFING: 1 Building Commissioner/Director of Comm. Dev 1 Electrical/Building Inspector 1 Building Inspector 1 Part-time Zoning Enforcement Officer 1 Plumbing /Gas/Mechanical Inspector 1 Part-time Sealer of Weights & Measures 1 Department Clerk FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $286,730 $284,858 $293,506 $283,506 $275,006 Benefits 0 0 0 0 0 Expenses 53,342 58,360 62,960 58,360 38,360 Town Funded Expenses $340,072 $343,218 $356,466 $341,866 $313,366 General Fund $329,911 $343,218 $356,466 $341,866 $313,366 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $329,911 $343,218 $356,466 $341,866 $313,366 XII -7 Subprogram: Office of Comm. Dev't Element: 7120 Board of Appeals Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Board of Appeals consists of five members with six associate members appointed by the Board of Selectmen. The Board of Appeals grants variances (minor deviations) from the Zoning By -Law, issues special permits to allow activity or construction standards not otherwise permitted by the Zoning By -Law, grants Comprehensive Permits (Subsidized Housing, MGL c. 40B, § 20 -23, as amended), and hears appeals of decisions made by the Building Commissioner and Zoning Officer. The Department Clerk provides administrative support to the Board of Appeals and coordinates its daily operations. The Clerk schedules and coordinates hearings, sets agendas, processes petitions for variances, special permits, Comprehensive Permits, and appeals, explains the Zoning By -Law to petitioners and assists them in preparing presentations for the Board, receives and reviews all applications for hearings, prepares legal notices for publication, files petitions with the Town Clerk, maintains files, circulates petitions among Town boards and officials, prepares meeting notices and agendas, determines, notifies and communicates with abutters, drafts decisions and files all final documents. HIGHLIGHTS: • In calendar year 2002, the Board dealt with over 120 petitions, including one for a Comprehensive Permit. The application for a Comprehensive Permit was for the construction of a residential development of multi- family condominium units in multiple buildings, of which 25% of the units would be designated affordable units. • There were over 66 hearings for variances from the Zoning By -Law (1 was withdrawn without prejudice, 7 were denied, and 4 were granted in part). Five extensions were granted for variances granted in 2001. • There were over 56 hearings for special permits, 18 concerning nonconforming residences, 5 for storage sheds, 28 concerning commercial or institutional businesses or properties; 8 concerning food establishments; 5 for professional office in the home, 9 for signs, 2 for wireless communication facilities, 3 for fill, and 1 for a Comprehensive Permit (which was opened in March of 2002 and then continued 7 times during 2002). • There were 3 appeals of a decision made by the Building Commissioner or Zoning Officer, drawing abutter concern and participation: 1 was granted, 1 was denied and 1 was continued. • There were 7 requests for minor modifications of a variance or special permit, of those, 6 were granted and 1 was deferred. In addition, there were 5 requests for clarification of variances or special permits that had been granted, of those, 3 were granted and 2 were denied. BUDGET ISSUES: Last year's budget issues were stated as "The high number of petitions for hearings received and processed by the Board of Appeals in recent years continues, due to continued high construction activity and the increasing complexity of the zoning by -laws. If the number of hearings remains high (and additional petitions for Comprehensive Permits are submitted to the Board), an increase in clerical staff for the Board should be investigated." Due to budget reductions, the clerical staff for the Board of Appeals was eliminated. This will place an additional burden on the remaining staff in Community Development and on the Board of Appeals members, all of whom will be called upon to perform the functions no longer provided by a dedicated Board of Appeals clerk. STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $33,555 $31,803 $32,758 $32,758 $0 Benefits 0 0 0 0 0 Expenses 0 0 0 0 0 Town Funded Expenses $33,555 $31,803 $32,758 $32,758 $0 General Fund $28,935 $31,803 $32,758 $32,758 $0 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $28,935 $31,803 $32,758 $32,758 $0 XII -8 Element: 7130 Conservation Subprogram: Office of Comm. Dev't Town of Lexington FY 2004 DESCRIPTION OF SERVICES: Pursuant to the Conservation Commission Act (M.G.L. c.40, s. 8c), the Lexington Conservation Commission was established for "the promotion and development of the natural resources and for the protection of watershed resources ". The Lexington Conservation Commission serves the community by administering and enforcing the State's Wetlands Protection Act (M.G.L. Ch. 131, S.40) and the Town's Code for Wetlands Protection (Ch. 130), by managing over 1,300 acres of conservation land, by acquiring land and advocating for the protection of open space, and by providing outreach and education about Lexington's natural and watershed resources. The Assistant Director of Community Development/Conservation Administrator assists in the management and supervision of the Community Development Department staff and operations and performs administrative, supervisory, professional, and technical work in connection with managing and directing comprehensive environmental programs. Conservation responsibilities include administering, interpreting, and enforcing all applicable laws and codes, counseling, guiding, and educating the public on environmental issues, researching and reporting on relevant issues for the Commission meetings to aid the Commission in key decision making, enforcing permit conditions through construction inspections, and managing conservation areas and the Land Stewardship Program. HIGHLIGHTS: • The level of regulatory review increased dramatically in FY 2002 compared to FY 2001. In FY 2002, staff reviewed 71 permit filings under the State and Town Wetlands Protection laws compared to 41 filings in 2001. From these filings, the Commission issued the following decisions: 47 Orders of Conditions (OOC), 2 OOC pending and 5 withdrawn, and 17 Determinations. The following items were also reviewed and issued: 5 Amendments, 9 Extensions, 2 Emergency Certificates, 14 Certificates of Compliance, and 2 Enforcement Orders. • In July and August of 2002, a two - person crew was hired to maintain conservation area trails. The Commission relies on the crew and volunteers for maintenance. DPW assists with mowing and major tree removal activities. • In March 2002, the Town's Wetland Protection Code (Ch. 130) was revised to provide protection for isolated wetlands and for isolated land subject to flooding at a smaller volume. These changes increase the Commission's regulatory responsibilities and thus, increase staff workload. • Staff provided public outreach and education as follows: Presented a wetlands seminar to Lexington real estate agents, Organized a fall and spring land stewardship meeting highlighting the Great Meadow Area and Wildlife Photography, Assisted high school students with their Environmental Stewardship projects, and sent letters to all property owners abutting conservation areas regarding dumping on conservation land. BUDGET ISSUES: • Requesting funding for a full -time conservation assistant in order to adequately address public inquiries and concerns regarding compliance inspections and enforcement and management of conservation areas, including trail maintenance, mowing, accessibility and encroachment issues. • Funding request for the summer trail maintenance crew has been eliminated due to budget reductions. STAFFING: 1 Assistant Director of Community Development/Conservation Administrator 1 Conservation Assistant 1 Part-time Department Clerk FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $79,208 $79,496 $127,332 $117,882 $117,882 Benefits 0 0 0 0 0 Expenses 0 0 0 0 0 Town Funded Expenses $79,208 $79,496 $127,332 $117,882 $117,882 General Fund $75,301 $79,496 $127,332 $117,882 $117,882 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $75,301 $79,496 $127,332 $117,882 $117,882 XII -9 Subprogram: Office of Comm. Dev't Element: 7140 Historic Districts Comm. Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The mission of the Historic District Commission is to preserve the economic, social, and aesthetic values, which cohesive historic districts bring to Lexington. The Board of Selectmen appoints a five - member Historic Districts Commission that ensures compliance with all Historic District restrictions so as to preserve the historical context and architectural character of the Town's four historic districts located along Massachusetts Avenue and Hancock Street, as well as some side streets off these two streets. The four Districts are the Battle Green, Hancock - Clarke, Munroe Tavern, and East Village. The Commission grants or denies Certificates of Appropriateness for all exterior changes to residential and commercial buildings, signs, or other structures within these districts. HIGHLIGHTS: • In calendar year 2002, the Commission held approximately 140 hearings, issuing approximately 100 Certificates of Appropriateness. • Some of the more significant approvals were the cooperative agreement of the library exterior materials, exciting new front fagade design for restaurant in center, signage for several new businesses in the center, and restoration of a Queen Anne Victorian on Massachusetts Avenue. BUDGET ISSUES: • The number of applications that must be processed continues at the high level experienced in the previous year. No additional staffing has been requested, but this may be an issue in future budgets, if the activity remains high. STAFFING: Budget reductions have eliminated dedicated staff support for the Commission. These duties have been assumed by the Selectmen's Office clerk. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $10,199 $9,960 $10,459 $10,459 $0 Benefits 0 0 0 0 0 Expenses 0 0 0 0 0 Town Funded Expenses $10,199 $9,960 $10,459 $10,459 SO General Fund $9,672 $9,960 $10,459 $10,459 $0 Enterprise Funds Directed Funding 0 0 0 0 0 Appropriated Resources $9,672 $9,960 $10,459 $10,459 $0 XII -10 Subprogram: Office of Comm. Dev't Element: 7150 Public Health Town of Lexington FY 2004 Program DESCRIPTION OF SERVICES: The Board of Health manages resources and programs designed to protect the health of the community. The public health program in Lexington serves to evaluate community health needs and develop intervention programs to prevent disease and disability. Enforcement of State and local health codes, administration of health screening and vaccination programs, and cooperative prevention programs with different town agencies are other core functions and responsibilities of the Board of Health. The Board also continues work on preparedness for emergencies including a potential influenza pandemic, bioterrorism, and natural disasters. HIGHLIGHTS: • Carried out surveillance for West Nile virus in the local bird population, and maintained mosquito control efforts to prevent disease transmission. • Worked with State Department of Public Health, Radiation Control, to test all rooms in the Lexington High School for the presence of radon. • Implemented prevention efforts against Type 2 Diabetes and initiated plans for a "Walk to School" program in town. • Created new regulations to reduce pesticide usage in food establishments, and developed draft regulations concerning demolition safety and guidelines for greasetrap maintenance in restaurants. Worked to heighten awareness of problems associated with pesticide usage for home landscaping. • Worked with Fire, Police and DPW departments to create emergency response systems for bioterrorism, pandemic influenza, and other disasters. BUDGET ISSUES: Due to the override failure, the Public Health Nurse's position was cut by 50% (to one day per week) and the position of Animal Control Officer eliminated from the budget. STAFFING: 1 Director of Public Health 1 Department Clerk 1 Health Agent 1 Part-time Public Health Nurse FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $140,236 $143,635 $166,449 $154,460 $144,460 Benefits 0 0 0 0 0 Expenses 0 0 0 0 0 Town Funded Expenses $140,236 $143,635 $166,449 $154,460 $144,460 General Fund $137,668 $143,635 $166,449 $154,460 $144,460 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $137,668 $143,635 $166,449 $154,460 $144,460 XII -11 Subprogram: Office of Comm. Dev't Element: 7160 Animal Control /Rabies Clinic Town of Lexington FY 2004 Program DESCRIPTION OF SERVICES: The Animal Control Officer works with the Board of Health to assess and address zoonotic diseases (e.g., rabies) and other health issues related to animals and their interaction with the community. The Lexington Animal Control Officer acts as the Inspector of Animals on behalf of the Commonwealth of Massachusetts and the Board of Health. In this capacity, the Animal Control Officer investigates all reports of contagious or infectious diseases affecting animals as well as the quarantine of any such animal, and enforces local health regulations for the keeping of animals. The Animal Control function also enforces the Town and State Animal by -laws and laws, enforces sanitation standards at facilities where animals are kept, and manages the care, maintenance and operation of the Town shelter facilities. HIGHLIGHTS: • Collected birds for testing by State as part of West Nile virus surveillance program • Worked with Police Department to improve service on animal - related calls. • Enforced revised animal control regulations for Board of Health • Quarantined more than 60 animals as part of rabies control program BUDGET ISSUES: Most animal control efforts have been eliminated due to budget reductions. Police and the Health Director will perform only emergency response and zoonotic disease control respectively, for animal control issues. STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $36,037 $36,037 $37,119 $37,119 $0 Benefits 0 0 0 0 0 Expenses 0 0 0 0 0 Town Funded Expenses $36,037 $36,037 $37,119 $37,119 $0 General Fund $34,987 $36,037 $37,119 $37,119 $0 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $34,987 $36,037 $37,119 $37,119 $0 XII -12 Program: Community Development Subprogram: 7200 Planning Department Town of Lexington FY 2004 Program Budget The Planning Department encompasses the five member elected Planning Board and the Planning Department staff that serves it The purview of Planning involves both the short-term perspective, in the form of land development regulation, and the long -range view, in the form of comprehensive planning and growth management. In between, Planning is involved with the conception, review and/or implementation of large -scale intertown and intratown development projects, involving old public institutional sites, such as the Metropolitan State Hospital parcel, as well as private land. Planning also acts as the conduit and authority for proposed zoning amendments and rezoning proposals, prior to moving on to town meeting. On a daily basis, the department staff also provides a broad array of technical support services to individuals, groups, town departments and boards and committees. In addition, the Board and/or staff continue to participate from time -to -time in the dialogue around regional issues, of transportation, development and environmental impact Most often, this involves the Hanscom/Ivlassport civil airport, but sometimes Hanscom Air Force and other regional development nodes along the Route 2A -2 corridor as well. Since late fall of the year 2000, the Board and staff have been intensively involved in the preparation of a new Comprehensive Plan for Lexington, the first in more than 35 years. With a broad -based participation process, and the work of the planning consultant and the staff, this large effort will culminate in a real action agenda in at least the following planning areas: land use, economic development, housing, natural and cultural resources, and transportation. The Comprehensive Plan is the logical extension of the Vision 2020 process that the Selectmen began in 1999, and will provide the first detailed, across - the -board blueprint for the Town's future in decades. Even as the Comprehensive Plan continues, the Planning Board has moved forward aggressively with initiatives from the ComPlan in FY03 and FY04 to come, and anticipates further implementation actions for years to come. Initial efforts involve community character preservation and affordable housing incentives, but in the years to follow, initiatives from every part of the ComPlan are anticipated. At the beginning of the 21" century, the challenges of the mature suburb are as great as the issues that faced the Town during past eras of suburban development in Lexington. To mention just a few: erosion/preservation of community character, affordability of housing, finding new ways to protect dwindling open space, establishing a philosophy of economic development and balanced community growth, defining the future of Lexington Center; finding ways to reduce automobile trips, and addressing Hanscom/Iviassport issues. The Planning Board and departmental staff play an integral role in these and other dialogues and initiatives. See the Planning Department Mission Statement, Goals and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 7200 Expended Appropriated Dept Request Recommended Appropriated 7210 Planning $ 226,470 $213,584 $228,038 $192,038 $177,184 Program Totals Compensation $176,528 $175,134 $189,588 $183,588 $168,734 Benefits 0 0 0 0 0 Expenses 49,942 38,450 38,450 8,450 8,450 Town Funded Expenses $226,470 $213,584 $228,038 $192,038 $177,184 General Fund $237,243 $213,584 $228,038 $192,038 $177,184 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $237,243 $213,584 $228,038 $192,038 $177,184 XII -13 7200 Planning Department - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: To engage in both short and long term planning in regard to all growth and development issues and proposals in Lexington. Specific duties include the following: To prepare the Comprehensive Plan; administer Subdivision Regulations in accordance with the state subdivision control law; review residential special permit applications; participate in specific intertown land use projects, such as the Metropolitan State Hospital, the former Middlesex hospital, the Raytheon site and other proposals; review and make recommendations required in regard to zoning amendments and rezoning petitions, and to prepare the Planning Board's proposed zoning changes. The Planning Department staff also analyzes economic, demographic and development trends occurring in Lexington and the region to assist the Planning Board, the Town Manager and various town departments and committees, and provides numerous responses on a daily basis to unanticipated individual requests for help and information from a wide variety of parties. OBJECTIVES DO- Prepare implementation action measures, according to latest Board priorities in the areas of land use, economic development and natural and cultural resources, with the intent of going to Town Meeting and other venues in 2004, as applicable. 4D umber of meetings /workshops conducted Workload relation to preparing implementation er of zoning by -law amendments Outcome 2 ed for Town Meeting er of general by -laws prepared for Outcome NA Meeting er of non - regulatory tools prepared Outcome NA Prepare coordinating and technical support to Housing Action Forum, a project to coalesce housing advocacy groups and individuals townwide into a unified entity, for the purposes of promoting a more affordable and diverse housing stock and putting forth specific proposals to Town Meeting and other venues in 2004 and beyoAM Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of meetings held in support of these Workload NA 1 11 efforts Outcome 0 1 1 Number of major regulatory measures from Housing Element of ComPlan put forth Number of non - regulatory measures put Outcome NA 0 2 forth to promote housing programs DO- Publicize and promote the implementation measures in the 2003 Transportation Element of the ComPlan, with an eye to action in future years, and provide technical support to efforts to restore and enhance key transportation programs in Lexington. (ED Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of meetings and work sessions Workload 0 1 7 promoting Transportation Element FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year X I -14 7200 Planning Department - Mission Statement, Goals & Objectives, Performance Measures OBJECTIVE 0- Work closely with selected developer Avalon Bay and Lexington Met state Task Force, to refine development plan for Met State main campus, in accordance with the adopted Reuse Plan and Second Amendment, and bring it to Town Meeting 2004 for plananed development rezoning. '® Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of public meetings held or Workload 6 12 9 attended, post -RFP Begin to craft a viable project concept and Outcome 28% 60% 100% formulate a rezoning strategy /introduce into OBJECTIVE 0- Continue to provide high level technical support to the Planning Board for the subdivision control, residential special permit, street construction plans, and other regulatory functions. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Total number of new regulatory case filings Workload 34 11 17 at any stage of Board review, and recent resubmission requiring staff analysis and years additional Board consideration Number of Public Hearings/Meetings Workload/Outcome 34 11 2 held/scheduled for regulatory purposes Number of Properties /Sites involved (all Workload 27, plus 7 9, plus 1 14 plus 2 types of review) ANR's* ANR* ANR's of Residential Units involved Workload/Outcome of application attaining Definitive Outcome 94 50 63 6 2 7 *ANR mean approval not required lotting plans OBJECTIVE 0- Provide detailed analysis, hearing(s) and written reports to Town Meeting, both in regard to citizen petition and rezonings and Planning Board - instituted items. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of meetings attended linked to Workload 21 Unknown 10 -21 in Town Meeting support services (Town recent Meeting sessions and related meetings years preceding TM) Number of zoning articles produced or Outcome 4 5 9 reviewed/heard by the Board Number of other articles or TM items for Outcome 2 4 1 -4 in which significant services were provided recent ears FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year X' I -15 7200 Plann Mission Statement, Goals & Objectives, Performance Measures OBJECTIVE 0- Provide technical support to other boards, departments, committees & organizations for special projects and studies, as staff time allows. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of special projects emanating from Workload 5 3 Unknown or managed by other parties, for which technical support was provided by planning staff (examples include Public Works Facility Committtee, Capital Budget Committee, and Town Manager's Office). of projects involving special ;es for which department provided .assistance. Workload 21 19 0- Provide management and/or technical support for major projects not included anywhere above. Performance Measure Type of Measure FY2001 FY2002 FY2003 FY2004 Number of major projects not otherwise Workload 1 2 Unknown included above, in which Planning was extensively involved (examples of unanticipated projects include Raytheon site redevelopment and proposed Lexington electric utility and power plant zoning). FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year X' I -16 Subprogram: Planning Department Element: 7210 Planning Town of Lexington FY 2003 Program Budget DESCRIPTION OF SERVICES Statutory functions include: administer Subdivision Regulations in accordance with the state subdivision control law, review and issue residential special permit applications, review and make recommendations required in regard to zoning amendments and rezoning petitions before town meeting, prepare the Comprehensive Plan, and prepare proposed zoning changes emanating from Planning Board. The Planning Department staff also participates in intertown land use projects, such as Metropolitan State Hospital and other proposals; conducts special studies on a variety of development - related issues; and analyzes economic, demographic and development trends occurring in Lexington and the region to assist the Planning Board, the Town Manager and other Town departments and committees. Staff also provides responses on a daily basis to unanticipated requests for help and information from a wide variety of parties. HIGHLIGHTS: • Comprehensive Plan: the planning elements completed (Land Use, Housing, Economic Development, Natural Resources & Cultural Resources, integrated Implementation Plan) are now being increased with a Transportation Element, which was completed in spring, 2003. • After a decade of involvement with the reuse planning process for the former Metropolitan State Hospital land located in Lexington, Waltham, Belmont, the project is getting into the long- awaited implementation phase. Specific developer proposals were reviewed both by the town (via the Lexington Met State Task Force) and the state Division of Capital Asset Management, Final selection of Avalon Bay Development was made in April, 2003, after which the town will engage in an iterative process with the developer to establish a design concept. The Task force will meet regularly, supported by staff, and a planned development- rezoning proposal is intended to go to town meeting 2004. • The Board chose to move ahead with major initiatives from the Comprehensive Plan in FY03, as well as in FY04, despite the fact that parts of the Plan were still being prepared in FY03. Affordable Housing will be a major area of emphasis in ComPlan implementation, with other initiatives anticipated for years to come in Land Use, Economic Development and Natural & Cultural Resources. • In FY 03, the Planning Department played a major technical review and interaction role in regard to two major commercial developments proposed for the Hayden/Spring business area, Ledgemont III and the reuse of the Raytheon site by Patriot Partners. The former was voted down by Town Meeting, the latter will move forward for rezoning into FY04. • Development activity — residential development in Lexington has continued to proceed, despite a general economic slowdown. We estimate up to 20 residential development cases being filed in FY04. BUDGET ISSUES: The Planning Department, in the last three years, has increased its workload by a large margin, assuming all of the work outlined in the bullet items above, including an aggressive long -range planning and implementation program. Minimum staffing levels had been attained in the preceding three years by piecing together a patchwork of part time, student and full time interns, but this is a highly inefficient means of meeting all of the project commitments. With budget reductions in MY 2004, the third Planning position has been reduced to half time, and the resulting loss of resources will impact the quantity, quality and breadth of the department's products and services. As the Board and staff assume an increasing level of responsibility for implementing the ComPlan, and as citizen groups and committees request more support for various endeavors, staff resources will become increasingly limited. STAFFING: 1 Director 1 Part-Time Planning Intem 1 Assistant Director 1 Administrative Assistant FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $176,528 $175,134 $189,588 $183,588 $168,734 Benefits 0 0 0 0 0 Expenses 49,942 38,450 38,450 8,450 8,450 Town Funded Expenses $226,470 $213,584 $228,038 $192,038 $177,184 General Fund $237,243 $213,584 $228,038 $192,038 $177,184 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $237,243 $213,584 $228,038 $192,038 $177,184 XII -17 Program: Community Development Subprogram: 7300 Economic Development Town of Lexington FY 2004 Program Budget The Economic Development Office was eliminated due to the failure of the override. Functions of the office will either be eliminated, or where feasible assistance will be provided by the Town Manager's Office, Planning and Community Development Departments. The Office provided comprehensive services to existing and prospective businesses and individuals. The Economic Development Office provided technical services, census data, land and building availability and marketing statistics to businesses and residents. The Office served as a liaison between businesses /individuals and local, state, and federal agencies that offers business assistance programs, business financing, and land development and land use regulations and permitting. The Office also provided data and services to the community on matters of interest and concern to businesses, and monitors local economic indicators and labor market statistics, local development plans and other useful data. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 subprogram 7300 Expended Appropriated Dept Request Recommended Appropriated 7310 F,conomic 0 Expenses 10,661 118,385 Development Program Totals $68,257 $209,001 $188,200 $63,590 $76,181 Compensation $57,596 $90,616 $83,850 $58,240 $19,480 Benefits 0 0 0 0 0 Expenses 10,661 118,385 104,350 5,350 56,701 Town Funded Expenses $68,257 $209,001 $188,200 $63,590 $76,181 General Fund $66,698 $209,001 $188,200 $63,590 $76,181 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $66,698 $209,001 $188,200 $63,590 $76,181 X11- 19 Subprogram: Economic Development Element: 7310 Economic Development Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICE The Economic Development Office collaborated with Planning and Community Development departments to prepare redevelopment scenarios, zoning and financial analyses, and overall master planning toward successful reuse of the 90 -acre Raytheon property, to ensure that the Town's goals for the site are achieved. The Economic Development Office facilitated a Lexington Business Partnership roundtable, represented by a core group of 18 businesses. Goals of the Partnership included providing businesses with a voice and better representation in the community and with town government, serving as a forum to relay ideas from the business community back to town officials, and enhancing the value and desirability of the community by supporting current commercial and industrial businesses. The Economic Development Officer addressed tourism issues and provided staff support to the Tourism Committee, charged with identifying and implementing actions that encourage economic development through tourism. The Liberty Ride Tourist Shuttle received funding for a second year in the FY 04 budget. Additionally, the Economic Development Officer was involved in revitalization efforts in Lexington Center and served as staff support to the Lexington Center Committee, which fosters vitality in the Center through programmatic events, physical improvements and promotional information. The Economic Development Officer worked with the Chamber of Commerce and Lexington Retailers Association regarding programs and events that involve the business community and strengthen the local economy. HIGHLIGHTS • Continued small business workshop series: "Writing a Business Plan," "Salesmanship," & "Forecasting Cash Flow." • Conducted zoning and financial analysis of redevelopment scenarios for (former) Raytheon property. • Updated information package on business assistance providers and other promotional materials. • Conducted major update to the database of Lexington businesses. • Assisted with program development for a year two of the Liberty Ride Shuttle. BUDGET ISSUES: • Requested funding not in the final FY 2004 Recommended Budget included $10,000 for continuation of a tourism - related signage improvements program and $20,000 for Center Committee projects. • Economic Development function was discontinued as a result of the June 2 failed override vote. • An appropriation of $76,181 to underwrite a second year of the Liberty Ride was added during Town Meeting. Program revenues may recoup these funds by the end of the fiscal year. STAFFING: 1 Economic Development Officer position eliminated due to failure of the override FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $57,596 $90,616 $83,850 $58,240 $19,480 Benefits 0 0 0 0 0 Expenses 10,661 118,385 104,350 5,350 56,701 Town Funded Expenses $68,257 $209,001 $188,200 $63,590 $76,181 General Fund $66,698 $209,001 $188,200 $63,590 $76,181 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $66,698 $209,001 $188,200 $63,590 $76,181 XII -21 Program: 8000 General Government Town of Lexington FY 2004Program Budget The General Government program accounts for the management of Town administrative and financial operations. This program funds the Board of Selectmen, Town Manager, Finance, Legal Counsel, and the Town Clerk's Offices. Services include executive and legislative functions, tax collection, property assessment, legal assistance, and election activities. Subprograms within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Program 8000 Expended Appropriated Dept Request Recommended Appropriated 8100 Board of $1,582,154 $1,659,298 $1,535,298 $1,445,470 Benefits 0 Selectmen $454,293 $369,494 $415,963 $360,963 $360,963 8200 Town Manager $ 332,692 $332,913 $345,586 $339,586 $339,586 8300 Town Committees $2,248,317 General Fund $1,888,279 $2,002,611 $2,198,169 $1,910,094 $1,799,646 $34,699 $34,755 $34,755 $34,755 $34,755 8400 Finance $968,269 $1,046,230 $1,117,728 $1,052,728 $991,028 8500 Town Clerk $274,850 $286,179 $348,308 $255,933 $227,805 8600 Management Information Systems $337,746 $357,610 $384,500 $314,800 $294,180 Program Totals Compensation $1,514,289 $1,582,154 $1,659,298 $1,535,298 $1,445,470 Benefits 0 0 0 0 0 Expenses 888,260 845,027 987,542 823,467 802,847 Town Funded Expenses $2,402,549 $2,427,181 $2,646,840 $2,358,765 $2,248,317 General Fund $1,888,279 $2,002,611 $2,198,169 $1,910,094 $1,799,646 Enterprise Funds 344,560 424,570 448,671 448,671 448,671 Directed Funding 0 0 0 0 0 Appropriated Resources $2,232,839 $2,427,181 $2,646,840 $2,358,765 $2,248,317 XIII -1 Program: General Government Subprogram: 8100 Board of Selectmen Town of Lexington FY 2004 Program Budget The Board of Selectmen appoint an Executive Clerk to oversee the daily operations of the Selectmen's Office, assist in the interpretation of Town By -Laws and implement Selectmen's policies and procedures. In addition, staff gives assistance to several committees of the Town as well as the Town Counsel. This subprogram includes activities in the Board of Selectmen's Office, Legal Counsel, and the production of the Town's Annual Report. See Board of Selectmen Mission Statement, Goals and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 8100 Expended Appropriated Dept Request Recommended Appropriated 8110 Board of $225,000 8130 Town Report $5,966 $6,000 Selectmen Admin. $123,327 $138,494 $159,963 $129,963 $129,963 8120 Legal $325,000 $225,000 $250,000 $225,000 $225,000 8130 Town Report $5,966 $6,000 $6,000 $6,000 $6,000 Program Totals Compensation $67,974 $64,404 $75,813 $60,813 $60,813 Benefits 0 0 0 0 0 Expenses 386,319 305,090 340,150 300,150 300,150 Town Funded Expenses $454,293 $369,494 $415,963 $360,963 $360,963 General Fund $363,699 $365,339 $411,250 $356,250 $356,249 Enterprise Funds 3,450 4,155 4,713 4,713 4,714 Directed Funding 0 0 0 0 0 Appropriated Resources $367,149 $369,494 $415,963 $360,963 $360,963 XIII -3 8100 Board of Selectmen - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The Board of Selectmen is a representative policy making body. It is the mission of the Board to work together in a collegial way that is respectful of the full range of views, not only of the Board itself, but the entire community. The Board is committed to assuring that all of those views are fairly heard, presented in a way that is open and honest and in a way that brings together a wider group of people and move forward together for the good of the community. FY2003 statistics indicate the best data for the current year FY2004 statistics indicate projected goals for the upcoming year XIII -4 Subprogram: Board of Selectmen Element: 8110 Board of Selectmen Admin. Town of Lexington FY 2004 Proer, DESCRIPTION OF SERVICES: The Board of Selectmen is the executive policy setting branch of Town government, as established by the Town's charter. The Board consists of five members, each elected for a three -year term, who serve without salary or financial compensation. The Selectmen are responsible for the general direction and management of the property and affairs of Town government. The Executive Clerk is appointed each year by the Board to assist the Board and to perform such duties as the Board may direct Selectmen Office staff provide support to the Board and serve as liaison between the public and the Board. They answer correspondence addressed to the Board and assist the Chairman and the Town Manager in answering the public's questions about the decisions and work of the Board. Office staff manage the licensing and permitting process for the Board (the licensing authority). These licenses include alcoholic beverage, auctioneer, cable television, common victualler, entertainment, gasoline storage, innkeeper, lodging house, theater, Class I, II and III for the sale of used cars, vehicles for hire such as common carrier, limousine and taxi cab and video game machines. Annually, the staff maintains over 250 Selectmen appointments to more than 30 committees. The Selectmen's Office notifies Lexington residents of all national, state and local elections through the warrant and prepares the warrant for the Annual and Special Town meetings. The Recording Secretary attends all regular, special and executive session meetings of the Board. The Executive Clerk keeps records of the proceedings, coordinates and carries out actions of the Board relating solely to the office of the Selectmen. HIGHLIGHTS: • In 2002 the Selectmen's Office issued licenses and permits, collecting in excess of $100,000. • Processed more than 630 trust fund transactions, including the Fund for Lexington, the LEF and Scholarship Funds and several other funds for the Trustees of Public Trusts. BUDGET ISSUES: This represents a $30,000 cut in the office's budget. STAFFING: 1 Executive Clerk 1 Part-time Recording Secretary FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $67,974 $64,404 $75,813 $60,813 $60,813 Benefits 0 0 0 0 0 Expenses 55,353 74,090 84,150 69,150 69,150 Town Funded Expenses $123,327 $138,494 $159,963 $129,963 $129,963 General Fund $132,699 $134,339 $155,250 $125,250 $125,249 Enterprise Funds 3,450 4,155 4,713 4,713 4,714 Directed Funding 0 0 0 0 0 Appropriated Resources $136,149 $138,494 $159,963 $129,963 $129,963 XIII -5 Subprogram: Board of Selectmen Element: 8120 Legal Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Board of Selectmen appoints a Town Counsel to provide legal service to Town departments and committees and to represent the Town in litigation. The Town currently contracts for legal representation with the Boston law firm of Palmer & Dodge LLP. Town Counsel prepares and reviews contracts and other legal documents for Town departments and committees. The Town uses legal counsel to handle a variety of matters. Town Counsel also prepares the articles for the Town Meeting Warrant and attends the Town Meeting and all meetings of the Board of Selectmen. Town Counsel reports on the status of all litigation affecting the Town in the Annual Town Report. HIGHLIGHTS: • Litigation involving land use issues and contractual disputes arising out of major construction projects continues to consume a significant amount of time. In addition, there appears to be arising number of tort claims against the Town. • Review of regulations of various boards and review of contracts were performed with the objective of avoiding potential litigation. BUDGET ISSUES: None STAFFING: None FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 325,000 225,000 250,000 225,000 225,000 Town Funded Expenses $325,000 $225,000 $250,000 $225,000 $225,000 General Fund $225,000 $225,000 $250,000 $225,000 $225,000 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $225,000 $225,000 $250,000 $225,000 $225,000 XIII -6 Subprogram: Board of Selectmen Element: 8130 Town Report Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Town's Annual Report provides information on the activities of Town departments, boards and committees, and provides financial information on the Town. Publication of the Town Report is required by State law and the Town's General By -Laws. The Town Report Committee, comprised of volunteers and appointed by the Board of Selectmen, produces the Report with the help of the departments, boards and committees. The Committee gathers information, edits drafts, proofreads final copies, and prepares a camera -ready copy for publication. Staff in the Town Manager's Office provides review and editorial assistance. The Town Report is completed in March of each year. Copies are distributed annually at Town Meeting and are also available, free of charge, at the Town Office Building, Cary Library, and the Lexington Senior Center. The Town Report is also posted on the town's web page. BUDGET ISSUES: Financial constraints will force a reduction in the number of printed copies available to the public. STAFFING: Staff support for this element is provided by various departments and committees. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 5,966 6,000 6,000 6,000 6,000 Town Funded Expenses $5,966 $6,000 $6,000 $6,000 $6,000 General Fund $6,000 $6,000 $6,000 $6,000 $6,000 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $6,000 $6,000 $6,000 $6,000 $6,000 XIII -7 Program: General Government Subprogram: 8200 Town Manager Town of Lexington FY 2004 Program Budget The Board of Selectmen appoints the Town Manager to oversee the daily operations of the Town, advise and administer the policies and procedures of the Board, and enforce Town by -laws and actions passed at Town Meeting. The Manager's authority and responsibilities are established in the Selectmen -Town Manager Act of 1968. The Town Manager is the Chief Executive Officer of the Town. The Town Manager submits to the Board of Selectmen a proposed annual budget that includes revenue, expense, and tax rate projections for the upcoming fiscal year. The Manager and staff also submit a Capital Budget and a five -year Capital Improvement Plan to the Board on an annual basis. Staff in the Town Manager's Office is responsible for managing the personnel and risk management functions of the Town. See the Town Manager Mission Statement Goals and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 subprogram 8200 Expended Appropriated Dept Request Recommended Appropriated 8210 Organizational Direction and Administration $293,853 $292,800 $303,656 $297,656 $297,656 8220 Human Resources $ 38,839 $40,113 $41,930 $41,930 $41,930 Program Totals Compensation $317,369 $318,246 $330,919 $324,919 $324,919 Benefits 0 0 0 0 0 Expenses 15,323 14,667 14,667 14,667 14,667 Town Funded Expenses $332,692 $332,913 $345,586 $339,586 $339,586 General Fund $277,464 $274,353 $276,469 $270,469 $270,469 Enterprise Funds 45,821 58,560 69,117 69,117 69,117 Directed Funding 0 0 0 0 0 Appropriated Resources $323,285 $332,913 $345,586 $339,586 $339,586 XIII -9 8200 Town Manager's Office - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The employees of the Town Manager's Office respond to the needs of our community. We are committed to providing quality and innovative service in a supportive and creative environment. We work cooperatively with the citizens and municipal employees of Lexington in setting the direction for the Town organization. OBJECTIVES Internal newsletter - Continue to provide a newsletter for Town employees that informs employees about issues regarding the Town operation, provides informal news about others within the organization and promotes enjoyment and camaraderie among employees. Service Request Form - Continue using a standard form and procedure to communicate with the appropriate departments in order to respond to citizen requests. Organizatioml Communication - Work with the Senior Management Team, Management Strategies Group and the Employee Strategies Group to identify ways to ensure consistent and effective communication throughout the organizational hierarchy. Website - Maintain an up -to -date TMO webpage. Intranet - Contribute to an intranet for Town employees, so that employees have easy access to pertinent information and an avenue to communicate informally with their peers. Staff Support - Provide the necessary support and assistance to Town boards and committees. Publications -Develop and follow an updating schedule for the following publications, and make them available in the office and/or on the website: The Annual Town Report, Services Directory, Booklet of Fees and Charges, Annual Operating and Capital Budgets, 2020 Vision Reports, and The Citizens' Guide. OBJECTIVES Budget Process -In collaboration with the Finance Department, develop a plan for integrating the budget development process into overall management of resources throughout the organization. High Performance Team Approach - Empower the Management Strategies Group and Employee Strategies Group to identify ways to improve and enhance the current service delivery systems for Town operations Maximize cross - functional opportunities for employees to participate in team approaches to problem solving Lexington 2020 Vision Strategic Planning Process - Engage Senior Management Team in connecting the 2020 Vision plan to the budget and organizational work plans. Project Management -Support organizational efforts to enhance and standardize project management techniques for planning, approving, implementing, monitoring, and closing out organizational projects. Performance Measurement - Ensure that systems exist for collecting data, tracking, monitoring and reporting on departmental performance measures.(M FY2003 statistics indicate the beet data for the current yea. FY2004 statistics indicate projected goals for the upco yea. X111- 10 OBJECTIVES Employee Training -Focus training resources on organizational needs, in particular project management, performance measurement, diversity and internal leadership development. Employee Benefits & Wages - Maintain an equitable and competitive structure of employee compensation and benefits and distribute information to the Board of Selectmen, Senior Management Team and Town employees. Employee Retention -Reduce the regular employee turnover rate to 7 percent. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of employees served Workload 350 346 347 307 Number of benefit eligible employees who turnover Efficiency 35 31 17 21 Regular (benefit eligible) employee turnover rate Outcome 10% 9%(+) 5 %( +) Safety Program - Maintain the number of Workers' Compensation lost time cases at 23 or fewer. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of Workers' Compensation lost time cases Workload 19 23 25 23 Percent decrease in Workers' Compensation cases Outcome - (21 %) ( -) (9 %)- Health and Wellness Program - Maintain the ratio of sick leave hours used at 1 per 36 hours worked. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Ratio of sick leave hours used to total hours worked Outcome 1:30 1:36 ( +) 1:36 1:36 in the organization Recruitment -Reduce the average number of days to recruit and screen for a position to 24 days. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of position recruitments conducted Workload 38 31 20 20 Average number of days to recruit and screen for a Efficiency 26 25 17 17 position Percent decrease in average number of recruiting days Outcome - 4%(+) 32 %( +) OBJECTIVES Recruitment Diversity - Increase percentage of applicants that meet EEOC guidelines. Mentoring - Support a mentoring program for and by employees to help support staff and to assist in the retention of employees. Diversity Behavior Incentive -Modify the employee performance tool to expand on relationships with others. Engaging Employees in Diversity Issues -Continue to identify different ways to engage employees in thinking and behaving toward others in ways that welcome diversity. FY2003 statistics indicate the beet data for the current yea. FY2004 statistics indicate projected goals for the upco yea. XIII -11 8200 Town Manager's Office - Mission Statement, Goals & Objectives, Performance Measures Subprogram: Town Manager Element: 8210 Organizational Direction and Admin. Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Town Manager is appointed by the Board of Selectmen to oversee the daily operations of the Town, advise and administer the policies and procedures of the Board, and enforce Town by -laws and actions passed at Town Meeting. The Town Manager submits to the Board of Selectmen a proposed annual operating budget, also a capital budget and five -year capital improvements program. The Manager's authority and responsibilities are established in the Selectmen -Town Manager Act of 1968. The organization's high performance culture involves senior managers with the Town Manager in setting the direction and making decisions for the organization. The Town Manager and members of the Senior Management Team collaboratively define mission, set goals and objectives, and produce and measure results. The organization is assisted by a Management Strategies Group representing middle management, an Employee Strategies Group representing rank and file employees, and numerous cross - functional project teams. Staff in the Town Manager's Office provide information, research, analysis, coordination, technical assistance, and materials to other departments, boards, committees, and the public. HIGHLIGHTS: The High Performance Team concept has been introduced to all municipal employees. Employees continue to be engaged in training and team based projects that cross traditional lines and hierarchies, for example: • Communications Team composed of municipal and school department staff is working to provide town -wide information to the public via newspaper articles and the website. This group also prepared a brochure about programs at risk on the override, and provided editorial review for a Service Impact Brochure explaining the reductions. • A Downsizing Team consisting of representatives of several departments met with Personnel Advisory Board members to develop plans and schedules for implementing staff reductions if the June 2 override should fail. These plans were implemented when the override failed. • The No Place for Hate Steering Committee was created to assist with and help set a community standard of respect for diversity and anti -bias efforts both within the town organization and in the larger community. • Project Management Steering Committee is coordinating a process for implementing project management within the organization, including employee training and procedures for authorizing new projects. • Budget Team provides necessary coordination among the Town Manager's Office, the Finance Department, and the School Department in producing the Town's annual budget. • Bridging traditional hierarchies continued in FY 2003 with a series of teambuilding sessions involving senior managers from School and Town departments. BUDGET ISSUES: The collaborative spirit that has guided the budget preparation process in recent years is being challenged in the wake of the failed override. The FY2005 budget process promises to be even more difficult, and will demand the combined efforts of staff and elected and appointed officials. Maintaining a high performance culture under the stress of implementing staff reductions and identifying potential future cuts will require the focused attention of the entire organization. STAFFING: 1 Town Manager 1 Office Manager/Executive Secretary 1 Assistant Town Manager 1 Management Analyst FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $280,781 $280,800 $291,656 $285,656 $285,656 Benefits 0 0 0 0 0 Expenses 13,072 12,000 12,000 12,000 12,000 Town Funded Expenses $293,853 $292,800 $303,656 $297,656 $297,656 General Fund $238,206 $234,240 $234,539 $228,539 $228,539 Enterprise Funds 45,821 58,560 69,117 69,117 69,117 Directed Funding 0 0 0 0 0 Appropriated Resources $284,027 $292,800 $303,656 $297,656 $297,656 XIII -13 Subprogram: Town Manager Element: 8220 Human Resources Town of Lexington FY 2004 DESCRIPTION OF SERVICES: Staff members in the Town Manager's Office are responsible for managing the personnel, benefits, and risk management functions of the Town. These include the formulation and implementation of personnel guidelines, collective bargaining, compensation administration, recruitment, workers' compensation, police /fire medical administration, and unemployment benefits. Personnel records are managed and maintained by staff in this office. The staff administers the Town's Employee Benefits program, and supplements the administrative oversight of the Treasury Management operation. The Town Manager appoints new employees and determines employee compensation. In addition, the Manager negotiates all contracts with the Town's union employees. HIGHLIGHTS: • The Town Manager's Office received 31 recruitment requests in FY02 and 20 requests in FY03. • In FY 03 through the efforts of a cross - departmental team a mentoring program was developed for newer employees. • The Town Manager's Office arranged training in project management, unemployment insurance, workers' compensation, Myers Briggs Type Indicators, and diversity. • The Town Manager's Office provides a comprehensive orientation program to all new hires for the town. • The Town Manager's Office has in place an exit interview process for all retiring/departing employees. • Wellness Program entered its fourth year with a variety of monthly health programs for employees as well as the annual Wellness Day in May. • The Town Manager's Office provided staff assistance to the Personnel Advisory Board. BUDGET ISSUES: • The Town Manager's Office worked with the Personnel Advisory Board and Senior Management Team to develop and implement a downsizing plan in the event of a failed over ride vote. • The Economic Development Officer position was removed from the FY04 budget as a result of the over ride vote, limited economic development will be handled from the Town Manager's office. • Budget issues related to the failed over ride will become evident during the FY04 year. STAFFING: 1 Human Resources Generalist 1 Department Clerk 1 Benefits Manager (Wages for staff support for benefits and insurance programs appear in the General Insurance Element) FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $36,588 $37,446 $39,263 $39,263 $39,263 Benefits 0 0 0 0 0 Expenses 2,251 2,667 2,667 2,667 2,667 Town Funded Expenses $38,839 $40,113 $41,930 $41,930 $41,930 General Fund $39,258 $40,113 $41,930 $41,930 $41,930 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $39,258 $40,113 $41,930 $41,930 $41,930 XIII -14 Program: General Government Subprogram: 8300 Town Committees Town of Lexington FY 2004 Program Budget The Town Committee subprogram includes the Appropriations Committee, Miscellaneous Boards and Committees, and Public Celebrations Committee elements. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 8300 Expended Appropriated Dept Request Recommended Appropriated 8310 Appropriations Committees $8,838 $8,755 Committee $951 $1,000 $1,000 $1,000 $1,000 8320 Misc. Boards and Committees $8,838 $8,755 $8,755 $8,755 $8,755 8330 Public Celebrations Committee $24,910 $25,000 $25,000 $25,000 $25,000 Program Totals Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 34,699 34,755 34,755 34,755 34,755 Town Funded Expenses $34,699 $34,755 $34,755 $34,755 $34,755 General Fund $34,755 $34,755 $34,755 $34,755 $34,755 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $34,755 $34,755 $34,755 $34,755 $34,755 XIII -15 Subprogram: Town Committees Element: 8310 Appropriations Committee Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Appropriations Committee is a nine- member board appointed by the Town Moderator. Members are appointed to three -year overlapping terms. The Committee's charge is to evaluate fiscal policies and priorities set by the Board of Selectmen for Town Meeting. The Committee advises Town Meeting members on financial proposals, analyzes operating budget proposals, makes fiscal projections, and reviews funding for proposed capital improvements. In addition, the Committee's approval is required to use reserve funds for unanticipated operating costs (see element 2310, "Reserve Fund," for details). In addition to its statutory responsibilities, the Committee has been involved in promoting a clear and accurate presentation of financial information to members of Town Meeting. The committee also encourages the timely distribution of financial information to Town Meeting members and other decision makers. They are responsible for maintaining relationships with regional and statewide organizations devoted to exploring solutions to municipal finance and budgeting problems. This budget request funds the production of both the Appropriation Committee and Capital Expenditure Committee reports to Town Meeting and attendance at an annual finance committee conference. HIGHLIGHTS: None BUDGET ISSUES: None STAFFING: The Comptroller is an Ex Officio (non - voting) member of the Committee. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 951 1,000 1,000 1,000 1,000 Town Funded Expenses $951 $1,000 $1,000 $1,000 $1,000 General Fund $1,000 $1,000 $1,000 $1,000 $1,000 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $1,000 $1,000 $1,000 $1,000 $1,000 XIII -17 Subprogram: Town Committees Element: 8320 Nlisc. Boards and Committees Town of Lexington FY 2004 Program Budg DESCRIPTION OF SERVICES: The Miscellaneous Boards and Committees program funds expenses of boards and committees not individually supported through departmental operating budgets. Among the committees receiving funding are the Arts Council, Youth Commission, Human Services Committee, No Place for Hate Steering Committee, Capital Expenditures Committee, Historical Commission, and 2020 Vision. This program provides funding for committee reports, town newsletter and youth awards. HIGHLIGHTS: • Funding to print and mail Tree and Noise By -laws to all residents • Funds for printing Historical Commission manual • Printing and copier supplies for Town Meeting materials • Funding for various committees' legal notices • Funding for Study Circle Project materials and supplies BUDGET ISSUES: None STAFFING: Staff support for this element is provided by the Town Manager's Office. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 8,838 8,755 8,755 8,755 8,755 Town Funded Expenses $8,838 $8,755 $8,755 $8,755 $8,755 General Fund $8,755 $8,755 $8,755 $8,755 $8,755 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $8,755 $8,755 $8,755 $8,755 $8,755 XIII -18 Subprogram: Town Committees Element: 8330 Public Celebrations Committee Town of Lexington FY 2004 Prog DESCRIPTION OF SERVICES: The Town holds public celebrations for Patriots' Day, Veterans' Day, and Memorial Day. There are two parades held on Patriots'Day, one on Veterans' Day, and one on Memorial Day. The Public Celebrations Committee, a volunteer body of ten members appointed by the Board of Selectmen, plans these celebrations. A four- member subcommittee also assists in the planning of Town celebrations. The Public Celebrations Committee oversees a reenactment of the Battle of Lexington on the Lexington Battle Green on Patriots' Day. The reenactment attracts well over 12,000 spectators each year and is nationally recognized for its historical authenticity. The Celebrations Committee also directs and coordinates numerous other Patriots' Day activities, including a Youth of Lexington Sunrise Parade from East Lexington to the Battle Green, a five -mile run sponsored by the Lions Club, the reenactment of Paul Revere's arrival in Lexington from Boston, and an afternoon parade. On Memorial Day and Veterans' Day, the Committee holds services, flag - raising ceremonies, and parades to honor the men and women who have served in the armed forces. HIGHLIGHTS: BUDGET ISSUES: • Town funding accounts for only a portion of the total cost of these celebrations. Most of the costs are covered through citizen contributions, corporate sponsors, and private donations. STAFFING: Staff support for the Public Celebrations Committee is provided by the Town Manager's Office. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 24,910 25,000 25,000 25,000 25,000 Town Funded Expenses $24,910 $25,000 $25,000 $25,000 $25,000 General Fund $25,000 $25,000 $25,000 $25,000 $25,000 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $25,000 $25,000 $25,000 $25,000 $25,000 XIII -19 Program: General Government Subprogram: 8400 Finance Town of Lexington FY 2004 Program Budget The Finance Department oversees the financial operations for the Town. This department includes the offices of the Assessor, Comptroller, Procurement, Revenue and Retirement. See the Finance Department Mission Statement, Goals and Objectives on the next page. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 8400 Expended Appropriated Dept Request Recommended Appropriated 8410 Comptroller 0 Expenses 194,484 219,900 $466,675 $527,204 $538,598 $473,598 $473,598 8420 Revenue 8430 Assessor Program Totals $262,134 $275,305 $289,277 $289,277 $261,309 $239,460 $243,721 $289,853 $289,853 $256,121 Compensation $773,785 $826,330 $857,828 $792,828 $731,128 Benefits 0 0 0 0 0 Expenses 194,484 219,900 259,900 259,900 259,900 Town Funded Expenses $968,269 $1,046,230 $1,117,728 $1,052,728 $991,028 General Fund $674,608 $739,401 $799,015 $734,015 $672,315 Enterprise Funds 254,801 306,829 318,713 318,713 318,713 Directed Funding 0 0 0 0 0 Appropriated Resources $929,409 $1,046,230 $1,117,728 $1,052,728 $991,028 XIII -21 8400 Finance Department - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: It is the mission of the Finance Department to provide accurate and timely financial services and information to citizens and all other customers while adhering to applicable laws and regulations. We will accomplish this through the use of current and future technologies as well as staff development. OBJECTIVES Achieve at least a 99% accuracy rate when processing accounts payable checks. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of accounts payable checks (bi- weekly) Workload 550 582 580 580 Number of invoices(bi- weekly) Workload 1,100 1,195 1,200 1,200 Average time to process accounts payable checks Efficiency 4 days 4 days 4 days 4 days % of accounts payable checks processed accurately Outcome 99% 99% 99% 99% Achieve a 99% accuracy rate when processing payroll checks. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of payroll checks/ direct deposit per pay - period Workload 694 897 925 950 Average time to process payroll- checks Efficiency 3 days 3 days 3 days 3 days % of payroll checks processed accurately Outcome 99% 99% 99% 99% Complete the inventory of all Town assets over a $25,000 threshold, in order to implement GASH 34 in FY2003. Train all Town departments on the new Financial System: Accounts Payable, Payroll and HR. OBJECTIVE Achieve at least a 98% collection rate on real estate tax bills and personal property tax bills. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of real estate tax bills issued Workload 43,900 43,968 44,752 44,000 Number of personal property tax bills issued Workload 3,960 3,968 3,452 4,000 Number of motor vehicle excise bills issued Workload 27,851 29,911 28,165 29,000 Cost of processing bills (mailing and printing) Efficiency $46,500 $47,000 $47,000 $48,000 Collectionrate Outcome 99% 99% 99% 99% FY2003 statistics indicate the beet data for the current yea. FY2004 statistics indicate projected goals for the upco yea. XIII -22 8400 Finance Department - Mission Statement, Goals & Objectives, Performance Measures OBJECTIVE Estimate fair and equitable values based on market data. OD Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of real estate & personal property accounts Workload 11,810 11,867 11,865 12,000 Number of abatement applications Workload 123 138 150 200 % of abatement applications Outcome 1% 1.2% 1.3% 1.7% OBJECTIVE Process Department of Motor Vehicle abatements based upon vehicular transfers. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of DMV accounts * ** Workload 22,968 23,174 23,117 23,000 Number of abatments Workload 1,009 1,210 1,100 1,100 % of abatement applications Outcome 4.4% 5.2% 4.8% 4.8% ** *Number of DMV accounts includes first commitment of year only OBJECTIVE To conduct property inspections for permits, abatements, sales analysis, and routine neighborhood evaluations. QP Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Inspectiongoals Workload 1,000 1,000 1,000 1,000 Actual inspections Workload 982 1,090 1,000 1,000 % completed Outcome 98% 109% 100% 100% OBJECTIVE Working in conjunction with the Library, School Department, Town Manager's Office and the Department of Public Works, provide the financial management supports needed to complete the Library Renovation Project and the Elementary School Project on time and within budget. OBJECTIVES To continue to use the budget document as an informational tool to describe and explain the Town's fiscal process. Provide the public with greater access to the Town Manager's Proposed Budget by posting it each year on the Town's Website. Continue to further develop and refine the internal budget process to both improve communication and increase efficiency. QD In order to broaden our information sharing efforts, post the Official Statement of debt issuance for large projects such as the Secondar School Project on the Town's Website. '® FY2003 statistics indicate the beet data for the current yea. FY2004 statistics indicate projected goals for the upco yea. XIII -23 Subprogram: Finance Element: 8410 Comptroller Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Board of Selectmen appoints a Comptroller to fulfill the statutory responsibilities of this position. The Manager appoints the Finance Director to manage the financial operations of the Town. The Comptroller/Finance Director oversees property assessment, revenue collection, the Town's retirement plan, purchasing and billing for property taxes and water /sewer services. The Comptroller's staff manages the payment of bills and payroll, maintains accounting records, prepares financial reports for all departments, and participates in an annual audit of financial operations. The Comptroller/Finance Director serves on the Appropriations Committee as secretary and non - voting member, provides staff support for Committee activities. The Comptroller/Finance Director also serves as Ex Officio member of the Retirement Board. HIGHLIGHTS: The Comptroller's Office, specifically the Assistant Finance Director /Town Accountant, has been heavily involved in the financial system conversion, which was funded at the 2001 Annual Town Meeting. During Fiscal 2002, staff converted the General Ledger, Accounts Payable, Procurement, Real Estate, Personal Property and Motor Vehicle Excise Accounts Receivable along with the Payroll application. The major conversion yet to be completed is the Water & Sewer billing application. BUDGET ISSUES: One position has been eliminated. The duties of the Budget Officer and Procurement Officer have been redistributed amongst the remaining staff. STAFFING: 1 Finance Director /Comptroller 1 Assistant Finance Director /Town Accountant 1 Retirement Administrator 1 Chief Procurement Officer/Budget Officer 1 Financial Clerk 1 Staff Accountant FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $348,511 $393,004 $404,398 $339,398 $339,398 Benefits 0 0 0 0 0 Expenses 118,164 134,200 134,200 134,200 134,200 Town Funded Expenses $466,675 $527,204 $538,598 $473,598 $473,598 General Fund $284,113 $342,683 $350,089 $285,089 $285,089 Enterprise Funds 150,878 184,521 188,509 188,509 188,509 Directed Funding 0 0 0 0 0 Appropriated Resources $434,991 $527,204 $538,598 $473,598 $473,598 XIII -25 Subprogram: Finance Element: 8420 Revenue Town of Lexington FY 2004 DESCRIPTION OF SERVICES: The Revenue Officer, acting as the Town's Tax Collector and Treasurer, is appointed by the Town Manager and supervised by the Comptroller/Finance Director. The Revenue Officer issues over 100,000 bills each fiscal year, including real estate and personal property taxes (quarterly), motor vehicle excise tax (annually) and water and sewer charges (semi - annually). Revenue office processes parking ticket payments and issue refunds for abatements granted by the Board of Assessors. The office pursues timely collection of all bills and maintains a collection rate of over 98% of property tax bills. The Revenue Officer establishes and maintains Tax Title accounts on significantly delinquent real estate tax accounts. As Treasurer, the Revenue Officer is responsible for the receipt, investment and disbursement of all Town funds. Revenue Office staff manages all town bank accounts, conducts both short term and long term borrowing for the Town and invests available funds. Revenue Office staff members also manage School Student Activity Accounts, specialized bank accounts set up for each elementary and secondary school for the processing of collection and spending of funds supplied by the students for their extracurricular activities. HIGHLIGHTS: • New Securities and Exchanges Commission (SEC) regulations require significantly increased disclosure for debt issuance. The Revenue Officer, with the Comptroller's Office, continues to produce Official Statements for all debt issuance including short-term borrowing. BUDGET ISSUES: One position was eliminated in Fiscal 2004. The duties have been redistributed amongst the remaining staff. This may result in a slight delay in response time for inquiries requested. STAFFING: 1 Revenue Officer 1 Administrative Assistant 1 Department Account Clerk 1 Financial Clerk 1 Account Clerk FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $212,953 $221,005 $234,977 $234,977 $207,009 Benefits 0 0 0 0 0 Expenses 49,181 54,300 54,300 54,300 54,300 Town Funded Expenses $262,134 $275,305 $289,277 $289,277 $261,309 General Fund $161,899 $165,183 $173,566 $173,566 $145,598 Enterprise Funds 98,949 110,122 115,711 115,711 115,711 Directed Funding 0 0 0 0 0 Appropriated Resources $260,848 $275,305 $289,277 $289,277 $261,309 XIII -26 Subprogram: Finance Element: 8430 Assessor Town of Lexington FY 2004 DESCRIPTION OF SERVICES: The Assessor's Office is responsible for the valuation of Lexington's real and personal property. The Town Assessor is appointed by the Town Manager and supervised by the Comptroller/Finance Director. The Town Manager also appoints a three- member Board of Assessors to review requests for abatements, approve tax exemptions, and provide policy guidance regarding the operations of the Assessor's Office. The Assessing staff collect, compile, and verify data for the valuation of all real estate and personal property. According to Massachusetts General Laws, assessments must undergo a recertification program every third year that is audited and certified by the Department of Revenue (D.O.R.). Additionally, Lexington annually updates the values. The updated values must be approved by the D.O.R each year. Values are adjusted annually to reflect market value as of the assessment date. The date of assessment for Fiscal 2003 is January 1, 2002 and the year of analysis is 2001. For residential properties, sales in 2001 were considered for valuation purposes. For commercial properties, income and expense information and sales from 2001 were analyzed. HIGHLIGHTS: • The office continues to update and verify an extensive database comprised of information on all real estate within the Town. This information is available to the public by a computer located in the Assessor's Office. • The Growth in Fiscal 2003 is as follows: Residential property accounted for $889,857, Commercial/Industrial property was $47,168 and Personal Property was $413,023 for a Grand Total of $1,350,048. • In fiscal year 2003, the staff assessed 10,540 residential and 471 commercial /industrial properties as well as 854 personal property accounts. The staff also administers approximately 30,000 auto excise accounts. BUDGET ISSUES: The staffing levels indicate the loss of one position in Fiscal 2004. The duties have been assigned to the remaining staff. Response to inquiries may be delayed. STAFFING: 1 Town Assessor 1 Residential Appraiser /Analyst 1 Administrative Assistant 1 Property Inspector FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $212,321 $212,321 $218,453 $218,453 $184,721 Benefits 0 0 0 0 C Expenses 27,139 31,400 71,400 71,400 71,400 Town Funded Expenses $239,460 $243,721 $289,853 $289,853 $256,121 General Fund $228,596 $231,535 $275,360 $275,360 $241,628 Enterprise Funds 4,974 12,186 14,493 14,493 14,493 Directed Funding 0 0 0 0 0 Appropriated Resources $233,570 $243,721 $289,853 $289,853 $256,121 XIII -27 Program: General Government Subprogram: 8500 Town Clerk Town of Lexington FY 2004 Program Budget The Town Clerk, assisted by staff members, serves as the Town's recording officer, registrar of vital statistics, licensing officer, chief election officer, and public records officer. The Town Clerk also serves as a member of the four- member Board of Registrars. See the Town Clerk Mission Statement, Goals and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 subprogram 8500 Expended Appropriated Dept Request Recommended Appropriated 8510 Town Clerk Administration $166,839 $167,184 $174,463 $168,463 $140,335 8520 Board of Registrars $18,915 $23,125 $23,125 $23,125 $23,125 8530 Elections $78,181 $83,370 $62,220 $62,220 $62,220 8540 Records Management $10,915 $12,500 $88,500 $2,125 $2,125 Program Totals Compensation $209,020 $220,784 $235,458 $203,458 $175,330 Benefits 0 0 0 0 0 Expenses 65,830 65,395 112,850 52,475 52,475 Town Funded Expenses $274,850 $286,179 $348,308 $255,933 $227,805 General Fund $232,097 $286,179 $348,308 $255,933 $227,805 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $232,097 $286,179 $348,308 $255,933 $227,805 XIII -29 8500 Town Clerk - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The Office of the Town Clerk strives to serve as a primary provider of information and quality services to the community, working cooperatively and in coordination with departments and groups while performing a variety of responsibilities to achieve established goals and comply with state and local statutes. OBJECTIVES Achieve a good or better satisfaction rating from 95% of voters on the election services under the oversight of the Town Clerk's Office. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of elections conducted Workload 3 3 4 2 Percentage of voters rating elections services as good Outcome - 99%(+) 99% 99% or better. 10 Conduct Election Officer outreach efforts and provide voter and officer education. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of outreach efforts Workload 3 3 3 3 Number of election officers appointed Efficiency 136 142 148 153 Percent increase of election officers appointed Outcome - 4.41%(+) 4.22% 3.34% 10 Increase first -time voter registrants in the Town annually by 5 %. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of first -time voter registrations Workload 2,133 655 1329 1475 Percent increase in first -time voter registrations Outcome - -69.29%(-) 100% 110% 10 Promote voter registration for 18 -22 year -olds via outreach to high school students. QD Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of persons 18 -22 years old Workload 1772 2065 1928 2000 Number of persons 18 -22 yrs registered to vote Workload 868 951 1075 1352 Percent of persons 18 -22 yr; registered to vote Outcome 49% 46%(-) 56% 67% Promote municipal /school liaison for ongoing assessment of poll facilities in response to building renovation proj ects. OBJECTIVE Communicate licensing and registration information and requirements to licensees and registrants clearly and concisely to promote timely licensing and registration. 10 Manage collection, compilation and maintenance of licensing, registrations, certification: and filing information and data to ensure accurate basis for immediate and long -tern access. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of vital events recorded Workload 730 701 675 665 Number of filings Workload 2,045 1,800 1,970 2,000 FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. XIII -30 8500 Town Clerk - Mission Statement, Goals & Objectives, Performance Measures OBJECTIVE Enhance materials and information provided to elected officials regarding public meeting requirements and the means by which meeting notices, agendas and minutes serve as a means of communication among boards, committees, departments and residents. '® Implement board/committee inventorying and coordination of filing formal minutes for long -term access. 10 Maintain postings to Public Meeting calendar to provide for most current listings. +® Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of Boards and Committees Workload 72 75 79 85 Number of Boards and Committees compiling minutes Efficiency - - - 50 for long -term accessibility. Percent of Boards and Committees compiling minutes Outcome - - - 60% for long -term accessibility Workload Number of Boards and Committees minutes filed. Efficiency 0 0 0 50 Workload Number of public meetings filed and posted on web Efficiency 920 950 999 1050 10 Promote Lexington's history through preservation of historical records and manuscripts. (00 Promote and coordinate collaborative efforts between municipal departments, historical society and historical commission regarding collections and coordination of resources. QD Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Y of record units to be treated/archived/preserved Workload - - - - Qumber of record units treated/archived/preserved Efficiency 8 8 4 ?ercent of record units treated/archived/preserved Outcome - - - - 10 Coordinate municipal census information and initiatives with other municipal /school efforts to increase census response rate. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Dumber of census fors mailed Workload 10,832 10,935 10,935 10,935 'ercentage of households responding to census Outcome 88% 95%(+) 95% 95% Manage, incoordination with MIS, Electronic Documents Project to address priorities and develop plan for archiving electronic documents and computer generated data. 0- Review, organize and prioritize indexing archived records of the Town Clerk's Office. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 ,, umber of records to be organized and archived Workload survey tool being developed ,, umber of records organized and archived Efficiency data being compiled* 'ercentage of records organized and archived Outcome 20% 40%(+) 50% Continue coordination and training for information management efforts among Town departments. 10 Conduct needs assessments for vaults, off -site storage and records preservation, and develop long -range implementation plan. Coordinate Records Management efforts to develop microfilming /digitizing procedures for archiving electronic data. FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. XIII -31 Element: 8510 Town Clerk Administration Subprogram: Town Clerk Town of Lexington FY 2004 _ DESCRIPTION OF SERVICES: The Town Clerk acts as the Town's recording officer, registrar of vital statistics, and licensing officer. The Clerk certifies official actions of the Town, including Town Meeting legislation and appropriations, signs notes for borrowing and certifies official documents with the Town Seal. The Clerk also registers all vital events within Lexington, records and preserves birth, marriage and death records to provide a basis for the Commonwealth's central vital records system. The Clerk administers the oath of office to elected and appointed members of local committees and boards, provides access to public records, provides certified copies of vital records and assists with genealogical research. The Clerk also maintains records of adopted municipal codes, regulations, bylaws, oaths of office, resignations and appointments, and submits general bylaws and zoning bylaws to the Attorney General of the Commonwealth for approval. The Clerk's staff issue licenses and permits and are designated as Passport Agents for the purpose of accepting applications for US Passports. Staff respond to inquiries from the public and serve as the central information point for the Town. HIGHLIGHTS: Fiscal Year 2002 • A total of 217 births, 135 marriages and 348 deaths recorded • Over 179 fish and game licenses sold • 212 businesses registered • 2,312 dogs licensed • Over 1000 US Passport applications processed BUDGET ISSUES: • Proposed Vital Statistics legislation will automate and preserve the vital records system in the Commonwealth. Enactment will increase availability of and requests for vital records. Maintenance of proposed system, and increased costs related to providing records, will be absorbed by the operating budget. • Loss of a Municipal Clerk position unfunded in FY04 budget necessitated eliminating public Notary services, terminating issuing MA Fish & Game licensing, delays in fulfilling on- demand records requests, and telephone coverage shortage both in the Town Clerk's Office and as organizational telephone default STAFFING: 1 Town Clerk 1 Administrative Assistant 1 Information Specialist FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $160,969 $159,739 $167,463 $161,463 $133,335 Benefits 0 0 0 0 0 Expenses 5,870 7,445 7,000 7,000 7,000 Town Funded Expenses $166,839 $167,184 $174,463 $168,463 $140,335 General Fund $160,812 $167,184 $174,463 $168,463 $140,335 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $160,812 $167,184 $174,463 $168,463 $140,335 XIII -33 Subprogram: Town Clerk Element: 8520 Board of Registrars Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Board of Selectmen appoints three citizens to the Board of Registrars for a three -year term. Registrars are responsible for promoting voter registration and participation, maintaining voter records, and monitoring adherence to M.G.L. election law. The Town Clerk serves as the Board's fourth member and acts as Clerk of the Board of Registrars. Staff regularly participates in the certification of ballot question petitions promulgated throughout the state. This budget element funds stipends for registrars, voter registration materials, annual town census, and the annual street list HIGHLIGHTS: • Lexington is fully operational in the State's Central Voter Registration Information System (CVR). • Expanded technological capabilities provide residency and voter information in a computerized version. • As of June 2003, there were 18,868 registered voters in Lexington, comprised of 2,843 Republican, 7,888 Democrat, 9,046 Unenrolled, 36 Massachusetts Green Party, 31 Libertarian and 976 political affiliations. • Annual Street Listing/Census was sent to over 10,800 residences BUDGET ISSUES: • Enhancement of the Central Voter Registry requires ongoing financial support for technology and enhancement of computer skills and expertise. • Costs for voter confirmation and census mailings continue to rise due to postage rate increases. STAFFING: Three Registrars appointed by the Board of Selectmen, with the Town Clerk serving as the fourth Registrar. Chairman Mary C. Abegg (D), Luanna E. Devenis (R) and Ann H. Miller (R) [replacing retiring Registrar Connie Foster (R)]. The Town Clerk's Office provides staff support. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $1,825 $1,825 $1,825 $1,825 $1,825 Benefits 0 0 0 0 0 Expenses 17,090 21,300 21,300 21,300 21,300 Town Funded Expenses $18,915 $23,125 $23,125 $23,125 $23,125 General Fund $22,575 $23,125 $23,125 $23,125 $23,125 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $22,575 $23,125 $23,125 $23,125 $23,125 XIII -34 Element: 8530 Elections Subprogram: Town Clerk Town of Lexington FY 2004 DESCRIPTION OF SERVICES: Elections in Lexington, town, state or federal, are administered by the Town Clerk's Office. Administration includes monitoring of the candidate certification process and referenda and initiative Petitions. Staff also provide information on State Campaign Finance Law, election procedures for candidates, ballot initiatives, and voter information. Town Clerk's Office staff recruit and train poll workers, prepare election materials and absentee ballot requests, and oversee election preparations in coordination with support from various town departments including Public Works and Police Department personnel. Election results are tabulated by the Town Clerk's office. HIGHLIGHTS: • Following two unscheduled elections, a May 2002 Debt Exclusion vote and a successful June 2002 Special Election overturning the vote of Town Meeting amending the General Bylaw pertaining to a trash disposal fee, three elections scheduled for FY03 included the September 2002 State Primary, November 2002 State Election and March 2003 Annual Town Election. Additionally, a Proposition 2 % Override Vote was held June 2, 2003. School and municipal building renovations continue to impact voting facilities. • Redrawn State Senate and State Representative districts became effective January 2003, electing in November 2002 the Senator in General Court from the 3` & 4"' Middlesex Districts, and Representative in General Court from the 9 d ' & 15 Middlesex Districts. BUDGET ISSUES: • This element covers election staffing, the purchase of election materials and supplies, programming for Optical Scan operation and printing of paper ballots for Town Election. Budgeted expenses do not cover unscheduled election activity occurring on a more frequent basis. • The FY04 budget changes reflect a decrease from 3 in FY03 to 2 elections in FY04 — March 2004 Annual Town Election and March 2004 Presidential Primary. • While Lexington is well served by the Accu -Vote optical scan election system implemented in March 1999, election reform at the federal level (Help America Vote Act 2002) will impact the conduct of elections in 2004. • Ongoing improvements to town facilities at which polls are located necessitate continual adjustments to polling facilities to accommodate elections and ensure voter accessibility, often incurring additional facility overtime charges. STAFFING: Staff support is provided by the Town Clerk's Office. Reduction in one staff person due to budget cuts from 2003 Override failure places a significant strain on election preparation. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $46,226 $59,220 $40,170 $40,170 $40,170 Benefits 0 0 0 0 0 Expenses 31,955 24,150 22,050 22,050 22,050 Town Funded Expenses $78,181 $83,370 $62,220 $62,220 $62,220 General Fund $36,210 $83,370 $62,220 $62,220 $62,220 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $36,210 $83,370 $62,220 $62,220 $62,220 XIII -35 Subprogram: Town Clerk Element: 8540 Archives & Records Management Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Records Management Program for the organization addresses inventory and retention of records and documents, proper maintenance and storage of records, preservation of historic documents, and public access to public records and information. Limited on -site storage and vault facilities and record retrievability needs support pursuit of electronic document management. HIGHLIGHTS: • Research, planning and initial phase -in of Electronic Document Management • Inventory of departmental records, including historical and vital records • Assessment of document preservation needs and development of Records Management Long Range Plan • Inclusion of the Zoning Bylaw and Development regulations in the updated Code of Lexington • Indexing of historic records and documents Budget reductions made prior to defeated June 2, 2003 Proposition 2 % Override vote eliminated all funding for records preservation and proposed Archivist/Records Manager position for FY04. BUDGET ISSUES: • Funding for a dedicated staff Archivist (part- time), vital in overseeing the Records Management Program, remains unfunded due to budget restrictions. • Individual departmental staffing cuts jeopardize staff availability for records management responsibilities and initiatives. • Document retention and storage requirements emphasize the role of electronic document management and permanent storage and access to microfilm versions. • Approaches and funding requirements for preservation and microfilming of documents of permanent nature, including historic documents, will determine long -term record and information management plan and help to establish town archives. All funds have been eliminated for FY04. Future funding is critical to program viability. • Vault and storage facilities require enhancement/expansion to safely maintain all town records. • Codification of the Town's ordinances requires ongoing updates, with associated costs dependent upon enacted changes in bylaws, rules and regulations, etc. FY04 funding level is not expected to cover full cost of codification update. STAFFING: The Town Clerk serves as the Records Manager, with the assistance of a Records Management Committee comprised of representatives from various Town departments. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $26,000 $0 $0 Benefits 0 0 0 0 0 Expenses 10,915 12,500 62,500 2,125 2,125 Town Funded Expenses $10,915 $12,500 $88,500 $2,125 $2,125 General Fund $12,500 $12,500 $88,500 $2,125 $2,125 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $12,500 $12,500 $88,500 $2,125 $2,125 XIII -36 Program: Management Information Sys. Subprogram: 8600 Management Information Systems Town of Lexington FY 2004 Program Budget The MIS Department plans, implements and coordinates the use of technology in government operations to meet the business and information needs of the community. See the MIS DepartmentMission Statement, Goals and Objectives on the nextpage. Elements within FY2002 FY2003 FY 2004 FY 2004 FY 2004 Subprogram 8600 Expended Appropriated Dept Request Recommended Appropriated 8610 MIS Admin. $ 296,480 $343,910 $350,800 $314,800 $280,480 8620 Webpage Dev $41,266 $13,700 $33,700 $0 $13,700 Program Totals Compensation $146,141 $152,390 $159,280 $153,280 $153,280 Benefits 0 0 0 0 0 Expenses 191,605 205,220 225,220 161,520 140,900 Town Funded Expenses $337,746 $357,610 $384,500 $314,800 $294,180 General Fund $305,656 $302,584 $328,372 $258,672 $294,180 Enterprise Funds 40,488 55,026 56,128 56,128 0 Directed Funding 0 0 0 0 0 Appropriated Resources $346,144 $357,610 $384,500 $314,800 $294,180 XIII -37 8600 Management Information Systems - Mission Statement, Goals & Objectives, Performance Measures MISSION STATEMENT: The Management Information Systems Department's mission is to provide high quality, cost effective information technology services to Town administration and staff so that they can best service citizens of the Town of Lexington. OBJECTIVES ► Upgrade and manage the Wide Area Network. GD ► Upgrade and manage the Local Area Network. ► Assure that the network is available and properly functioning during normal working hours 99.9% of the time. to wrde area of hours (weekly) wide area network is Workload 35 35 168 168 A of time wide area network is up and running Efficiency/ - 99.97% 99.9% 99.9% 1 . Outcome ► Replace remaining category 3 wiring in the Town buildings with the most economical solution Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of buildings that need rewiring Outcome 4 2 1 1 OBJECTIVES ► Offer a variety of training opportunities to all employees. I Performance Measure Measure FY2001 FY2002 FY2003 FY20041 livumoer or ummng crasses nera in ummng room WC ► Continue to support and enhance the Computer Managers' training. ?erformance Measure Measure FY2001 FY2002 FY2003 FY2004 Dumber of hours per month Computer Managers spend Workload 1 1 1.5 2* m troubleshooting ► Provide technical support to users so that workflow is uninterrupted. ?erformance Measure Measure FY2001 FY2002 FY2003 FY2004 dumber of computer users supported Workload 150 212 230 220* dumber of computer users served per FTE Efficiency 43.6 48 50 50 FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. XIII -38 8600 Management Information Systems - Mission Statement, Goals & Objectives, Performance Measures OBJECTIVE ► Provide support for all systems Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of PCs supported Workload 155 188 200 200 Number of servers supported Workload 15 18 17 17 Number of workstations served per FTE Efficiency 50 62 75 75 Average monthly number of hours to correct systems Efficiency 20 50 20 20 problems Outcome 12% 80%(+) 100% 100% OBJECTIVES ► Re- evaluate the function of the Town's Website. Performance Measure Measure FY2001 FY2002 FY2003 FY2004 Number of visitors to Website per month (avg) Workload 5,018 10,686 16,955 20,000 Website Traffic generated monthly Workload 5gb 6gb Number of Department Web Editors Workload 3 21 20 20 Hours/week Department Web Editors spent editing site Workload NA 1 2 2 Percent of department webpages with Editors Outcome 12% 80%(+) 100% 100% Size of Town Website Workload 70mb 200mb 220mb 220mb FY2003 statistics indicate the best data for the current year. FY2004 statistics indicate projected goals for the upcoming year. XIII -39 Element: 8610 MIS Administration Subprogram: Management Information Sys. Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: The Management Information Systems element supports the management of information technology. Maintenance of hardware and software for both school and town systems includes the new financial system, Mums, as well as new Facilities Maintenance Management Software. MIS also monitors hardware and software for property and excise tax billings, water, sewer, and recreation enterprise programs, payroll and retirement. Another significant area is operation and management (especially security) of the local area network that connects all town buildings, personal computer and peripherals maintenance, and support for electronic mail, Internet access, Web infrastructure and standard office software applications running over these networks. HIGHLIGHTS: • Fiber optic network has replaced the existing INET. Network reliability is targeted at 99.9 percent. • MIS partners with Town and School Finance Departments for a successful implementation of Munis Financial Software. • MIS partners with DPW and School Facilities Maintenance to implement new facilities management software. BUDGET ISSUES: • The MIS staff is responsible for maintaining, upgrading, troubleshooting all network and end -user equipment. • MIS manages training and support for end - users. • MIS is responsible for the back up and security of data on the Town Network. • MIS Manages Annual Support Contracts for cross - department software. • MIS is also responsible for maintaining the Town's Web Site. • Override Impact- hardware (networking equipment, servers and desktops) and software replacement and upgradesaffecting all departments will be reduced, resulting in a slower and aged infrastructure. STAFFING: 1 MIS Coordinator 2 Network Administrators FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $146,141 $152,390 $159,280 $153,280 $153,280 Benefits 0 0 0 0 0 Expenses 150,339 191,520 191,520 161,520 127,200 Town Funded Expenses $296,480 $343,910 $350,800 $314,800 $280,480 General Fund $261,956 $288,884 $294,672 $258,672 $224,352 Enterprise Funds 40,488 55,026 56,128 56,128 56,128 Directed Funding 0 0 0 0 0 Appropriated Resources $302,444 $343,910 $350,800 $314,800 $280,480 XIII -41 Subprogram: Management Information Sys. Element: 8620 Web Development Town of Lexington FY 2004 Program Budget DESCRIPTION OF SERVICES: This element supports the maintenance and further development of the Town's Web presence to provide more interactive services, a "Virtual Town Hall ", to the community. HIGHLIGHTS: • An average of 16,000 visitors per month access the Town of Lexington Web Site. • Content Management plans have been implemented to ensure accuracy and timeliness of information posted to the Web. Departments will now post information directly to the Web site. BUDGET ISSUES: Costs associated with the existing site maintenance and development include annual outsourcing fees and enhancements such as the electronic version of the Town Code. Other enhancements are under consideration for future development. STAFFING: Web development is managed and maintained by MIS and Web Editors from all Town Departments. FY2002 FY2003 FY 2004 FY 2004 FY 2004 Element Totals Expended Appropriated Dept Request Recommended Appropriated Compensation $0 $0 $0 $0 $0 Benefits 0 0 0 0 0 Expenses 41,266 13,700 33,700 0 13,700 Town Funded Expenses $41,266 $13,700 $33,700 $0 $13,700 General Fund $43,700 $13,700 $33,700 $0 $13,700 Enterprise Funds 0 0 0 0 0 Directed Funding 0 0 0 0 0 Appropriated Resources $43,700 $13,700 $33,700 $0 $13,700 XIII -42 Program: 9000 Capital Budget Town of Lexington FY2004 Program Budget This program accounts for the Recommended FY2004 Capital Budget. The appropriations are based on five -year capital planning policies approved by the Board of Selectmen. See Capital Investment/Debt Management section for further explanation of the policy framework. General Fund Cash Capital projects are proposed to be funded from cash appropriations, supplemented by short-term, temporary borrowing. Projects to be funded through short-term borrowing are categorized as General Fund Debt in the table below because bonding authorization is required. Enterprise funding is proposed to support continuing upgrading of enterprise facilities and equipment. Specific capital projects and recommendations are detailed on each subprogram and element page. GENERAL FUND CASH CAPITAL 9100 Education 1,005,673 185,000 88,000 88,000 125,000 9200 Shared Expenses - - - - - 9300 Community Services 919,673 1,044,500 1,221,110 597,180 560,180 9400 Public Safety 36,000 - 327,390 327,390 111,142 9500 Culture and Recreation 50,000 30,000 70,000 - - 9600 Social Services - - - - - 9700 Community Development - - - - - 9800 General Govemment - - 50,000 - - ENTERPRISE CASH CAPITAL 9300 Community Services 405,000 553,000 660,000 660,000 660,000 9500 Culture and Recreation 230,000 300,000 50,000 50,000 80,000 GENERAL FUND DEBT 9100 Education 900,000 1,180,000 1,690,000 1,690,000 1,565,000 9300 Community Services 725,000 685,000 1,160,000 1,260,000 730,000 9800 General Govemment 425,000 - - - - ENTERPRISE FUND DEBT 9300 Community Services 840,000 400,000 340,000 340,000 340,000 OTHER METHODS OF FINANCING 9100 Education - 32,150,000 - - - 9300 Community Services 450,000 7,610,000 2,110,000 620,000 620,000 9400 Public Safety 123,050 - - - - 9500 Culture and Recreation - 3,400,000 - - - Program Totals General Fund Cash 1,005,673 1,259,500 1,756,500 1,012,570 796,322 Enterprise Cash 635,000 853,000 710,000 710,000 740,000 General Fund Debt 2,050,000 1,865,000 2,850,000 2,950,000 2,295,000 Enterprise Fund Debt 840,000 400,000 340,000 340,000 340,000 Debt Exclusion 573,050 42,550,000 1,490,000 - - State Aid - 610,000 620,000 620,000 620,000 Total Resources 5,103,723 47,537,500 7,766,500 5,632,570 4,791,322 XIV -1 Program: 9000 Capital Budget Town of Lexington FY2004 Program Budget This program accounts for the Recommended FY2004 Capital Budget. The appropriations are based on five -year capital planning policies approved by the Board of Selectmen. See Capital Investment/Debt Management section for further explanation of the policy framework. General Fund Cash Capital projects are proposed to be funded from cash appropriations, supplemented by short-term, temporary borrowing. Projects to be funded through short-term borrowing are categorized as General Fund Debt in the table below because bonding authorization is required. Enterprise funding is proposed to support continuing upgrading of enterprise facilities and equipment. Specific capital projects and recommendations are detailed on each subprogram and element page. GENERAL FUND CASH CAPITAL 9100 Education 1,005,673 185,000 88,000 88,000 125,000 9200 Shared Expenses - - - - - 9300 Community Services 919,673 1,044,500 1,221,110 597,180 560,180 9400 Public Safety 36,000 - 327,390 327,390 111,142 9500 Culture and Recreation 50,000 30,000 70,000 - - 9600 Social Services - - - - - 9700 Community Development - - - - - 9800 General Govemment - - 50,000 - - ENTERPRISE CASH CAPITAL 9300 Community Services 405,000 553,000 660,000 660,000 660,000 9500 Culture and Recreation 230,000 300,000 50,000 50,000 80,000 GENERAL FUND DEBT 9100 Education 900,000 1,180,000 1,690,000 1,690,000 1,565,000 9300 Community Services 725,000 685,000 1,160,000 1,260,000 730,000 9800 General Govemment 425,000 - - - - ENTERPRISE FUND DEBT 9300 Community Services 840,000 400,000 340,000 340,000 340,000 OTHER METHODS OF FINANCING 9100 Education - 32,150,000 - - - 9300 Community Services 450,000 7,610,000 2,110,000 620,000 620,000 9400 Public Safety 123,050 - - - - 9500 Culture and Recreation - 3,400,000 - - - Program Totals General Fund Cash 1,005,673 1,259,500 1,756,500 1,012,570 796,322 Enterprise Cash 635,000 853,000 710,000 710,000 740,000 General Fund Debt 2,050,000 1,865,000 2,850,000 2,950,000 2,295,000 Enterprise Fund Debt 840,000 400,000 340,000 340,000 340,000 Debt Exclusion 573,050 42,550,000 1,490,000 - - State Aid - 610,000 620,000 620,000 620,000 Total Resources 5,103,723 47,537,500 7,766,500 5,632,570 4,791,322 XIV -1 Program: Capital Budget Subprogram: 9100 Education Town of Lexington FY2004 Program Budget Facilities of the Lexington Public Schools include six elementary schools, two middle schools, and one high school complex, along with furniture, technology, and equipment. Total capital assets are valued in excess of $96,000,000. In December of 1998, voters approved a debt exclusion for a comprehensive renovation project for the high school and two middle schools. A total project cost of $52,235,000 was authorized by a Special Town Meeting and this project was approved for 59% state reimbursement. Planning funds were requested in FY2001 for a comprehensive renovation project for the elementary schools. These planning cost will be included in the project as submitted for state reimbursement approval. On May 20, 2002, voters approved a debt exclusion to design, construct, originally equip and famish two new elementary schools to replace the current Fiske and Harrington Elementary Schools; a total project cost of $32,150,000 was authorized by a Special Town Meeting. Remodeling/ Construction of Town Schools (DE) School Capital Project - Diamond Middle School & High School (GD) School Technology (GD) School Technology (GC) High School Accoustical Modifications (GD) Clarke Gym Floor Replacement (GD) Diamond Gym Floor Replacement (GC) Harrington Gym Floor Replacement (GD) Hastings - Replacement of Gym Roof (GC) School Building Rehab (GD) Total Capital Subprogram Totals - 32,150,000 - - - - 1,100,000 - - - 800,000 - - - - - 185,000 - - - - - 1,500,000 1,500,000 1,500,000 - 80,000 - - - - - 125,000 125,000 125,000 - - 65,000 65,000 65,000 - 88,000 88,000 - 100,000 - - - - 900,000 33,515,000 1,778,000 1,778,000 1,690,000 General Fund Cash - 185,000 88,000 88,000 125,000 Enterprise Fund Cash - - - - - Gen. Fund Debt (Levy Limit) 900,000 1,180,000 1,690,000 1,690,000 1,565,000 Enterprise Fund Debt - - - - - DebtExclusion - 32,150,000 - - - State Aid - - - - - Total Resources 900,000 33,515,000 1,778,000 1,778,000 1,690,000 Letters in parentheses after projects indicate funding source: (GC) = General Fund Cash, (EC) = Enterprise Fund Cash, (GD) = General Fund Debt within Prop 2 1/2, (ED) = Enterprise Fund Debt, (DE) = Debt Exclusion, and (SA) = State Aid XIV -3 Subprogram: Education Element: High School Acoustical Modifications Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 1 The Lexington High School Acoustical Modifications design will consist of approximately 20 classrooms located in the different buildings at the High School. In order to be ready for the hearing impaired children, currently in middle school, the project will be scheduled for construction in the summer of 2003. The goal of the acoustical design is to achieve a sound level of 35 dba. The noise levels currently in the classrooms are approximately 40 -50 dba. PROJECT TIMEFRAME: The construction for this project will be performed during the summer of 2003. There should be minimal impact with school activities. The custodians maybe pushed to the last possible moment for cleaning prior to school opening. The faculty and students will benefit by a quieter learning environment. OPERATING BUDGET IMPACT: The Lexington High School Acoustical Modifications will further refurbish the mechanical equipment in the proposed rooms. This will reduce the number of maintenance service calls. Some of the mechanical equipment may be eliminated from the classroom and located to the roof, thereby, replacing old equipment with new, which will run at higher efficiency levels reducing operating costs. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 1,500,000 0 0 0 0 1,500,000 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $1,500,000 $0 $0 $0 $0 $1,500,000 General Fund Cash $0 $0 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 1,500,000 0 0 0 0 1,500,000 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $1,500,000 $0 $0 $0 $0 $1,500,000 XIV -5 Subprogram: Education Element: Diamond Gym Floor Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 2 The Diamond Middle School gym floor needs to be replaced. The request is for the demolition of the old floor, removal and reinstallation of the bleachers, and installation of the new floor. The gym floor was damaged beyond repair during the construction renovation project approximately one year ago. An effort will be made to make the General Contractor responsible for the damage of the old gym floor. There are safety concerns with the operation of the floor. The floor has dead spots and broken boards, which could cause injuries to the students. PROJECT TIMEFRAME: The construction for this project will be performed during the summer. There should be minimal impact with school activities. OPERATING BUDGET IMPACT: Anew gym floor will save time in repairing and cleaning. Otherwise, the gym floor will minimally impact the operating budget. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 125,000 0 0 0 0 125,000 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $125,000 $0 $0 $0 $0 $125,000 General Fund Cash $0 $0 $0 $0 $0 60,000 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 125,000 0 0 0 0 65,000 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $125,000 $0 $0 $0 $0 $125,000 XIV -6 Subprogram: Education Element: Harrington Gym Floor Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 3 The Harrington Elementary School gym floor needs to be replaced. Requested funds are for the removal and replacement of the gym floor. Normal wear of the maple wood gym floor over its life has deteriorated the playing surface. Broken floorboards, dead spots, and floorboard separation are apparent and are a safety concern. The sub floor tested positive for asbestos containing materials. The mastic under the floor is considered hazardous material and must be appropriately abated. Removal of the mastic will be done by shot blasting. Then a contractor will prepare the floor surface for the installation of the new floor. PROJECT TIMEFRAME: The construction for this project will be performed during the summer. There should be minimal impact with school activities. OPERATING BUDGET IMPACT: Anew gym floor will save time in repairing and cleaning. Otherwise, the gym floor will minimally impact the operating budget. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 65,000 0 0 0 0 65,000 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $65,000 $0 $0 $0 $0 $65,000 General Fund Cash $0 $0 $0 $0 $0 65,000 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 65,000 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $65,000 $0 $0 $0 $0 $65,000 XIV -7 Subprogram: Education Element: Hastings Gym Roof Replacement Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 4 The roof over the gum area at the Hastings Elementary School needs to be replaced. It is a shingle roof at the end of its design life. The roof leaks and eventually minor patching will not suffice. PROJECT TIMEFRAME: This project will be started in FY04. OPERATING BUDGET IMPACT: Anew roof will reduce roof repair and interior cleanup costs. Construction will be outside with minimal impact to the school staff Custodians will not have to protect the gym floor, saving manpower time. Contractors will not have to be hired to patch roof leaks, which will save money. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 88,000 0 0 0 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $88,000 $0 $0 $0 $0 $0 General Fund Cash $88,000 $0 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $88,000 $0 $0 $0 $0 $0 XIV -8 Subprogram: Education Element: Vehicle Replacement Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 5 Vehicle Replacement is being scheduled for FY05 through FY08. The Maintenance Department has three vehicles that are 13 years old. The replacement of these vehicles over the next few years will be essential. The 1990 Chevy Half Ton Pick -Up, used for snow removal and quick trips to the lumberyard, and both of the 1990 Chevy Vans are in need of replacement. Over the past year, one of the vans has needed $5,000 worth of repairs to keep it in operation. The vans have had several major components replaced in the last four years, including an engine and transmission. The body is now rotting off one of the frames and other mechanical problems are developing. PROJECT TIMEFRAME: This is a four -year request to spread out the cost of replacing all the vehicles. OPERATING BUDGET IMPACT: Newer vehicles will have a positive impact on the operating budget. Manpower downtime will be reduced. Mechanical repairs and towing charges would be reduced. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Appropriated Site Acquisition $0 $0 $0 $0 $0 SO Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 0 0 0 Equipment 0 50,000 30,000 30,000 30,000 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $50,000 $30,000 $30,000 $30,000 $0 General Fund Cash $0 $50,000 $30,000 $30,000 $30,000 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $50,000 $30,000 $30,000 530,000 $0 XIV -9 Subprogram: Education Element: Technology Upgrades Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 6 This funding will be used specifically for the maintenance of technological equipment, replacement of student computers, and upgrading the server. The Lexington School Department is focused on integrating technology into the curriculum, and has provided students and staff with access to computers. Lexington Public Schools has developed a technology plan based on the Massachusetts Department of Education Technology Standards. The advancement of technology continues to make our existing equipment obsolete. Classrooms, which were converted to computer labs, are inadequately powered and lack sufficient data drops. PROJECT TIMEFRAME: This is a three -year request starting in FY2005. OPERATING BUDGET IMPACT: Power to run this equipment will slightly increase the electric usage. The Maintenance Department will be responsible for installing the additional electric power required to operate the new equipment. This will impact the maintenance budget with time and materials. The Facilities Director will also need to hire contractors to install additional data drops. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 0 0 0 Equipment 0 250,000 250,000 250,000 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $250,000 $250,000 $250,000 $0 $0 General Fund Cash $0 $250,000 $250,000 $250,000 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $250,000 $250,000 $250,000 $0 $0 XIV -10 Subprogram: Education Element: Estabrook Modular Roof Repair Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 7 The modular classroom roof at the Estabrook Elementary School needs to be replaced. It is a flatroof atthe end of its design life. The roof leaks and eventually minor patching will not suffice. PROJECT TIMEFRAME: This project will be started in FY05 and completed in the least amount of time possible so as not to disrupt the students and staff. OPERATING BUDGET IMPACT: Anew roof will reduce roof repair and interior cleanup costs. Construction will be outside with minimal impact to the school staff Custodians will not have to protect the interior, saving manpower time. Contractors will not have to be hired to patch roof leaks, which will save money. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 25,000 0 0 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $25,000 $0 $0 $0 $0 General Fund Cash $0 $25,000 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $25,000 $0 $0 $0 $0 XIV -11 Subprogram: Education Element: Hastings Foundation Stress Crack Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 8 The funds requested are for evaluation of the repair of the foundation stress crack at the Hastings Elementary School. A minor crack from nine years ago has expanded along the rear exterior wall starting at the loading dock. The estimated cost included design and repair. The foundation at the end of the building, where this crack appears, was built partially on ledge and partially in soil. It would make sense that the soil based portion of the foundation would experience some settling. The foundation wall continues to be a problem and the services of a structural engineering consultant would be employed to determine the proper resolution. PROJECT TIMEFRAME: This project will be started in FY05 OPERATING BUDGET IMPACT: The on -going maintenance involved with the crack would be reduced. Such maintenance includes the caulking of the windows when the wall pulls away from the frame, and the pointing of joints in the block wall. The Maintenance Department would have to empty the storage room and, after construction, paint the room and restore all the supply stock. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 65,000 0 0 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $65,000 $0 $0 $0 $0 General Fund Cash $0 $65,000 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $65,000 $0 $0 $0 $0 XIV -12 Subprogram: Education Element: High School Auditorium Lighting Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 9 The High School Auditorium is in need of equipment upgrades. It is requested to provide funds for the lighting system. The current system is in very poor condition. Further repair to the equipment becomes increasingly expensive and unsatisfactory. PROJECT TIMEFRAME: The equipment will be purchased and installed in FY2005. OPERATING BUDGET IMPACT: A new lighting system will reduce repair costs. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 0 0 0 Equipment 0 250,000 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $250,000 $0 $0 $0 $0 General Fund Cash $0 $250,000 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $250,000 $0 $0 $0 $0 XIV -13 Subprogram: Education Element: Hastings Mechanical Upgrade Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 10 Funds for the mechanical upgrades of Hastings Elementary are requested. The upgrades will improve air circulation throughout the school. PROJECT TIMEFRAME: This project will be implemented in FY2006 OPERATING BUDGET IMPACT: Upgrading a mechanical system with new efficient equipment, in general, has a positive impact on an operating budget. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 0 0 0 Equipment 0 0 100,000 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $0 $100,000 $0 $0 $0 General Fund Cash $0 $0 $100,000 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $0 $100,000 $0 $0 $0 XIV -14 Subprogram: Education Element: Bowman Elementary Re -seam Roof Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 11 The flat roof at the Bowman Elementary School leaks in various places. It was determined that re- seaming the joints of the rubber roof would be the short-term solution. PROJECT TIMEFRAME: This project will be started in FY06. OPERATING BUDGET IMPACT: Anew roof will reduce roof repair and interior cleanup costs. Construction will be outside with minimal impact to the school staff Custodians will not have to protect the interior floor, saving manpower time. Contractors will not have to be hired to patch roof leaks, which will save money. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 75,000 0 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $0 $75,000 $0 $0 $0 General Fund Cash $0 $0 $75,000 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $0 $75,000 $0 $0 $0 XIV -15 Subprogram: Education Element: Hastings Parking Lot Enlargement Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 12 The parking lot at the Hastings Elementary School requires additional parking because of an insufficient amount of spaces. Cars are currently parked on grass areas. The grounds are deteriorating, making maintenance difficult. When the ground is wet, the foot traffic from the overflow parking areas is tracked into the school. PROJECT TIMEFRAME: This project will be implemented in FY2006 OPERATING BUDGET IMPACT: An additional parking area will have minimal impact to the budget. However, DPW will have to include this area when plowing snow. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 25,000 0 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $0 $25,000 $0 $0 $0 General Fund Cash $0 $0 $25,000 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $0 $25,000 $0 $0 $0 XIV -16 Subprogram: Education Element: High School Partial Roof Replacement Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 13 The High School recently went through a renovation project. However, replacement of some roof sections were not part of the project The sections will need to be replaced. The roof is currently at the end of its design life and patching in various places is on going. PROJECT TIMEFRAME: This project will be started in FY07. OPERATING BUDGET IMPACT: Anew roof will reduce roof repair and interior cleanup costs. Construction will be outside with minimal impact to the school staff Custodians will not have to protect the interior, saving manpower time. Contractors will not have to be hired to patch roof leaks, which will save money. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 0 400,000 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $0 $0 $0 $400,000 $0 General Fund Cash $0 $0 $0 $0 $400,000 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $0 $0 XIV -17 $0 $400,000 $0 Subprogram: Education Element: Central Office Building Repairs Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 15 The School Administration Building request for funding would be used in repairing and enhancing the exterior of the building. The scope of work would include replacement of the wood siding, handicap access, reinstallation of the porch entrance, replacement of the windows, doors, and painting. The possibility exists to fund this project in conjunction with a grant from the state to restore the exterior of the building. PROJECT TIMEFRAME: This project will be implemented in FY2007 OPERATING BUDGET IMPACT: This project will save money and staff time on building maintenance. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 250,000 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $0 $0 $250,000 $0 $0 General Fund Cash $0 $0 $0 $250,000 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $0 $0 $250,000 $0 XIV -19 $0 Subprogram: Education Element: Clarke Middle School Roof Repair Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 14 Clarke Middle School recently went through a renovation project However, replacement of some roof sections were not part of the project. The sections will need to be replaced. The roof is currently at the end of its design life and patching in various places is ongoing. PROJECT TIMEFRAME: This project will be started in FY08. OPERATING BUDGET IMPACT: Anew roof will reduce roof repair and interior cleanup costs. Construction will be outside with minimal impact to the school staff Custodians will not have to protect the interior, saving manpower time. Contractors will not have to be hired to patch roof leaks, which will save money. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY 2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 0 270,000 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $0 $0 $0 $270,000 $0 General Fund Cash $0 $0 $0 $0 $270,000 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $0 $0 XIV -18 $0 $270,000 $0 Program: Capital Budget Subprogram: 9200 Shared Expenses Town of Lexington FY2004 Program Budget This subprogram provides for capital investment in shared school -town physical assets, such as support for technology and the wide area network. In addition, funding mechanisms in support of long -term capital policies are included in this subprogram. Specific examples include stabilization fund appropriations and short-term borrowing costs. Stabilization Fund o3Q - Total Capital Subprogram Totals General Fund Cash - - - - - Enterprise Fund Cash - - - - - Gen. Fund Debt (Levy Limit) - - - - - Enterprise Fund Debt - - - - - Debt Exclusion - - - - - State Aid - - - - - Total Resources - - - - - * Letters in Parentheses after projects indicate funding source: (GC) = General Fund Cash, (EC) = Enterprise Fund Cash, (GD) = General Fund Debt within Prop 2 1/2, (ED) = Enterprise Fund Debt, (DE) = Debt Exclusion, and (SA) = State Aid XIV -21 Program: Capital Budget Subprogram: 9300 Community Services Town of Lexington FY2004 Program Budget The Department of Public Works is responsible for maintenance, repair, and construction of water and sewer infrastructure, streets, buildings, equipment, and recreational facilities. Funding comes from a combination of enterprise funds, the general fund, and state aid. On May 20, 2002, voters approved a debt exclusion for improvements to Town streets; a total project cost of $7,000,000 was authorized by a Special Town Meeting. Landfill Closure (GD) DPW Operations Facility (DE) Town Building Envelope (GC) Town Building Envelope (GD) Traffic Improvements (GC) Sidewalk Improvements (GC) Street Improvements (GD) Street Improvements (SA) Street Improvements (GC) Street Improvements (DE) DPW Equipment (GC) DPW Equipment (GD) DPW Equipment (EC) Storm Sewer Improvements (EC) Sanitary Sewer Improvements (EC) Water Main Cleaning and Lining (EC) Morgan Rd. Water Tank Rehab. (ED) Water Disfn Improvement Program (EC) Water Disfn Improvement Program (ED) Water Disfn Improvement Program (SA) Electric Utility Ad -Hoc Committee (GC) Total Capital Suboroeram Totals 100,000 - 450,000 450,000 450,000 123 -050 - 97 -110 97 -180 60 -180 566,950 685,000 710,000 710,000 180,000 - 180,000 25,000 - - 450,000 450,000 460,000 460,000 460,000 500,000 650,000 585,000 500,000 500,000 - 7,000,000 - - - 196 -623 214 -500 259 -000 - - ivo,wv - - ivv,vvv ivv,vvv 80,000 113,000 35,000 35,000 35,000 - 100,000 150,000 150,000 150,000 - - 75 -000 75 -000 75 -000 325,000 - - - - - 340,000 400,000 400,000 400,000 420,000 400,000 340,000 340,000 340,000 - 160,000 160,000 160,000 160,000 - - 150,000 - - 3,339,673 10,292,500 5,491,110 3,477,150 2,910,150 General Fund Cash 919,673 1,044,500 1,221,110 597,180 560,180 Enterprise Fund Cash 405,000 553,000 660,000 660,000 660,000 Gen. Fund Debt (Levy Limit) 725,000 685,000 1,160,000 1,260,000 730,000 Enterprise Fund Debt 840,000 400,000 340,000 340,000 340,000 Debt Exclusion - 7,000,000 1,490,000 - - State Aid 450,000 610,000 620,000 620,000 620,000 Total Resources 3,339,673 10,292,500 5,491,110 3,477,150 2,910,150 XIV -23 * Letters in Parentheses after projects indicate funding source: (GC) = General Fund Cash, (EC) = Enterprise Fund Cash, (GD) = General Fund Debt within Prop 2 1/2, (ED)= Enterprise Fund Debt, (DE)= Debt Exclusion, and (SA) =State Aid Element: LandFdl Closure Subprogram: Community Services Town of Lexington FY 2004 Proerm DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 1 In June of 2000, Lexington received approval from the Department of Environmental Protection (DEP) to close the Hartwell Avenue Landfill under the state's Hazardous Waste rather than Solid Waste Regulations. The landfill is full and must be closed properly due to environmental regulations. This innovative approach of closing the landfill under the Hazardous Waste Regulations affords the Town more flexibility in addressing any environmental risks present at the site and is likely to result in a more cost - effective closure. The Town has nearly completed an in -depth environmental assessment of the site and results indicate a low level of contamination consistent with a future commercial/industrial use of the property. One such use under consideration is a new DPW facility. This closure process has been underway since 1998 and the money requested for FY04 is for the actual closure construction. PROJECT TIMEFRAME: This request is for the construction, which is the final stage of the closure project The project will begin in July 2003 and end in March 2004. OPERATING BUDGET IMPACT: After closure, monitoring expenses are expected to be about $7,500 per year. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 450,000 0 0 0 0 450,000 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $450,000 $0 $0 $0 $0 $450,000 General Fund Cash $0 $0 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 450,000 0 0 0 0 450,000 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $450,000 $0 $0 $0 $0 $450,000 XIV -25 Subprogram: Community Services Element: DPW Operations Facility Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 2 The DPW is working with the Selectmen, other departments, town committees, and neighborhood groups to select a location for the new DPW Operations Facility and develop a conceptual design. The DPW facility at 201 Bedford Street was not designed for a modem public works operation and limits the effectiveness of the Department and will present a safety risk to employees if conditions are not improved. Anew facility will improve the DPW's effectiveness, as it will be designed for the present and future operational needs of the department, and it will meet all the regulated safety standards. The Evaluation of Alternative Sites for Department of Public Works Garage Facility was a study conducted by Camp Dresser & McKee Inc. (CDM) in 2000 to evaluate locating a new DPW facility at 201 Bedford Street or at the Hartwell Avenue landfill. The conclusions of the study were: • Renovation of the existing facility would not be feasible due to numerous structural, HVAC, plumbing and building code deficiencies. • Construction of the DPW on the landfill would be more expensive than a similar facility at 201 Bedford Street due to higher foundation and site development costs. However, savings achieved due to the fact that the new facility would not have to be built around an operating public works operation would offset these costs. • Use of the Hartwell Avenue site would impose increased operating costs on the DPW due to increased travel times from a less central location and the cost of operating environmental controls on the landfill. However, modifying routes and the efficiencies gained by consolidating DPW operations would offset these costs. PROJECT TIMEFRAME: The new facility will be designed in FY04 and constructed in FY 05 after approval of the design, pending appropriation of funds. OPERATING BUDGET IMPACT: A new facility will have an impact on the operating budget, but until the design is complete and site location is chosen, it is difficult to assess what that impact will be. CDM's report findings listed above anticipates some of the potential effects of this project on the operating budget. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 1,490,000 0 0 0 0 0 Construction 0 12,770,000 0 0 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $1,490,000 $12,770,000 $0 $0 $0 $0 General Fund Cash $0 $0 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 1,490,000 12,770,000 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $1,490,000 $12,770,000 $0 $0 $0 $0 XIV -26 Subprogram: Community Services Element: Traffic Improvements Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 3 These funds are requested for miscellaneous traffic improvements such as special signage and signal improvements. Funds are requested in FY07 to fund traffic calming improvements on Bedford Street at the Battle Green. This project would replace the neckdowns and traffic islands put in place coincident with the reopening of Harrington Road with permanent materials. Traffic Safety has become a significant issue in recent years. In order to allow the Traffic Safety Advisory Committee to be effective in addressing Traffic Safety Problems through the Selectmen, funding needs to be available. The request would fund special traffic control devices to address traffic safety concerns. PROJECT TIMEFRAME: These funds will allow improvements /changes approved by the Selectmen throughout the course of the year to be implemented immediately. It will be an annual capital request. OPERATING BUDGET IMPACT: Currently, money for miscellaneous traffic improvements is not appropriated, yet the Engineering Department continues to fund the approved improvements out of its operating budget. This will allow a known, allocated sum to be spent annually on traffic improvements separate from the Engineering line item. It will save staff time by improving their planning of resource allocation. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 25,000 25,000 30,000 500,000 200,000 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $25,000 $25,000 530,000 $500,000 $200,000 $0 General Fund Cash $25,000 $25,000 $30,000 $500,000 $200,000 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $25,000 $25,000 530,000 $500,000 $200,000 $0 XIV -27 Subprogram: Community Services Element: Equipment Replacement Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 4 The Department of Public Works has an inventory of 146 pieces of equipment. There are 118 vehicles ranging from sedans to construction vehicles and 28 pieces of specialized equipment including pumps, rollers, sprayers and mowers. The current total replacement value of all DPW equipment is $5,906,900. Each piece of equipment is inventoried with original and current replacement cost, state of condition and replacement time interval. Replacement intervals vary from 5 to 25 years, and are based on Manufacturer's recommendations. The selection of vehicles to be replaced begins with the proposed replacement date. Then each vehicle is assessed as to its mechanical condition and work requirements. A lack of a detailed replacement schedule would cause haphazard inventory and replacement of machinery. This could lead to budget problems if a piece of machinery had to be replaced in an emergency and personnel safety issues if the machinery was operated beyond its reasonable life span. The systematic replacement program defines what equipment is expected to need replacement during the next five years, with the intent of preventing any unexpected emergency purchases. Annual updates are conducted by the Road Machinery Division and reviewed by the Manager of Operations and the Director of Public Works. PROJECT TIMEFRAME: This is an annual capital request. OPERATING BUDGET IMPACT: This program impacts the operating budget by saving staff time and money. DPW employees spend less time repairing old and aging pieces of equipment and buying parts to fix equipment that is beyond its useful life. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 SO Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 0 0 0 Equipment 294,000 368,000 350,000 300,000 340,000 135,000 Contingency 0 0 0 0 0 0 Total Cost Estimates $294,000 $368,000 $350,000 5300,000 $340,000 $135,000 General Fund Cash $259,000 $208,000 $240,000 $200,000 $160,000 0 Enterprise Fund Cash 35,000 160,000 110,000 100,000 180,000 35,000 General Fund Debt 0 0 0 0 0 100,000 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $294,000 $368,000 5350,000 5300,000 $340,000 $135,000 XIV -28 Subprogram: Community Services Element: Street Improvements Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 5 The maintenance and repair of Lexington's streets had been under funded for many years, resulting in deterioration of their quality and safety. This funding will allow for the proper maintenance and repair of Lexington's streets, increasing their quality and safety. PROJECT TIMEFRAME: Lexington's streets are maintained and repaired from May through October. This is an annual request. OPERATING BUDGET IMPACT: The operating impact of the program is labor costs for construction inspection and administration. For the base funding level, these costs are about $100,000 per year. For any supplemental funding level inspection would not be funded out of the operating budget. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 SO Design/Engineering 75,000 75,000 100,000 100,000 110,000 75,000 Construction 970,000 1,025,000 1,100,000 1,200,000 1,300,000 885,000 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $1,045,000 $1,100,000 $1,200,000 $1,300,000 $1,410,000 $960,000 General Fund Cash $585,000 $640,000 $730,000 $830,000 $930,000 500,000 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 460,000 460,000 470,000 470,000 480,000 460,000 Total Resources $1,045,000 $1,100,000 $1,200,000 $1,300,000 $1,410,000 $960,000 XIV -29 Subprogram: Community Services Element: Building Envelope Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 6 This request contains construction repair /replacement projects for the maintenance and upgrade of municipal buildings systems. The 1993 Lexington Public Buildings Facilities Study estimated the replacement cost of public buildings at $24.2 million exclusive of school buildings. The facilities wish list of renewal projects totaled $7.4 million at that time. The projects that are given top priority are those that are considered most vital to preventing deterioration and those that present a safety hazard. Many of the projects that fall under the umbrella of this program can have a considerable impact on future operating and capital costs. For the first time, the Building Envelope proposal contains a $50,000 annual request towards improving Americans with Disabilities Act (ADA) accessibility standards in public buildings, such as ramps, entrances, doors, doorways, restrooms, signs and curb cuts. These improvements are important because achieving accessibility will greatly benefit people with disabilities, the frail elderly, and parents with small children. Safety will be enhanced for the above populations, as well as their abilities to receive Town services. The longer we postpone needed building repairs /replacements, the more time and money we will spend responding to leaky roofs, aging plumbing systems or antiquated electrical systems. As a rule, it will cost more to make a repair on an emergency basis than it would if the same repair /replacement could have been scheduled on a non - emergency basis. Therefore, preparing for building facility repair and replacement will keep the costs of those repairs down and keep the public buildings in good shape. The value of requests for years FY04 through FY08 is based upon 2.5% of the total asset value of non - school public buildings, an industry standard. FY 2004 Appropriation - $240,180 1. Repair Buckman Tavern Roof - $60,180 2. Cary Hall Interior Repairs & Refinishing - $150,000 3. ADA Upgrades - $30,000 FY 2005 Request - $750,000 1. Upgrade and Expand Westview Cemetery Bldg. 2. Police Station Elevator 3. Old Res. Bldg., Golf Course Club House & Park Dept. Bldg. Upgrades 4. ADA Upgrades PROJECT TIMEFRAME: This is an on -going capital request, as the public building infrastructure will always need to be maintained, repaired, and up graded. OPERATING BUDGET IMPACT: The projects within this program do not increase the size of the public building stock and therefore do not result in increased utility usage or maintenance costs. The building systems improvements tend to be more efficient than the systems they replace and tend to decrease operating and maintenance costs but the exact amount is difficult to quantify in aggregate. Town construction administration costs are $40,000 to $45,000 per year. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 807,180 750,000 750,000 755,000 760,000 240,180 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $807,180 $750,000 $750,000 $755,000 $760,000 $240,180 General Fund Cash $97,180 $750,000 $750,000 $755,000 $760,000 60,180 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 710,000 0 0 0 0 180,000 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $807,180 $750,000 $750,000 $755,000 $760,000 $240,180 XIV -30 Subprogram: Community Services Element: Water Distribution System Improvements Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 7 This request is for $900,000 to fund improvements to the Town's water distribution system. The objectives of this program are to improve water quality, pressure, and fire protection capabilities and to reduce the frequency and severity of water main breaks. 2007 will mark the completion of a program to replace or reline all small diameter unlined water mains in Lexington. Expenditures in future years are based on keeping pace with the depreciation of the system. These mains were installed prior to 1929, have poor water quality and in some cases do not provide adequate fire protection. The program also addresses mains that have had multiple breaks. This program would reline, replace or abandon all small diameter unlined water main and reduce the frequency and severity of water main breaks. Date Work Location From To 2003 FY2004 Appropriation $900,000 0 0 2004 Relay Larchmont Lane Bedford Street Revere Road 2004 Relay Utica Street Woburn Street To end 2004 Relay Laconia St. Lowell Street Ridge Road 2004 Clean & Line Bird Hill Road Swan Lane Davis Road 2004 Clean & Line Swan Lane Moreland Avenue Bird Hill Road 2004 Clean & Line Sheridan Street Sherman Street Grant Street 2004 Clean & Line Shirley Street Bedford Street To end 2004 Clean &Line Vine Street Woburn Street Woburn Street 2004 Clean & Line Webb Street Woburn Street Young Street 2004 FY2005 Appropriation $700,000 0 0 2005 Relay Audubon Road Enterprise Fund Debt 340,000 2005 Relay Bennington Road 500,000 340,000 2005 Relay East Street Frost Road Grmt Street 2005 Relay Moreland Avenue 160,000 0 2005 Relay Hibbert Street 160,000 Total Resources 2005 FY2006 Appropriation $800,000 $500,000 $500,000 2006 Clean & Line Hill Street Bedford Street Golf Course 2006 Clean & Line Hilltop Avenue 2006 Clem &Line Lockwood Road 2006 Clean & Line Prospect Hill Road 2006 Clean & Line Revere Street 2006 Service Work Bedford Street Worthen Road N. Hancock Connect Hancock Avenue Camilla Place Relay Marren Road Lincoln Road Elena 2006 FY2007 Appropriation $800,000 Relay Waltham Street Mass. Avenue Forest Street Service Work Waltham Street Forest Street Grapevine Avenue Relay Hancock Street Mass. Avenue Bikepath Relay School Street Marren Road Relay Hastings Road Relay Lincoln Street School Street Middleby Road PROJECT TIMEFRAME This is an annual program. OPERATING BUDGET IMPACT: (Project Cost Estimates T FY2004 T FY2005 T FY2006 T FY2007 T FY2008 FY2004 Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 900,000 850,000 800,000 800,000 500,000 900,000 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $900,000 $550,000 $500,000 $500,000 $500,000 $900,000 General Fund Cash $0 $0 $0 $0 $0 0 Enterprise Fund Cash 400,000 0 0 0 0 400,000 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 340,000 850,000 800,000 800,000 500,000 340,000 Debt Exclusion 0 0 0 0 0 0 State Aid 160,000 0 0 0 0 160,000 Total Resources $900,000 $550,000 $500,000 $500,000 $500,000 $900,000 XIV -31 Subprogram: Community Services Element: Storm Sewer Improvements Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 8 This request will provide funds for drainage system repairs associated with the Annual Street Improvement Program. Recent experience has shown that in some instances drainage structures on streets to be resurfaced are seriously deteriorated. Therefore, these funds will be used to repair existing drainage structures on streets to be resurfaced in order to eliminate damage to the new pavement PROJECT TIMEFRAME: This is an on going program. OPERATING BUDGET IMPACT: This project will have no impact on the operating budget. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 SO Design/Engineering 0 25,000 25,000 30,000 30,000 0 Construction 150,000 310,000 320,000 330,000 335,000 150,000 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $150,000 $335,000 $345,000 $360,000 $365,000 $150,000 General Fund Cash $0 $0 $0 $0 $0 0 Enterprise Fund Cash 150,000 335,000 345,000 360,000 365,000 150,000 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $150,000 $335,000 $345,000 $360,000 5365,000 $150,000 XIV -32 Subprogram: Community Services Element: Sanitary Sewer Improvements Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 9 This request will provide funds for sanitary sewer system repairs in the Grant Street/Brookwood Road Area. A study was conducted over the last year to try to determine the causes of sewer overflows in the Grant Street/Brookwood Road area. We have received a report and recommendations for improvements to the system, including a new connection to the MWRA Millbrook Valley Sewer. These funds will be used to repair and modify the existing sewer system in order to prevent future overflows. PROJECT TIMEFRAME: This project will begin in September 2004. OPERATING BUDGET IMPACT: This project will utilize the time of one employee. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 SO Design/Engineering 75,000 0 75,000 75,000 75,000 75,000 Construction 0 525,000 525,000 525,000 525,000 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $75,000 $525,000 $600,000 $600,000 $600,000 $75,000 General Fund Cash $0 $0 $0 $0 $0 0 Enterprise Fund Cash 75,000 525,000 600,000 600,000 600,000 75,000 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $75,000 $525,000 $600,000 $600,000 $600,000 $75,000 XIV -33 Subprogram: Community Services Element: Sidewalk Improvements Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 10 This request is for $105,000 to begin a sidewalk maintenance /construction program. The work will focus on school areas to increase the safety of children walking to school. New sidewalks will be constructed at Bowman and Hastings Schools. In addition, it is planned to update the 1981 Sidewalk Master Plan. Sidewalks have been neglected for many years, and as with the streets when they were neglected, they have suffered significant deterioration. These funds will allow improvements to existing sidewalks as well as limited installation of new sidewalks approaching schools. This program will improve pedestrian safety and will diminish liability for injuries to pedestrians. PROJECT TIMEFRAME: This is an on going program. OPERATING BUDGET IMPACT: The cost for construction, inspection, and administration for this program is expected to be about $25,000 per year. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 SO Design/Engineering 0 0 0 0 0 0 Construction 105,000 105,000 110,000 115,000 115,000 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $105,000 $105,000 $110,000 $115,000 $115,000 $0 General Fund Cash $105,000 $105,000 $110,000 $115,000 $115,000 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $105,000 $105,000 $110,000 $115,000 $115,000 $0 XIV -34 Subprogram: Community Services Element: Electricity Municipalization Study Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: N/A This request, submitted by the Electric Utility Ad -Hoc Committee, it is to hire consultants to evaluate and inventory Nstar's capital assets in Lexington. This is the first step towards exploring electric municipalization. PROJECT TIMEFRAME: The study will commence after funding approval. OPERATING BUDGET IMPACT: This project would have no operating budget impact Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 SO Design/Engineering 150,000 0 0 0 0 0 Construction 0 0 0 0 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $150,000 SO SO SO SO SO General Fund Cash $150,000 $0 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $150,000 SO SO SO SO SO XIV -35 Program: Capital Budget Subprogram: 9400 Public Safety Town of Lexington FY2004 Program Budget This subprogram includes capital investment in public safety infrastructure, primarily Fire Department equipment and vehicles. Replace Ambulance (GC) Engine - 2 Replacement (GC) Total Capital Subprogram Totals - 327,390 327,390 111,142 159,050 - 327,390 327,390 111,142 General Fund Cash 36,000 - 327,390 327,390 111,142 Enterprise Fund Cash - - - - - Gen. Fund Debt (Levy Limit) - - - - - Enterprise Fund Debt - - - - - Debt Exclusion - - - - - Stabilization Fund 123,050 - - - - Total Resources 159,050 - 327,390 327,390 111,142 * Letters in Parentheses after projects indicate funding source: (GC) = General Fund Cash, (EC) = Enterprise Fund Cash, (GD) = General Fund Debt within Prop 2 1/2, (ED) = Enterprise Fund Debt, (DE) = Debt Exclusion, and (SA) = State Aid MV -37 Subprogram: Public Safety Element: Replace Engine 2 Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 1 The project seeks funding for the replacement of the 1988 KN E Fire Pumper in FY2004. The engine is equipped with a 1,250 gallon per minute pump and carries 500 gallons of water and 1000 feet of 4" supply hose line. The engine was moved to mutual aid/reserve status in 1997. The vehicle caught fire in 1999 and was repaired but not refurbished. Replacement will allow us to rotate the current frontline engine in the East Lexington station to a back -up role and place the new piece of apparatus in front line service. This would sustain a fifteen -year replacement cycle for front line firefighting apparatus. The vehicle has 7,470 hours on the engine and has logged over 96,640 miles. The vehicles in primary service experience what would be classified as moderate to heavy service demands. Under these conditions, fire apparatus experts such as NFPA author William C. Peters recommend replacement every 10 to 15 years. He cites such reasons as maintenance costs, metal fatigue, scarce or unavailable parts, lack of reliability, overload of electrical system design, exceeding vehicle weight ratings, lack of compliance with new standards, and overall efficiency amongst other reasons. A focus team would be formed to develop performance and design specifications for a replacement triple combination pumper (carries water, pump, and hose) equipped with ground ladders that would also meet current NFPA standards. Some of the requested funds would be expended on safer, more efficient equipment and appliances. PROJECT TIMEFRAME: As a result of the failure of the override, the purchase of the pumper has been delayed for at least one year. The balance of funds not eliminated due to FY 2004 budget balancing has been placed within a Stabilization Fund. OPERATING BUDGET IMPACT: Replacement at recommended intervals keeps a reliable fleet in service, lowering the operating budget impact Aging apparatus results in higher maintenance costs and readily available parts can also be a significant issue. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 0 0 0 Equipment 327,390 0 0 0 0 111,142 Contingency 0 0 0 0 0 0 Total Cost Estimates $327,390 $0 $0 $0 $0 $111,142 General Fund Cash $327,390 $0 $0 $0 $0 111,142 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $327,390 $0 $0 $0 $0 XIV -39 $111,142 Subprogram: Public Safety Element: Replace Rescue 2 Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 2 This project seeks funding for the replacement of the 1999 Ford E -350 Road Rescue Ambulance. At the time of replacement, it is projected that the mileage of the vehicle will be approximately 80,000. The Fire Department attempts to maintain a replacement cycle that will allow the Department to rotate the front line ambulance every 3 years. This rotation should keep maintenance costs down and ensure a good trade -in value. As a result of adhering to the replacement cycle for light duty vehicles, we will be able to keep a quality vehicle on the road at all times to better serve our citizens. The vehicle that is purchased would be one with a greater gross vehicle weight, that in addition to providing substantially better performance and reliability would itself be rotated on a 4 -year basis. The annual capital cost and the maintenance and repair costs should be lower than in the past. PROJECT TIMEFRAME: The apparatus would be ordered in FY06 after funding approval, with delivery usually possible within 1 year or less. OPERATING BUDGET IMPACT: The purchase of this equipment will reduce the likelihood of major repair costs. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 0 0 0 Equipment 0 0 175,000 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $0 $175,000 $0 $0 $0 General Fund Cash $0 $0 $175,000 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $0 $175,000 $0 $0 $0 XIV -40 Subprogram: Public Safety Element: Replace Radios and Software/Hardware Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 3 This request includes a request for funds to design and replace the base stations, mobile units, portable radios, as well as dispatch software and hardware (Fire Department's share) in FY2007. At the time of replacement, the radio system will be over 10 years old. The current dispatch software operated on a Unix platform and does not relate to other systems in use in the Town. Design funds are requested in FY 2005. Significant software and hardware improvements will be made to the dispatch center. The focus teams will work to integrate reporting, dispatching and communications software and hardware. This will enhance data collection as well as dispatch and response efficiency and interoperability. A public notification system would be added to the existing system. The greatest challenge to the project will be the integration of Fire, Police and Dispatch operations as well as meeting the needs of the community. PROJECT TIMEFRAME: Subject to funding approval, the system, software, and hardware would be designed in FY2005 and purchased in FY2007. OPERATING BUDGET IMPACT: The purchase of this equipment will have little or no operating impact Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 40,000 0 0 0 0 Construction 0 0 0 0 0 0 Equipment 0 0 0 184,800 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $40,000 $0 $184,800 $0 $0 General Fund Cash $0 $40,000 $0 $184,800 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $40,000 $0 $184,800 $0 $0 XIV -41 Subprogram: Public Safety Element: Replace Engine 1 Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 4 This project seeks funding for the replacement of the 1990 KME fire pumper in FY2008. At the time of replacement, Engine 1 will be 18 years old. The engine is equipped with a 1,250 gallon per minute pump and carries 500 gallons of water and 1000 feet of 4" supply hose line. The engine will be moved to mutual aid/reserve status in 2004. Replacement will allow us to rotate the current frontline engine to a backup role and place the new piece of apparatus in front line service. This would move the department toward a sixteen -year replacement cycle for front line firefighting apparatus in the future. The vehicle would meetNFPA specifications for a triple combination pumper (hose, tank, and pump) as well as carry some ground ladders. PROJECT TIMEFRAME: A focus team would develop specifications after approval of funding in FY2008. Delivery is usually possible within 1 year or less. OPERATING BUDGET IMPACT: The purchase of this equipment will reduce the likelihood of major repair costs on an aging vehicle. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 0 0 0 Equipment 0 0 0 0 379,075 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $0 $0 $0 5379,075 $0 General Fund Cash $0 $0 $0 $0 $379,075 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $0 $0 $0 $379,075 $0 XIV -42 Subprogram: 9500 Culture and Recreation Program: Capital Budget Town of Lexington FY2004 Program Budget This subprogram includes capital investment in municipal library and recreation facilities and infrastructure. Capital investment for revenue generating recreation facilities is funded from the Recreation Enterprise fund, while other assets call on the General Fund. On May 20, 2002, voters approved a debt exclusion to reconstruct the Lincoln Park athletic fields and parking lot; a total project cost of $3,400,000 was authorized by a Special Town Meeting. Pine Meadows Improvements (EC) 230,000 300,000 - - - Pine Meadows Equipment (EC) 50,000 50,000 50,000 Playground Improvements (EC) 50,000 30,000 35,000 - - SkatePark(EC) - - 35,000 - 30,000 Lincoln Field Improvements (DE) - 3,400,000 - - - Total Capital 280,000 3,730,000 120,000 50,000 80,000 Subprogram Totals General Fund Cash 50,000 30,000 70,000 - - Enterprise Fund Cash 230,000 300,000 50,000 50,000 80,000 Gen. Fund Debt (Levy Limit) - - - - - Enterprise Fund Debt - - - - - Debt Exclusion - 3,400,000 - - - State Aid - - - - - Total Resources 280,000 3,730,000 120,000 50,000 80,000 * Letters in Parentheses after projects indicate funding source: (GC) = General Fund Cash, (EC) = Enterprise Fund Cash, (GD) = General Fund Debt within Prop 2 1/2, (ED) = Enterprise Fund Debt, (DE) = Debt Exclusion, and (SA) = State Aid MV -43 Subprogram: Culture and Recreation Element: Renovate Branch Library Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 1 A major renovation of the East Lexington Branch Library is required if the building is to continue to provide library service. Presently there are evident structural problems, public safety issues, inefficient mechanical systems code issues, and non - compliance with the Americans with Disabilities Act. Library service issues are impacted regularly by the age of the building and the inability of the building's services to handle technology applications and other library uses. The branch is a town -owned building and is governed by the will of Miss Ellen Stone who donated the building to the town in 1892 and defined the uses of the building. A thorough renovation will bring the building in compliance with safety, code, and ADA requirements. Library services will be better addressed by redesigning the interior functions of the library. PROJECT TIMEFRAME: Pending funding approval, design and engineering will occur in 2005 and construction in 2008. With the completion of the main library renovation, the branch library's building needs are the number one priority for the library. OPERATING BUDGET IMPACT: Renovation of the branch library will increase operating costs to the library. To address ADA issues the square footage of the library will have to be increased resulting in additional staffing needs, increased utilities and other operating expenses. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 100,000 0 0 0 0 Construction 0 0 0 4,000,000 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $100,000 $0 $4,000,000 $0 $0 General Fund Cash $0 $100,000 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 4,000,000 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $100,000 $0 $4,000,000 $0 $0 XIV -45 Subprogram: Culture and Recreation Element: Park and Playground Improvements Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 1 This is a yearly request from the Recreation Committee to provide for recreation facility improvements and to purchase and update playground equipment and safety surfacing. The FY04 request is for $35,000 to upgrade the playground at Kineen Park. The FY2005 to FY2008 requests are for the following facilities: FY2005 Franklin, FY2006 Center Basketball Court, FY2007 Center Playground, and FY2008 Center #2 Softball Field Lighting. Kineen Park is located on Burlington Street and has an existing swing set, slide and wooden play apparatus in addition to a quarter basketball court and open space. The play equipment is aging and does not meet current Consumer Product Safety Commission or Americans With Disabilities Act guidelines. The Recreation Committee has received many requests from neighborhood residents to provide a safe, accessible playground for children at Kineen Park. The playground will be in compliance with the Americans With Disabilities Act (ADA), which requires accessibility to all new and renovated facilities. Renovations to the Kineen Park play equipment are part of a plan that was prepared and approved on September 19, 1990 by the Recreation Committee. The plan was most recently modified on October 16, 2002. PROJECT TIMEFRAME: This is an on going program, with the facility to be updated or improved during the year for which funds were approved. OPERATING BUDGET IMPACT: FY04Improvements to Kineen Park and FY05 Improvements to Franklin, updating the playground structures and installing more effective safety surfacing, will decrease the number of staff hours required by the Parks Department to repair older equipment, thus reducing the amount of operating money necessary to fund these repairs. FY06 Improvements to the Center Basketball Court will alleviate the necessity for periodic filling and patching of the cracks in the basketball courts, which is not cost effective. The courts were last resurfaced in 1987. New surfacing will save the Town money and staff - hours. FY07 Improvements to the Center Playground structure will provide relief for the Recreation Department and Parks Department in terms of hours spent inspecting and repairing the structure. The Parks Department spends countless hours at the site sanding the equipment, replacing worn and broken boards, reattaching bolts and nails, etc. The structure is the largest playground structure in the community and, as such, is heavily used year round. FY08 proposed improvements to the Center #2 softball lighting would provide new, energy efficient, more economic lights for the facility. In 2002 the Recreation Department spent $3,500 to replace bulbs and fixtures at the softball field. This cost is one incurred annually due to the age and condition of the existing lights. The cost noted above does not include the charges for operating the lights, which would be reduced with a more energy efficient system. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $4,000 $4,000 $3,000 $40,000 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 9,000 9,000 30,000 40,000 16,000 0 Equipment 20,000 20,000 0 110,000 35,000 0 Contingency 2,000 2,000 2,000 10,000 4,000 0 Total Cost Estimates $35,000 $35,000 $35,000 $200,000 $55,000 $0 General Fund Cash $35,000 $35,000 $35,000 $200,000 $55,000 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $35,000 $35,000 $35,000 $200,000 $55,000 $0 XIV -38 Subprogram: Culture and Recreation Element: Pine Meadows Equipment Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 2 This request is for $50,000 from the Recreation Enterprise Fund to purchase equipment at Pine Meadows Golf Club. The pieces of equipment scheduled for replacement in FY2004 are a fairway mower, fairway spreader and a fairway aerator. As equipment comes closer to the end of its life expectancy, it does not operate efficiently and effectively. When the equipment is out of service for repairs, the golf course is not being groomed properly. If the turf is not maintained properly, it will affect the quality of play and the Town will lose customers, thus decreasing revenue. In addition to the financial loss, employee safety issues arise if machinery is operated beyond its reasonable life span. The overall aesthetic of a golf course is very important in its ultimate financial success. It is critical to have equipment that operates efficiently and effectively to maintain a quality golf course. The quality of the turf and grooming of the course is critical to the operation. PROJECT TIMEFRAME: The equipment will be purchased in July of 2003. OPERATING BUDGET IMPACT: The FY04 and FY07 requests will serve to replace deteriorating equipment necessary for the efficient and effective operation of the golf course. Repairs to old, constantly used equipment is costly in both staff -hours and dollars. The purchase of new equipment will allow for more efficient, time sensitive maintenance at Pine Meadows. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 0 0 0 Equipment 50,000 0 0 50,000 0 50,000 Contingency 0 0 0 0 0 0 Total Cost Estimates $50,000 $0 $0 $50,000 $0 $50,000 General Fund Cash $0 $0 $0 $0 $0 0 Enterprise Fund Cash 50,000 0 0 50,000 0 50,000 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $50,000 $0 $0 $50,000 $0 $50,000 XIV -47 Subprogram: Culture and Recreation Element: Skate Park Town of Lexington FY 2004 Program ] DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 3 The Recreation Committee is requesting $35,000 to purchase fencing and site amenities (benches, bike racks and trash receptacles) for the Skate Park located on Worthen Road at the Center Playground. The private citizen Skate Park Committee has worked hard to raise funds for the Park, but as of this time they have fallen short of their goal. Although they are continuing to raise funds, future monies raised by them will be used to purchase Skate Park events. The Town insurance provider strongly recommends that for safety purposes a fence be installed around the perimeter of the Skate Park. Fencing will ensure the safety of the Skate Park riders, as well as those who use the Center Track and playing fields. PROJECT TIMEFRAME: The fencing project will begin once money becomes available. OPERATING BUDGET IMPACT: The FY04 request for the Lexington Skate Park would provide monies for fencing and site amenities. The Town insurance provider has recommended that fencing be installed around the perimeter of the new park to reduce any potential injuries, and possible legal ramifications to the Town. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Improvement $2,000 $0 $0 $0 $0 $5,000 Design/Engineering 0 0 0 0 0 0 Construction 27,000 0 0 0 0 20,000 Equipment 4,000 0 0 0 0 5,000 Contingency 2,000 0 0 0 0 0 Total Cost Estimates $35,000 $0 $0 $0 $0 $30,000 General Fund Cash $35,000 $0 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 30,000 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $35,000 $0 $0 $0 $0 $30,000 XIV -48 Subprogram: Culture and Recreation Element: Pine Meadows Improvements Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 4 In FY05, $400,000 is being requested from the Recreation Enterprise Fund to replace the Pine Meadows Upper Pond Dam. The dam consists of a concrete retaining wall approximately 117 feet in length, projecting a maximum height of about 7 feet above pond bottom, and an earth embankment against the downstream face of the retaining wall. Based on the engineer's findings and recommendations, this project is to rebuild the concrete wall and replace the existing 48 -in CMP culvert with a 48 -in RCP culvert and replace existing stone headwall with new concrete headwall. In June of 2000, a major sinkhole was found in the middle of the cart path by the 9th green. After tests were performed, it was determined that the 117 -foot concrete wall was leaking indifferent locations. A temporary fix was performed in June of 2000 by the Public Works staff. In July, Amory Engineers was hired to evaluate the condition of the wall and it recommended that the retaining wall be replaced. Based on the engineer's inspection, the retaining wall has cracks and holes in it, the valve chamber has deteriorated and the corrugated metal pipe leading to the Kiln Brook has corroded. While the problem has been temporarily patched, water continues to leak through the dam at an estimated rate of approximately 7- 10 gallons per minute. The repair work was a temporary fix and does not ensure safety of the dam. Until this is replaced, the engineers recommend the area be visually inspected daily for any sign of erosion, sink holes, "soft" soil conditions or displacement of the retaining wall or embankment. They also recommend that we maintain the water level in the upper pond 2.5 feet below normal by removing the three upper stop logs in the outlet control structure. PROJECT TIMEFRAME: Fall of 2004 - replace Upper Pond Dam Fall 2007 - Rebuild 3rd Hole OPERATING BUDGET IMPACT: The FY05 request will replace the existing retaining wall at the Upper Pond Dam at Pine Meadows. The deteriorating condition affects the valve chamber and the pipe leading to the Kiln Brook, as well as causing a water leak of 7 — 10 gallons per minute. The condition requires daily inspections and continues to be temporarily repaired by DPW, both at a financial and staff power cost to the Town and the Recreation Enterprise Fund. Replacing the wall will have a positive effect on the environment, water quality and financial stability of Pine Meadows. The FY08 request will continue the facility upgrades recommended in the 1993 Master Plan. This phase will rebuild and lengthen the 3` hole at the course. The project will improve the overall status of the course thereby increasing revenues. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 SO Design/Engineering 0 0 0 0 15,000 0 Construction 0 375,000 0 0 175,000 0 Equipment 0 0 0 0 0 0 Contingency 0 25,000 0 0 10,000 0 Total Cost Estimates $0 $400,000 $0 $0 $200,000 $0 General Fund Cash $0 $0 $0 $0 $0 0 Enterprise Fund Cash 0 400,000 0 0 200,000 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $400,000 $0 $0 $200,000 $0 XIV -49 Subprogram: Culture and Recreation Element: Old Reservoir Management Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 5 The parking lot is used heavily during the summer months by Lexington residents swimming at the Old Reservoir and is used heavily by commuters from September through May. The proposed project will address drainage issues in the lot and provide a stable bituminous concrete surface. PROJECT TIMEFRAME: FY2006 OPERATING BUDGET IMPACT: The FY2006 proposal to renovate the parking lot at the Old Res, will not only provide relief for users of the facility, but also financially to the Town and Recreation Enterprise Fund. Due to deterioration and erosion of the stone dust surface, DPW has spent many hours and a significant amount of money adding materials and rolling the surface of the lot. The project will also address drainage issues at the site, which could, if not renovated, adversely effect the environment of the Old Reservoir. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $20,000 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 25,000 0 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 5,000 0 0 0 Total Cost Estimates $0 $0 $50,000 $0 $0 $0 General Fund Cash $0 $0 $0 $0 $0 0 Enterprise Fund Cash 0 0 50,000 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $0 $50,000 $0 $0 $0 XIV -50 Subprogram: Culture and Recreation Element: Adams and Valley Tennis Improvements Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 6 The FY2006 request by the Recreation Committee is for $125,000 from the Recreation Enterprise Fund for recreational facility improvements to Adams and Valley. The tennis courts at both sites, as well as the basketball court at Adams, have reached a point where crack filling is no longer cost effective. The playing surfaces are irregular and need to be resurfaced and restriped. Ground shifting and the asphalt shrinking cause the majority of the cracking. Fencing around the tennis courts at both sites is beyond repair. In addition to the increased cost of standard maintenance at these courts, cracks have become a safety concern. The courts are valued assets for the Town of Lexington and the Town must reinvest in them. PROJECT TIMEFRAME: FY2006 OPERATING BUDGET IMPACT: Because the Tennis Courts at both sites can no longer be repaired in a cost effective manner, the FY06 proposal addresses this issue. The standard maintenance costs at each site are increasing yearly due to the ongoing deterioration of the surface. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 118,000 0 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 7,000 0 0 0 Total Cost Estimates $0 $0 $125,000 $0 $0 $0 General Fund Cash $0 $0 $0 $0 $0 0 Enterprise Fund Cash 0 0 125,000 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $0 $125,000 $0 $0 $0 XIV -51 Subprogram: Culture and Recreation Element: Center Pool Complex Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 7 The Recreation Committee requests $30,000 from the Recreation Enterprise Fund to hire a consultant to evaluate the Center Pool infrastructure and provide a written report with recommendations of the findings. The pool infrastructure (pipes, skimmers, filtration, chlorinators, etc.) has not been updated since 1980. The consultant's report will provide the Town and the Recreation Department with a detailed list of the recommended upgrades and repairs needed to continue to operate the pools efficiently and safely. PROJECT TIMEFRAME: FY2007 OPERATING BUDGET IMPACT: The FY07 request for an evaluation of the infrastructure at the Center Pool Complex, will allow the Recreation Department to efficiently budget for a needed upgrade of the pipes, filtration system and other infrastructure items at the pools. The pools are an integral part of the Recreation Department's programming. It is vital that the facility operate efficiently and safely. Since there have been no infrastructure upgrades since 1980, the internal systems now require a high, costly level of maintenance and repair. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 30,000 0 0 Construction 0 0 0 0 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $0 $0 $30,000 $0 $0 General Fund Cash $0 $0 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 30,000 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $0 $0 530,000 $0 $0 XIV -52 Subprogram: 9600 Social Services Program: Capital Budget Town of Lexington FY2004 Program Budget This subprogram includes capital investment in facilities and infrastructure supporting the Social Services Programs. Total Capital Subprogram Totals General Fund Cash - - - - - Enterprise Fund Cash - - - - - Gen. Fund Debt (Levy Limit) - - - - - Enterprise Fund Debt - - - - - Debt Exclusion - - - - - State Aid - - - - - Total Resources - - - - - * Letters in Parentheses after projects indicate funding source: (GC) = General Fund Cash, (EC) = Enterprise Fund Cash, (GD) = General Fund Debt within Prop 2 1/2, (ED) = Enterprise Fund Debt, (DE) = Debt Exclusion, and (SA) = State Aid XIV -53 Subprogram: Social Services Element: New Senior Center Town of Lexington FY 2004 Program Budget DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 1 This project requests funds to build a new Senior Center. The current Senior Center is too small to adequately serve a senior population of 7,200 people. A new center would allow expansion of programs and hours to better serve the senior population. PROJECT TIMEFRAME: • COA Long Range Planning Committee 1998 • Town meeting appropriates feasibility study money 2000 • Selectmen's Sighting Committee recommends 3 sites 2000 • Request for $300,000 in design money spring 2003 so that when site is determined project can proceed. • Final number goes to community for override vote 2005 • Building occurs over 2006 • Doors open 2007 OPERATING BUDGET IMPACT: The operating impact of this project is that the opening of a new senior center would eliminate the need to rent space in Lincoln for department programs, which costs approximately $13,000 a year. Other cost savings could be achieved by centralizing the programs. However, there will be an unknown increase in utility and maintenance costs due to the increase in facility size. The size of the facility has not yet been determined. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 5,000,000 0 0 0 0 Equipment 0 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $0 $5,000,000 $0 $0 $0 $0 General Fund Cash $0 $0 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 5,000,000 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $0 $5,000,000 $0 $0 $0 $0 XIV -55 Program: Capital Budget Subprogram: 9700 Community Development Town of Lexington FY2004 Program Budget This subprogram includes capital investment in facilities and infrastructure supporting the Community Development Programs. Total Capital Subprogram Totals General Fund Cash - - - - - Enterprise Fund Cash - - - - - Gen. Fund Debt (Levy Limit) - - - - - Enterprise Fund Debt - - - - - Debt Exclusion - - - - - State Aid - - - - - Total Resources - - - - - * Letters in Parentheses after projects indicate funding source: (GC) = General Fund Cash, (EC) = Enterprise Fund Cash, (GD) = General Fund Debt within Prop 2 1/2, (ED) = Enterprise Fund Debt, (DE) = Debt Exclusion, and (SA) = State Aid XIV -57 Subprogram: 9800 General Government Program: Capital Budget Town of Lexington FY2004 Program Budget This subprogram includes capital investment in equipment supporting the General Government Programs. Electronic Permitting (GC) Financial Software/ Eomim. Total Capital 425,000 50,000 50,000 Subprogram Totals General Fund Cash 425,000 50,000 Enterprise Fund Cash - - - - - Gen. Fund Debt (Levy Limit) - - - - Enterprise Fund Debt - - - - - Debt Exclusion State Aid Total Resources 425,000 50,000 * Letters in Parentheses after projects indicate funding source: (GC) = General Fund Cash, (EC) = Enterprise Fund Cash, (GD) = General Fund Debt within Prop 2 1/2, (ED) = Enterprise Fund Debt, (DE) = Debt Exclusion, and (SA) = State Aid XIV -59 Subprogram: General Government Element: Electronic Permit Automation Town of Lexington FY 2004 Proerm DESCRIPTION OF PROJECT: DEPARTMENT PRIORITY: 1 This funding request is to research proprietary permitting software, identify costs, and make recommendations for the purchase of the software. Various departments issue permits and maintain separate databases for these permits. These databases do not communicate with each other. Therefore, if one department has an issue with a property, another department may not be aware of the issue. The use of proprietary software that tracks permits, tracks conditions, and automatically notifies all relevant departments of issues will result in better communication and reduce the chance of conflicting information being given to property owners. The Management Information Systems and Community Development departments have identified improved technology and customer service as two important goals. In addition, Vision 2020 has identified improved technology, and increased use of the web site as priorities. A permit automation product would address these goals. PROJECT TIMEFRAME: Pending funding approval, the software will be purchased in FY2004. OPERATING BUDGET IMPACT: The operating impact would be an $8,500 annual cost for maintenance. Project Cost Estimates FY2004 FY2005 FY2006 FY2007 FY2008 FY2004 Requested Requested Requested Requested Requested Appropriated Site Acquisition $0 $0 $0 $0 $0 $0 Design/Engineering 0 0 0 0 0 0 Construction 0 0 0 0 0 0 Equipment 50,000 0 0 0 0 0 Contingency 0 0 0 0 0 0 Total Cost Estimates $50,000 $0 $0 $0 $0 $0 General Fund Cash $50,000 $0 $0 $0 $0 0 Enterprise Fund Cash 0 0 0 0 0 0 General Fund Debt 0 0 0 0 0 0 Enterprise Fund Debt 0 0 0 0 0 0 Debt Exclusion 0 0 0 0 0 0 State Aid 0 0 0 0 0 0 Total Resources $50,000 $0 $0 $0 $0 $0 XIV -61 Override Im INTRODUCTION & Reductions Summa The original FY 2004 Appropriated Budget as approved by Town Meeting assumed raising an additional $4,957,000 through a voter approved operating override. An override, as defined in Section III: Revenues, allows a predetermined sum of tax revenues to be generated over and above the normally allowable growth in the previous year's tax levy limit. This sum is then added to the base levy for the next fiscal year and this becomes a permanent addition to the tax levy limit. On June 2, 2003, a vote was held on the question of an operating override. ELECTION RESULTS On June 2, 2003, voters in Lexington were presented the following question: Shall the Town of Lexington be allowed to assess an additional $4,957, 000 in real estate and personal property taxes for the purpose ofpolice, fire, school, public works, finance, planning, Lexpress, library, youth, senior, social, disabled, community development, town clerk, and MIS services, and for certain capital projects and equipment related thereto including the purchase of afire truck, for the fiscal year beginning July first, two thousand and three. With 11703 of 19868 voters casting votes (59 %), the operating override question was defeated 6019 votes to 5634 votes. A summary of the vote totals by precinct is provided below. IMPACTS Adoption of the FY 2004 budget by referendum will result in the following service changes. As a result of the referendum, over 80 full -time and part -time positions have been eliminated, resulting in modified service and changes in service delivery throughout the organization. The following is an outline of service changes by department and a quantified listing of service reductions. FY 2004 Appropriated Budget A -1 Appendix A: Override Election Pct i Pct 2 Pct 3 Pet 4 •• Operating Pct 5 Pet 6 Override Pct 7 Pct 8 Pct 9 TOTAL Registered Voters 2013 2375 2037 2292 2293 2324 2267 2143 2124 19868 Total Votes 1163 1457 1015 1376 1322 1461 1380 1338 1191 11703 Percent 58% 61% 50 0 /6 60% 58% 63% 61% 62% 56% 59% Pct 1 Pct 2 Pct 3' Pct 4 pct 5 Pct 6 Pct 7 Pct 8 Pct 9 TOTAL YES 462 809 467 723 582 761 679 689 462 5634 NO 695 636 545 651 735 696 697 641 723 6019 BLANKS 6 I 12 3 2 5 4 4 8 6 50 IMPACTS Adoption of the FY 2004 budget by referendum will result in the following service changes. As a result of the referendum, over 80 full -time and part -time positions have been eliminated, resulting in modified service and changes in service delivery throughout the organization. The following is an outline of service changes by department and a quantified listing of service reductions. FY 2004 Appropriated Budget A -1 Appendix A: Override A series of impacts are not limited to individual departments but rather occur organization wide. They are listed below. Organization -Wide Service Impacts • Cessation of Notary Services. Citizens requiring notary services will need to find private notaries. • Increased Response Time. Customers who visit in- person should expect longer wait times inmost departments due to sheer volume of requests at certain times. • Time delay on information requests. Requests for information will not be filled immediately on a drop -in basis. However, all requests for information will be responded to within 10 days. • Appointments are suggested for more complicated visits to the various offices. • Phone inquiries will be answered as they are received. Callers may leave a voicemail message. Program 1000: Education Services Impacted: • Class size increased to the maximum allowed. • Number of courses offered at the middle and high schools reduced; art, music, and physical education at the elementary level reduced. • Special education staffing reduced and elementary health education program cut by half. • Elementary school drama, junior varsity middle school athletics and professional development initiatives eliminated. Classroom supply and building maintenance costs reduced or eliminated at all levels; only emergency maintenance /repairs will be made. • Planned purchase of furniture for middle school science laboratories eliminated. • Instrumental music lessons for elementary students available on a fee -basis only. • Transitional bilingual/English Language Learners program has been reorganized. • Access to schools during the evening restricted. All evening meetings will take place only at middle and high schools where custodian staffing is available. Increased fees will be charged for rental, mailing and other supports provided to school and FY 2004 Appropriated Budget A -2 Appendix A: Override School Department $2,592,000 35 6 0 Dept of Public Works $710,271 4 1 0 Police Department $412,480 12 0 0 Fire Department $560,857 1 0 0 Cash Capital $216,248 0 0 0 Cary Library $178,502 4 10 0 Community Development $92,046 2 1 1 Social Services $94,370 0 0 1 Economic Development $48,380 1 0 0 Finance Department $43,760 2 0 0 MIS $34,320 0 0 0 Town Clerk $19,998 1 0 0 Planning Department $12,544 0 0 1 Total $'5 1 015 1 77 62 18 3 A series of impacts are not limited to individual departments but rather occur organization wide. They are listed below. Organization -Wide Service Impacts • Cessation of Notary Services. Citizens requiring notary services will need to find private notaries. • Increased Response Time. Customers who visit in- person should expect longer wait times inmost departments due to sheer volume of requests at certain times. • Time delay on information requests. Requests for information will not be filled immediately on a drop -in basis. However, all requests for information will be responded to within 10 days. • Appointments are suggested for more complicated visits to the various offices. • Phone inquiries will be answered as they are received. Callers may leave a voicemail message. Program 1000: Education Services Impacted: • Class size increased to the maximum allowed. • Number of courses offered at the middle and high schools reduced; art, music, and physical education at the elementary level reduced. • Special education staffing reduced and elementary health education program cut by half. • Elementary school drama, junior varsity middle school athletics and professional development initiatives eliminated. Classroom supply and building maintenance costs reduced or eliminated at all levels; only emergency maintenance /repairs will be made. • Planned purchase of furniture for middle school science laboratories eliminated. • Instrumental music lessons for elementary students available on a fee -basis only. • Transitional bilingual/English Language Learners program has been reorganized. • Access to schools during the evening restricted. All evening meetings will take place only at middle and high schools where custodian staffing is available. Increased fees will be charged for rental, mailing and other supports provided to school and FY 2004 Appropriated Budget A -2 Appendix A: Override community programs. Services Lost (by item): FY 2004 Appropriated Budget A -3 Appendix A. Override .. 1 Eliminate 5.0 FTE Class Size /Teaching Load Staffing - LHS An additional 5.0 FTE was requested in order to continue the effort initiated in the current year's budget, which allowed us to reduce teacher - student ratios in the mathematics program. The target areas for the additional 5.0 FTE in FY04 are Social Studies and Foreign Languages. This year, the impact has enabled teachers to plan and provide for more instruction in keeping with the system's commitment to $250,000 5 differentiated instruction to meet the broad -based needs of ALL students. It also has had a significant impact on the department's ability to attract and retain highly qualified and skilled practitioners in this field. We expect that the impact on FY 04 would be just as beneficial. Without these 5.0 FTE, class size and teaching loads will remain high for social studies and foreign languages and remain out of balance with other program areas at the high school. Reduce Art, Music and PE to 45 Minutes /Week per Grade at Elementary Students will have a diminished arts and physical education curriculum. The scope of lessons and authentic learning would be impacted with fewer opportunities for students to develop their skills in critical and creative thinking and problem solving. As $225,000 we become increasingly knowledgeable about the multiple intelligences and the benefits to learning when children have a variety of modalities, it is critical to maintain programs that offer these inputs. Also, children are becoming increasingly obese and sedentary, so reducing opportunities for physical activity is not in our children's best interests. This would reduce elementary staffing by 4.3 FTE's. Eliminate 3.0 FTE of Existing M.S. Classroom Teachers Eliminating 1.5 FTEs from each middle school will reduce teams, increasing class size to an average of 26 and as high as 30 students. In addition, electives would be reduced at each middle school eliminating choices, increasing study halls, increasing the number of students who become "off task;' increasing the demands on the special education staff, and increasing the loss of beginning teachers. This is a particular $150,000 3 challenge, given the investment the district is making in recruiting highly competent staff in critical areas and developing them into excellent teaching professionals as more and more LPS teachers reach retirement age. Furthermore, the loss of these 3.0 FTE teachers will undermine differentiated instruction, quality of services to students and their families, quality of education, and may jeopardize the safety of children. Eliminate 3.0 FTE H.S. Enrollment Driven Staffing This staffing corresponds directly to increasing enrollment. The high school is scheduled to receive an additional 41 students. The inclusion of the 3.0 FTE would allow the high school to offer programs and sections currently in place, keeping class sizes relatively the same, in keeping with contractual obligations and preferred class size for effective instruction. The 3.0 FTE is an estimate derived from an allocation of $150,000 3 .20 FTE for each core subject area and .1 FTE for electives. When course registration is conducted and completed in the spring, an exact calculation of enrollment driven FTE's will be available. Not including enrollment driven staffing will mean staffing an increase in the number of students with the staff currently employed, resulting in large class sizes for many core and elective courses. Eliminate K -8 Permanent Substitutes Permanent substitutes at each elementary school will be eliminated. Some schools may be left without adequate coverage for regular classrooms and for specialized programs for which the permanent subs have received special training. Providing $134,000 teachers time to attend special curriculum meetings during the day, participate in peer observations, or attend conferences to expand and enrich their teaching skills will be greatly curtailed. There may be a corresponding increased financial demand on our substitute budget. FY 2004 Appropriated Budget A -3 Appendix A. Override Reduce 1.5 FTE Elementary Assistant Principals This reduction would decrease the position of assistant principal in all 6 elementary schools from the current status of .5 FTE to .25 FTE. The quality of teacher evaluations, administrative representation on site -based councils, and supervision of student support teams would be diminished. Behavior management programs and character education initiatives also will be compromised. In addition, assistant $105,000 1.5 principals will no longer have time to serve as representatives from their schools on Lexington's Core Technology Leadership Committee. Overall, this cut will cause principals to focus more of their attention on management issues, and therefore seriously diminish their ability to concentrate on matters of curriculum and instruction. This will seriously affect student supervision and safety. Establish Fee Based Instrumental Music The retention of the current elementary instrumental program in the basic music curriculum of every child (without an added user fee) is essential for many reasons. As children participate in the elementary instrumental segment of the curriculum, they develop self- esteem, critical thinking skills and motivation. The curriculum enhances the student's ability to analyze emotional and intuitive responses, to problem solve $100,000 and to develop skills in working together and in communicating. Researchers have determined a statistically significant relationship between music instruction and positive performance in reading comprehension, spelling, and math, listening abilities, motor proficiency and primary mental abilities. This could be reinstated and made a fee based program. Questions regarding whether a fee -based program could continue to operate during the school day need to be considered. Reduce 1.7 FTE Elem. Classroom Teachers & Specialist Reduction of 1.7 FTE classroom teachers and related specialists is related to expected enrollment and will result in maximum class sizes and higher than maximum kindergarten class sizes. This will decrease the instructional time teachers will be able $85,000 1.7 to spend with smaller groups and individual children while at the same time, as per contractual agreements, increase the number of overmax aides required in classrooms. Eliminate Classroom & Instruction Initiative Curriculum in health, physical education and fine and performing arts will not be $82,500 - renewed. Reduce Special Education (SPED) Tuition We will reduce amounts allocated for day and residential out of district tuition and $80,000 - make additional efforts to provide for students' needs within the district. Reduce Elem. Building and Instructional Supplies Budgets Paper, pencils, crayons, markers and other supplies that are normally provided to $80,000 - students will be reduced by half. Parents will be asked to provide some of the supplies. Reduce 2.6 FTE custodial staff Reduction in school custodial force may mean that fewer staff members must complete the same amount of work in buildings. Inevitably, this will result in reduced performance cleaning buildings, some of which have just undergone costly $78,000 2.6 renovations, or increased costs in overtime to clean buildings. Schools may not have evening coverage, thereby reducing the opportunities for classes, students and community groups to use the buildings for evening activities. This may affect our responsiveness to the community's requests for space in the evenings. Eliminate LHS Dean Lexington High School has strong departments and a myriad of important activities in the arts, athletics, clubs, and academic teams. Deans spend considerable time to ensure a positive climate. We have moved towards a house system in which each of $75,000 1 our Deans work closely with two or three counselors and home room teachers with approximately 1 /4th of the school student population. This year we have a weekly home room; next year we hope to have two per week. Our goal is to have every student have a continuing relationship with at least three adults during their LHS FY 2004 Appropriated Budget A -4 Appendix A. Override careers. The loss of one Dean would significantly undermine our efforts and negatively impact students' experiences. Reduce Early Childhood /Elementary SPED Positions The loss of for Early Childhood and Elementary Special Education positions will impact the delivery of special education services and the support of regular education at these levels. The decrease in funding will require consolidation of some elementary special education services resulting in less individualization of service $75,000 delivery. In addition, the loss of this funding will impact support of regular education programs, as support positions to regular education will need to be consolidated or eliminated. Clerical support that enables compliance with the paperwork mandated by SPED regulations will also be lessened or eliminated. Eliminate 1.0 FTE M.S. SPED Support Middle School Evaluation TEAM Leader and SPED supervisory services, recently added in response to the district's difficulties reaching compliance with special education regulations, mandates and timelines, will be reduced. Oversight of the entire evaluation process, coordination of TEAM meetings and chairing of TEAM meetings, $65,000 1 communication with parents regarding the special education process will be diminished. The district's ability to adhere to state regulations and management of the special education process will be diminished and put us at risk for being out of compliance with laws and regulations. Do not hire an Evaluation Team Leader at LHS This position was created in response to growing numbers of high school students with special needs and recommendations made in Corrective Action Plan to have a $65,000 1 special education team leader at the high school level. We risk being out of compliance with special education regulations. Reduce Building and Instructional Supplies - M.S. Although both middle schools have been renovated recently, the warranties have expired and we are now responsible for the buildings. We need to protect our investment in these buildings by maintaining them appropriately. Custodians are ordering supplies with a bare minimum budget and often using outdated or damaged $58,000 - equipment. To reduce items such as floor wax or attempt to buff Floors with broken equipment, and to reduce personnel, may mean that Floors will not be adequately maintained and become damaged. Also, if we do not repair necessary HVAC equipment, for example, we may not be able to meet the code requirements for adequate ventilation to maintain a safe environment for students and teachers. Eliminate 1.0 FTE Unallocated at Elementary Level Unallocated staff assigned in the late summer to respond to unanticipated enrollment will not be funded. This has the potential to seriously impact class size and will result $50,000 1 in maximum and in some cases, over maximum class sizes at some grade levels and kindergarten. Reduce Health Education by 1.0 FTE at Elementary Level As a society, we have acknowledged the need for early intervention and education in the areas of health and social issues. Loss of 50% of our elementary health education staff will seriously compromise our comprehensive health program. We will either need to eliminate the elementary program, eliminate health education at certain grade levels or require classroom teachers to teach the curriculum. Since $50,000 1 comprehensive health education is at the heart of students' health and safety, this will have a profound impact on any prevention efforts that the school system chooses to undertake. Studies also document that student academic performance is intrinsically linked to their health and safety, thus this position cut at the elementary level will have an indirect impact on academic performance. Reduce M.S. Technology Support The Town of Lexington has made a major financial commitment to classroom $50,000 1 technology. We have also made the commitment of personnel to ensure that the technology is working and that teachers have support as they integrate new FY 2004 Appropriated Budget A -5 Appendix A. Override technology into curriculum and instruction. With the reduction at the middle school level, the schools will be unable to provide timely support (and as a consequence loss of valuable teaching time) in the following areas: equitable access and use within and among the middle schools; curricular support for creating, modeling and implementing curriculum units aligned to student technology competencies as recommended by the Department of Education; professional development such as after - school, online, summer workshops (Tech Camp), and sharing of best practices; demonstrations of up -to -date technologies (portable iBooks, Smart Board); and installing instructional software, troubleshooting and maintenance of hardware. Reduce Sch. Supplies, Printing, Software, Admin. Comp. We will reduce budgets for office supplies, printing, mailing, software purchases and $50,000 the office of networking and data processing. Increase User Fees Review increasing user fees for athletics, instrumental music, debate /drama activities $48,500 and increasing fees charged and collected. Reduce Elementary Building Maintenance Replacement of furniture in classrooms and in the cafeteria will be cut by approximately 30 %. General building maintenance projects such as painting and replacement of custodial equipment as well as safety related repairs would also be reduced. Much of the equipment used to maintain buildings needs repair. Continuing $48,000 to use damaged equipment will, in a short period of time, result in the need to replace the equipment at likely higher costs. In delaying the investment in repair and maintenance, the long term costs for more extensive building repairs will inevitably escalate. Reorganize Chinese Bilingual Program Students who participate in classroom based bilingual services will have reduced services, with partial support provided through tutors. Expectations are that student English proficiency will not keep pace with the academic demands of their programs $40,000 and their performance will suffer. Reduction in services to children who speak English as a second language may impact their ability to master English and to succeed in learning content that requires strong reading and listening skills. Performance on MCAS in reading and writing may also be affected. Eliminate Allocation for M.S. Science Lab Equipment Newly renovated science labs at both middle schools will have to be furnished with old $34,000 and in some cases repaired /damaged furniture. Eliminate .6 FTE School Nurse Eliminating this position could endanger the health of students. In addition, eliminating this nurse position will reduce the nurse - student ratio, jeopardizing the $30,000 .6 quality of health services and emergency response to health crises. Reduce Secretarial /Clerical Staff at LHS This would require reduction in support services to the high school departments and $30,000 houses. Eliminate .5 FTE Elementary Drama Specialist Position This eliminates the drama specialist position at the elementary level. The drama specialist is responsible for working with teachers and students at all elementary schools to implement the drama curriculum recommended by the National Standards $25,000 .5 of the Arts and the Massachusetts Arts Curriculum Frameworks. As a consequence, the students will not be provided with opportunities to make connections between drama and other disciplines in the core curriculum. Eliminate High School Resource Officer $22,000 1 The loss of the school resource officer at the high school will have an impact on safe FY 2004 Appropriated Budget A -6 Appendix A. Override for both students and staff. The SRO's role is one of both prevention, dealing with students and issues before they become explosive, as well as intervention, providing consequences for students who are involved with drugs, harassment or violence. The SRO also collaborates with the health educators to bring messages of drug and alcohol resistance and driving safety to students at critical times in their development. Reduce Athletics Budget Reduction in school athletics will affect purchase of equipment, coaches for lower level $20,000 - sports, or an elimination of all but varsity sports. Reduce Funding for Personnel, Materials, Supplies from Elementary Sciences & Social Studies This reduction will impact the amount of supplies that we can purchase for these $20,000 - curriculum areas and decrease staff time related to distribution of science materials to elementary teachers. Do not Restore 25% of Instruction Supplies for Reading Language Arts Additional leveled readers and classroom sets of books will not be provided to $20,000 - students. This is considered critical to the success of the reading and language arts initiative. Eliminate Allocation for School Safety Repairs and Maintenance As in the middle schools, eliminating funds for safety- related repairs and maintenance compromises the investment the town has made in renovating the buildings. Potential $20,000 - future costs for maintenance or repair could escalate if problems are not addressed in a quick and cost effective manner. Eliminate Training for School Maintenance and Technical Support Staff Maintenance and technical support staff will not receive training to maintain increasing $12,000 - number of PCs, high technology HVAC and other systems installed in renovated buildings. Program 3000: Public Works: Services Impacted: • Road, parking lot, and sidewalk maintenance reduced, priority given to emergency road repairs. • Staff support for community events is eliminated except for Patriots Day. Users will have to • contract setup, takedown and cleanup of all venues. • Crosswalk and center line painting is reduced, priority given to school crosswalks. • Athletic field lining program eliminated. Users may contract out/pay for services. • Curbside Yard Waste Pick -up eliminated. Yard waste must now be taken to Hartwell Avenue by residents. Overtime for weekend trash pickup in the Center is eliminated. • Reduced cemetery and parks maintenance. This includes less frequent mowing, trimming, pruning and care of Town parks, and cemetery plots. • LEXPRESS has been temporarily discontinued. Plans for service resumption are being developed. • Chair Car service has been eliminated. • Coordination of transportation demand management and alternative transportation services have been eliminated. e. Eliminate Lexpress /Chair Car Transportation Services LEXPRESS is a six route, three mini -bus system connecting Lexington's neighborhoods $347,930 1.5 to schools library senior center recreational sites health providers and businesses. FY 2004 Appropriated Budget A -7 Appendix A. Override Each bus is equipped with a wheelchair lift and is ADA compliant. LEXPRESS provides direct links to the following transit systems: META, Burlington B -Line, Waltham CitiBus, and Lowell Regional Transit. Significant public transportation options would be lost to residents, especially students, seniors and adults with special needs, with the elimination of LEXPRESS. The Chair Car provides a door -to -door transportation option for residents with health conditions who are unable to use public transit. The Chair Car is frequently used by seniors for medical appointments following an acute illness. The loss of transportation options to Lexington residents is a quality of life issue that would restrict mobility. * LEXPRESS service was restored as a result of the July 28 & 30, 2003 Special Town Meeting. No tax levy resources were restored. Reduce & Eliminate DPW Highway Personal Services This reduction affects Highway Maintenance, Road Machinery, Parking Lot Maintenance and Catch Basin Cleaning. • Highway Maintenance: 90% of the overtime will be cut which will affect Crosswalk, Parking lot, Parking tees and Line painting, resulting in faded cross walks, center lines etc. Center cleaning will be performed on regular time, resulting in reduced efficiency and less time to perform other tasks. All special event and non - emergency overtime will be eliminated, requiring community organizations to find set up and take down volunteers, and the elimination of weekend trash pick up from the center area. The delivery of leaf bags to local venders will be eliminated. All but emergency paving work (potholes) will be eliminated, which will eliminate our berm program for erosion and roadway safety, sidewalk repaving, driveway apron repair, etc. One FTE will be cut from the Highway Department, directly impacting the quantity of work performed and on the snow plowing operations. $189,300 1 • Road Machinery: This proposal would eliminate all non - emergency overtime. This will result in some inefficiencies as equipment will not be available as soon expected, a delayed repair of breakdown parts that are not in stock, and trucks being out of service for a longer period of time. This will cause an inconvenience to the DPW and other town departments. • Parking Lot Maintenance: Maintenance of Town operated parking lots would be reduced under this proposal. Annual line painting will be postponed as well as replacement of broken /worn equipment for attended parking booth. Maintenance would be postponed. It will be more difficult for attendants and traffic enforcement officer to manage the lot if lines are faded. • Flushing & Cleaning Catch Basins: Eliminate the cleaning of catch basins by Town employees and contractor. This will have an impact on the surface drainage system, more lines may become plugged resulting in street Flooding, sand that is not cleaned out would be Flushed out into the wetlands and conservation areas. Reduce & Eliminate DPW Public Grounds Services DPW Public Grounds Personal Services - Reductions to the DPW Public Grounds Personal Services affect Park Division Overtime, elimination of the Field Lining Program, and the reduction of Cemetery and Park staff. • Parks Division Overtime: The Park Division will no longer staff events that are conducted bythe Center Committee, Chamber of Commerce, Citizen Groups, Youth Sports Leagues, other Town Departments, Celebrations Committee, and other groups utilizing Town Land and equipment. The Parks Division Overtime would be cut by 65 %. This means that User groups would have to go without the services of a sound system, podium, chairs, trash pickup, set- up/breakdown, etc. for their event. All events that require Park Division Overtime (except $89,041 2 emergencies, the Pool Complex and April 19th) would have to be performed as a billable event charged to the user. • Field Lining Program: This would eliminate the field lining program and one W -2 Laborer. The Park Division will no longer line athletic fields or line for special events. Each user group will have to contract out lining services in order for official games to be played and for special events to be organized. Contractors would have to be hired and funded by the user groups. This will affect a wide range of youth and adult programs in the Town. • Cemetery Division: This would eliminate one W -2 Laborer. Mowing at West View Cemetery would have to be performed by a contractor. The Park Division would mow the other three cemeteries. This would affect the timeliness and quality of FY 2004 Appropriated Budget A -8 Appendix A. Override the mowing. Increased fees and increased support from the Cemetery Trust would have to be analyzed to support this program. Eliminate Curbside Yard Waste Program The elimination of 14 curbside yard waste collections would result in loss of convenience to residents and likely add to the Town's solid waste tonnage. Residents $84,000 - could bring compostable materials to the Hartwell Avenue Composting Facility weekdays or during a specified four hour period on weekends. " Program 4000: Public Safety Subprogram 4100: Law Enforcement Services Impacted: • Detective Bureau capacity reduced from 9 to 4 officers. Patrol Officer reductions from 32 to 24 required that detectives be transferred to patrol to maintain acceptable service levels. Center officer eliminated. • School - Community Resource Officer position eliminated. Police officer interaction with community youth minimized. • Family Services Officer position eliminated resulting in decrease of services for domestic abuse cases, runaways and persons at risk. • Desk Officer impacted, resulting in delayed response time to walk -in services and assistance. • Part -time clerical assistance eliminated, resulting in delayed processing of paperwork and collection of revenue from parking meters. • Regional Task Force Narcotics Investigator position eliminated. • Crime and safety prevention services curtailed, such as special neighborhood visits, home security checks and the car seat program. • Certain calls for service will be delayed and/or referred to other agencies. • Cadet Program eliminated. Eliminate Police Desk Officer Position Five officers will be eliminated from the Police Department. These positions represent the 24 hour /7 -day per week staffing of the front desk to the Lexington police station. • The desk officer provides support services to the joint police -fire -911 dispatch center. Between 11:00 p.m. -7:00 a.m. (when only one dispatcher is assigned) the desk officer serves as an emergency dispatcher. • The desk officer provides security to the police station; books prisoners; and monitors detainees in the cellblock area. Dispatchers, who work closely with the desk officer, do not have the training or staffing to $183,950 cover this position. • Desk officers handle drop -in and telephone crime reports. In the absence of the desk officer, neighborhood patrol units will be required to respond to the police station to handle investigations or any situation involving a detainee. Services to the business areas and neighborhoods may then be delayed, less effective or not available. • If eliminated, the on -duty commanding officer would cover the desk operations and be drawn away from his /her primary duties of supervising the shift, monitoring emergency dispatch operations, administrative duties and station management. FY 2004 Appropriated Budget A -9 Appendix A. Override officer's job knowledge, training, and skills helps to insure that officers are dispatched in accordance with call priority, safety and need. • The desk officer also performs a myriad of other duties, including but not limited to: warrant control; restraining order maintenance; police log and computer record maintenance; receiving and filling requests for traffic officers; alarm billing; intake and processing of firearms licensing; intake of traffic accidents, public information requests and deliveries. Individuals visiting the police station are immediately aware of the services provided by the desk officers. Otherwise, the numerous duties and functions are not immediately obvious to the public but are essential to the smooth, safe and effective management of the police station. Eliminate 3 FT Detectives and 2 FT Officers in Schools Five officers will be eliminated from the Police Department. To compensate for this cut, 5 of the 9 officers assigned to the Detective Bureau will be eliminated. The Detective Bureau has 7 Detectives, one Sergeant who serves as a full -time prosecutor and a Detective Lieutenant. These officers have been highly trained to provide the specialized services necessary to support the patrol staff and meet community needs. • Two School Resource Officers will be removed from the High School and Middle /Elementary Schools. This program has been very successful at improving the quality and safety of the school environment. One SRO is highly trained in computer forensics and assists a regional police organization as a School Threat Assessment and Response team member. • One Family Service Detective will be cut. This detective is specially trained to manage domestic violence, youth and family services, the sex offender registry and related investigations. • One Specialized Detective will be cut. This detective is specially trained $176,950 5 to investigate robberies, credit /identity theft, burglary, assaults and larcenies. This position is very active sharing information with other federal, state and local agencies in order to solve crimes locally. • One Drug Task Force Detective will be cut. Lexington contributes one detective to the Suburban Middlesex Drug Task Force. Drug and other contraband dealers use jurisdictional boundaries to their advantage to avoid being discovered. Lexington works with 7- neighboring communities to prevent and suppress this dangerous activity. • These cuts will delay or eliminate specialized services; the ability to thoroughly investigate significant impact crimes on the community will be more difficult. Regular patrol operations will be interrupted, delayed or eliminated as patrol officers follow -up on incidents typically assigned to the Detective Bureau. The demand on time and available staffing will diminish the quality and efficiency of services. This cut will significantly reduce or eliminate pioneering initiatives particularly in the area of domestic violence, drug enforcement and improving police- school- community relations. Eliminate Police Officer Coverage in Center - 2 FTE Two patrol officers will be eliminated from the Police Department. These two officers are permanently assigned to cover the retail center district Monday through Friday. One officer works 8:00 a.m. to 4:00 p.m.; the second officer works 4:00 p.m. to midnight. Their duties include enforcement of by -laws, response to calls for service, problem solving as well as parking and traffic $51,580 2 control. The business community in Lexington center requests and supports police presence. This cut would eliminate a police presence in an area congested with bicyclists, pedestrians, motorists and businesses. Patrol officers will be drawn from the neighborhoods to cover the center district with a diminished ability to deter crime, recognize and solve recurring problems, and provide timely parking and traffic enforcement. FY 2004 Appropriated Budget A -10 Appendix A. Override Subprogram 4200: Fire Services Impacted: • Administrative office hours have been reduced to 8:30 to 10:30, or by appointment. • The East Lexington Fire Station closed effective July 1, 2003. Response times at the farthest service points in Lexington will be increased. * • Response to requests for Fire Inspection certificates & other permits delayed. *As ambulance service did not and does not run out of the East Lexington station, response times for this service will not be affected. Program 5000: Culture and Recreation Subprogram 5100: Cary Memorial Library Services Impacted: • Reduced Hours: The main library is closed on Saturdays in July and August. • Closed Sundays: The library will not open on Sundays. • The Branch will also have reduced hours. Effective July 1: Monday 1 -9, Tuesday 1 -6, Wednesday 10 -5, Thursday 1 -6, and Friday closed. All hours will be reviewed when the newly renovated Cary Memorial Library re- opens. • Fewer materials purchased for the Branch and Children's Libraries. • Cutbacks in personnel will result in delays at service desks, in the purchase of materials and the return of materials to shelves FY 2004 Appropriated Budget A -11 Appendix A. Override v Close East Lexington Fire Station, Take Shift Commander's Car Out of Service The Fire Suppression personnel work with the EMTs assigned to the ambulance to extricate victims from motor vehicle accidents and transfer the sick and injured to the ambulance. The proposed cuts would take one engine and the shift commander's car out of service, resulting in the closure of the East $521,970 - Lexington fire station. With this reduction in personal services, employees at the East Lexington fire station would move to the Main Fire Headquarters and serve as a substitute crew for individuals who were unable to make their regular shift. This will also allow the ALS service to be maintained without reduction in service. Eliminate 1 FT Fire Administration Position This would eliminate the Administrative Assistant to the Fire Chief and reduce supply and equipment budgets. The proposed reductions would greatly diminish the effectiveness of the Lexington Fire Department to perform daily operations and severely cripple customer service. Elimination of the administrative assistant would result in most service calls or internal questions going unanswered. The elimination of expense budgets also will reduce new $38,887 1 equipment that can be purchased, training that can be conducted, and force the fire department to operate with fewer supplies. Put in simpler terms, this would translate into a severe reduction of inspections and administrative duties that the chief and assistant chief can perform in order to be on call. The chief would need to process all invoices, payroll, and correspondence as well as respond to customer requests. Program 5000: Culture and Recreation Subprogram 5100: Cary Memorial Library Services Impacted: • Reduced Hours: The main library is closed on Saturdays in July and August. • Closed Sundays: The library will not open on Sundays. • The Branch will also have reduced hours. Effective July 1: Monday 1 -9, Tuesday 1 -6, Wednesday 10 -5, Thursday 1 -6, and Friday closed. All hours will be reviewed when the newly renovated Cary Memorial Library re- opens. • Fewer materials purchased for the Branch and Children's Libraries. • Cutbacks in personnel will result in delays at service desks, in the purchase of materials and the return of materials to shelves FY 2004 Appropriated Budget A -11 Appendix A. Override Eliminate 3 FT and 2 PT Library Staff, Sunday Hours, One Evening, Saturdays during July and August Reductions in library hours would mean the elimination of several positions and Department of Public Works custodial coverage on Sundays. The positions that will be eliminated are: • One Full -time Librarian: The loss of a librarian's position, 37 service hours, would eliminate a specific service currently available at the library, such as; local history, young adult, children's, outreach, technology, reference, audio - visual, and inter - library loan. New material would not be ordered in a timely manner resulting in delayed purchases and delivery of current material to the shelves. Curriculum needs of the of the Lexington Public Schools would not be met; children's programming would be curtailed or eliminated; visits to the schools and development of school /library reading lists would be curtailed or eliminated; young adult services and outreach to the community would be eliminated; customer service at all public service desks would be impacted; the purchase, installation and maintenance of technology /equipment would be impacted. Coverage for the East Lexington branch would not be available • Two Full -time Library Technicians: These positions provide the library with 74 service hours a week in a variety of departments at the main library and the branch. They provide direct service to customers at public service desks and handle many behind - the - scenes tasks. Their primary responsibility is to the customer at the service desks, and the elimination of these positions would result in long delays in service. Children's programs would be reduced or eliminated since library technicians conduct some of the programs or they provide coverage at a service desk while a program is being presented. Processing of material would be delayed and many other responsibilities would be impacted. Coverage for the East Lexington branch would not be available. • Six Part -Time Library Technicians: Eliminating six (6) part -time library technicians eliminates fifty -six (56) public service hours. These positions $98,878 are scheduled at all of the public services desks at the main library and the branch. Elimination of these positions would close the Children's Library two evenings a week. Children's programs would be reduced or eliminated. Coverage for the East Lexington branch would not be available. • Eliminate Sunday Hours: The library is open on Sundays (1 -5) from October — May, these hours would be eliminated. No library services would be available on Sunday in Lexington. Historically Sunday hours are some of the busiest times at the library. They are so busy that the library has had to restrict telephone service in order to handle the number of customers at the public services desks. Reference transactions primarily assist children and their parents with school assignments. Private study rooms used for tutoring and private study would not be available. The meeting room would not be available for community use. Residents, students, children, and other library users would have to go to neighboring libraries for library services. • Eliminate Saturday Summer Hours: Saturday service hours (8) would be eliminated from the library's weekly scheduled hours for the month of July and August. No library services would be available on Saturday in Lexington. Private study rooms used for tutoring and private study would not be available. The meeting room would not be available for community use. Eliminating these hours would result in Cary Library not being able to meet the MA Board of Library Commissioners minimum standards for public library hours. Per the MA General Laws the library is required to be open (6) days a week. Loss of these hours will result in the de- certification of the library and the loss of State Aid. In FY03 it was a total of $29,611. These funds supplement the adult materials budget and support other programs in the library. Decertification of a library by the state can mean that surrounding communities may refuse to provide library service to residents of the decertified community. • Close Main Library One (1) Evening A Week: The main library is currently FY 2004 Appropriated Budget A -12 Appendix A. Override open four (4) nights a week until 9:OOPM. The library would only be open three (3) evenings a week. No library services would be available. Private study rooms used for tutoring and private study would not study would not be available. The meeting room would not be available for community use. • Cary Library: As part of a staffing reduction, this would eliminate $3,100 in overtime used to support DPW custodial coverage on Sundays at Cary Library. Eliminate Cary Library Department Head Position Each Department (Cataloging, Children's, Reference, and Technology) in the library has a Department Head (37 hours a week) who brings a level of expertise to a specific area of the library. Department Heads are an integral part of the library's senior management team. They manage the workflow of the department, develop and implement the strategic plan for the department $45,973 1 and the library, and work at public service desks. The elimination of one Department Head position will leave the library and the public lacking in that expertise and reduce one public service position. The Director, Assistant Director, and the remaining three Department Heads would have to assume responsibility and management of the department if this position is eliminated. Cary Library Staff and Materials Reduction This reduction would eliminate adult and student pages positions and reduce the number of items purchase for the children's and branch libraries. • Library Pages: Six (6) adult page positions and two (2) student pages would be eliminated. Library pages are responsible for returning library materials to the shelves. With the loss of the pages material would not be returned to the shelves in a timely manner. This will delay the retrieval of reserve material, inter - library loan material and make it more difficult for library users to locate material on their own. Library personnel will have to schedule time away from public service desks to return material to the shelves. On average 50,000 items are returned $33,651 - monthly to the library. No page would be available at the branch library. • Reduce Materials Budget in the Children's and Branch Departments: The children's and branch library budgets would be reduced. Reductions in both budgets would mean a decrease in the amount of material purchased. The children's collection would be impacted by not purchasing current material; we would not be able to replace parts of the core collection; and we would not be able to purchase multiple copies needed to meet the curriculum needs and summer reading requirements. The branch material budget is the smallest budget in the library. We will not be able to purchase current material for the branch adult and children's collections. Subprogram 5200: Recreation Enterprise Services Impacted: • Athletic field lining program from DPW eliminated. Users may contract out/pay for services. This will affect school interscholastic athletic programs and recreation users. • Less frequent playground and park safety inspections done by DPW. • Park and athletic facility maintenance program from DPW reduced. Mowing, trimming, and general maintenance will occur less frequently. • Evening and weekend recreation and community programs from September through June impacted by reduction of school department custodians. FY 2004 Appropriated Budget A -13 Appendix A. Override Program 6000: Social Services Services Impacted: Elimination of Wayside Replace services including youth and family mental health counseling, peer mentoring programs, and prevention programs for substance abuse, domestic violence, bullying and other issues. This will directly affect service calls to the Police Department. Elimination of town contribution to CN ARC strains the local agency that serves citizens who are developmentally and physically disabled. This may result in elimination of services. Reduced Social Worker presence at the Senior Center will result in delayed response time to people with social service needs. Eliminate Replace Prevention and Counseling Services Funding for Wayside Replace, the organization that provides youth and family counseling and services at -risk youth, would be eliminated. Services designed to $74,087 prevent child, adolescent, and family problems especially in the areas of substance abuse would also be eliminated. Eliminate Social Services to Developmentally Disabled This would eliminate the Town's contribution to the Central Middlesex Association for Retarded Citizens. CMARC works with 25 developmentally disabled Lexington $14,839 adults in vocational skills, job placement and living independent lives in the community. Reduce Social Service Coordinator Hours I The Fair Housing and Human Relations Committee, Human Services Committee, Lexfest!, and the Enablement Committee would be responsible for monitoring and $5,444 - planning for issues of fair housing, community access, and service coordination. The social service coordinator would be limited to direct assistance to citizens in need during limited hours. Program 7000: Community Development Subprogram 7100: Office of Community Development* *(Includes Board of Appeals, Building Inspection, Conservation, Health, Historic Districts, and Zoning) Services Impacted: Elimination of all mosquito- control programs designed to protect the community against encephalitis. Elimination of some health screening and health promotion programs, flu clinics and immunization efforts, including checks for diabetes, drop -in high blood pressure and high cholesterol. Elimination of most animal control efforts. Police and the Health Director will perform only emergency response for animal control issues. Reduced ability to serve customers, resulting in increased response time for permit customers & other business within the Community Development department. Response to phone inquiries will be delayed. Staff support to regulatory boards also reduced, placing greater burden on volunteers and decreasing staff analysis of regulatory decisions. FY 2004 Appropriated Budget A -14 Appendix A: Override FY 2004 Appropriated Budget A -15 Appendix A. Override Eliminate Comm. Development Animal Control Officer This would eliminate the Animal Control Officer. The Animal Control Officer is a staff person dedicated to animal shelter inspections, rabies control, dog licensing, enforcement of leash law, barking dog law, etc. The community in general would be affected through loss of a person to deal with animal control problems. The Police Dept. would see an increase load of emergency animal calls. All animal $26,409 1 licensing and emergency response services would be lost or passed onto the Police Department where possible. Rabies control would be maintained by the Health Department that has limited staff. Outside of the services listed above, all other animal control services would probably be lost as replacement staff is not available. Eliminate Comm. Development Board of Appeals Clerk The Zoning Board of Appeals Clerk is responsible for interacting with all community members including business, contractors and other entities seeking variances from Zoning by -laws, and the Zoning Board of Appeals. All clerical services to the Board including meeting management, minute - taking, decision $21,058 1 writing, notifications, etc., would be eliminated and would revert primarily to volunteer Board members, with minimal staff support. Service to the public including assistance on the appeal process and regulatory information would be largely eliminated. This option would place a direct burden on the Board, which is under legal deadlines to address appeals within specific timeframes. Eliminate Comm. Development Mosquito Control This would eliminate $20,000 dedicated to fighting and controlling vector -borne diseases (e.g., Eastern Equine Encephalitis, West Nile Encephalitis) through reduction of mosquito population. The customers of this program are the entire community, particularly the elderly, who are more susceptible to complications from West Nile Encephalitis. All larvaeciding programs designed to reduce the $20,000 - mosquito population, both in local wetlands and town drainage system, would be eliminated completely if this program is not funded. No alternative service delivery option exists for this program. Our withdrawal from the East Middlesex Mosquito Control Commission might compromise the effectiveness of the commission and neighboring mosquito control efforts. Reduce Public Health Nurse Hours This would reduce the hours for the public health nurse. The community and employees in general would be affected by the reduction of staff to address communicable disease outbreaks, elimination of various vaccination clinics (e.g., flu, Hepatitis B). Services such as the flu clinic for both seniors and employees would be eliminated, along with Hepatitis B and tetanus vaccinations, and $10,000 - tuberculosis testing for high -risk groups. Health outreach programs for populations at risk for certain health outcomes would be eliminated. Disease surveillance and control would be greatly compromised, or other component of health program such as routine inspections severely delayed. Many of the services offered by the Public Health Nurse are required by statute. Reclassify Community Development Office Manager This would downgrade the position of the Office Manager in community development. The current Office Manager's position would be eliminated and would revert to that of a Departmental Clerk serving the Building Commissioner. This action would affect all contractors (building, plumbing, electrical), residents, and businesses using the services of Community Development to obtain permits, $8,500 - regulatory information, records, or other services from the various Boards and agencies with the Office. The clerk would provide more limited services, primarily to the building department, and key responsibilities for clerical services would be taken over by the Building Commissioner. Clerical staff would operate independently, with overlapping responsibilities, rather than as an integral unit designed to enhance service to the public. Service to the public would probably have to be limited to certain hours to ensure availability of staff with technical FY 2004 Appropriated Budget A -15 Appendix A. Override expertise to serve a variety of customers. Eliminate Comm. Development Historic Districts Position The proposal is to eliminate the dedicated staff support to the Historic District Commission. Residents and businesses of Lexington within historic districts, as well as the Historic District Commission, are served by this position. The elimination of funding for this position would result in a decrease in customer service, application processing and meeting coordination. There would be a $6,079 .5 negative impact to historic district residents and businesses by shifting the responsibility of these services solely to Historic District Commission members, with minimal staff support, compared to having full -time staff support within the town office building because there would no longer be a central place where these customers could get assistance and answers to questions. Subprogram 7200: Planning Services Impacted: • Fewer long term planning products and special studies. • Delayed implementation of the Comprehensive Plan. This will result in delayed response for issues surrounding transportation and land use concerns. • Appointments required for questions about subdivision of lots, the status of streets, and interpretation of regulations, or interest in an element of the Comprehensive Plan. • Reduced analytical and technical skills. • Statutory support to Town Meeting for technical analysis, hearing and report preparation on warrant articles will be reduced in depth, quality and quantity. ing Position Hours There will be serious reductions in staff capacity if the position is not retained on at least a part - time -46 % -- basis, including 100% loss of GIS mapping services, 70 to 80% loss of statistical analysis in support of all activities, and 33% loss of general research. During the past three years, additional major project commitments have emerged over and above regular statutory duties, in the areas of: Comprehensive Plan implementation initiatives (even as the ComPlan is still being prepared in the form of the Transportation Element); the Metropolitan State Hospital planning process emerging into the active implementation phase; $12,544 the necessity for staff to act as an adjunct housing agency; and the submission of the largest commercial development proposals to appear in years. In addition, staff has played a major role in the attempt to pass the most sweeping reform ever of the state's zoning and planning laws, and is involved in regional development and transportation issues. The existence of the Planning Position has allowed the department to become involved in all of this. In the present budget context, about 46% is placed at risk, with a proportional reduction in departmental commitment. A 100% loss of the position will require significant service reductions and force the department to contract its scope of activity. Subprogram 7300: Economic Development Services Impacted: • Economic Development Office was eliminated as a result of the vote of June 2" Economic Development functions now handled by the Town Manager's Office. Economic Development Proorams FY 2004 Appropriated Budget A -16 Appendix A. Override Program 8000: General Government* *Includes Board of Selectmen, Town Manager, Treasurer/Tax Collector, Assessor, Town Clerk and NUS Services Impacted: • (Treasurer /Tax Collector) Increased response time in answering telephone and in- person inquiries associated with the activities of the office. Callers will be asked to leave a message and the call will be returned as soon as a staff person is available. Persons making in person payments are encouraged to utilize the drop box in front of Cary Hall or to mail their payments. • (Assessors) Recent personnel reductions have promoted the investigation of self- service tools, in order to provide quality property valuations. Self - service methods include: a mail slot for drop -offs, online and kiosk access for Vision Real estate system, and online forms. • (Assessors) Telephone calls addressed secondarily to counter inquiries. Callers will be asked to leave a message. Messages will be returned as soon as a staff person is available. • (Assessors) Copies of deeds no longer available. All requests will be referred to the South Middlesex Registry of Deeds. • (Assessors) Requests for written or printed information must be submitted by mail accompanied by check. Information will be available for pickup within ten days. Faxed requests for information will no longer be accepted. • (Town Manager) Economic Development Office eliminated; limited economic development to be performed via the Town Manager's Office. • (Town Clerk) Public Notary, Fish and Wildlife Licensing services discontinued. • (Town Clerk) Support to Town Meeting reduced. • (Town Clerk) Records Management initiatives reduced due to staff reductions, jeopardizing permanent archival records. • (Town Clerk) Telephone response and replies will be delayed due staffing reduction. • (MIS) Hardware (networking equipment, servers and desktops) and software replacement and upgrades affecting all departments will be reduced, resulting in a slower and aged infrastructure. (MIS) Staff reductions in all departments resulting in reduced website maintenance. Reduce 2 FT Finance Support Staff This reduction would reduce the number of hours and positions in the revenue and assessor offices. There are currently five full -time positions in each office and a reduction of one staff person per office equates to a twenty percent loss. The reduction in staff would require that both offices reduce the number of $43,760 hours they are open to the public. An option will be to delay opening to the public until 10:00 a.m. vs. the current 8:30. During peak assessment and collection period's staff from other departments will be needed to augment the staff in order to accommodate the increased volume of transactions. 1 FT Town Clerk Staff Support Position Reduction of one staff person in the Town Clerk's office would significantly impact core services provided by the Town Clerk's office. A reduction in staff would necessitate a reorganization of the Town Hall telephone system and will $19 998 cause significant delay in fulfilling in- person information and record requests made to the Town Clerk's office. Additional election and town meeting responsibilities will be shifted to remaining staff, requiring delayed service in other areas, including recording and fling of official decisions and monitoring of FY 2004 Appropriated Budget A -17 Appendix A: Override eliminated where needed. Passport processing services may be curtailed or eliminated. MIS Equipment The elimination of funds in this budget item would impact services in the following way: Networking equipment and computer acquisitions would be practically eliminated which would affect our equipment life cycle warranties. The warranty helps our small staff maintain a large volume of equipment. When our PCs are off warranty we give them to the Public Library and the Schools. $34,320 We would no longer be able to do this. Anti -Virus Software could not be upgraded. Software licenses could not be renewed. There would be a delayed migration to Windows 2000 workstations and Servers (Windows NT and Windows 98 support will be phased out (rather than no longer supported). Any server based projects for the organization cannot take place since there is no room for growth. Program 9000: Capital Services Impacted: • Elimination of purchase of new pumper for Lexington Fire Department Eliminate purchase of new fire engine The replacement of fire engine #2 has postponed for one year, as $216,248 was $216,248 - lost in the override. The balance of $111,142 was placed in a stabilization fund. FY 2004 Appropriated Budget A -18 Appendix A. Override Override Im INTRODUCTION & Reductions Summa The original FY 2004 Appropriated Budget as approved by Town Meeting assumed raising an additional $4,957,000 through a voter approved operating override. An override, as defined in Section III: Revenues, allows a predetermined sum of tax revenues to be generated over and above the normally allowable growth in the previous year's tax levy limit. This sum is then added to the base levy for the next fiscal year and this becomes a permanent addition to the tax levy limit. On June 2, 2003, a vote was held on the question of an operating override. ELECTION RESULTS On June 2, 2003, voters in Lexington were presented the following question: Shall the Town of Lexington be allowed to assess an additional $4,957, 000 in real estate and personal property taxes for the purpose ofpolice, fire, school, public works, finance, planning, Lexpress, library, youth, senior, social, disabled, community development, town clerk, and MIS services, and for certain capital projects and equipment related thereto including the purchase of afire truck, for the fiscal year beginning July first, two thousand and three. With 11703 of 19868 voters casting votes (59 %), the operating override question was defeated 6019 votes to 5634 votes. A summary of the vote totals by precinct is provided below. IMPACTS Adoption of the FY 2004 budget by referendum will result in the following service changes. As a result of the referendum, over 80 full -time and part -time positions have been eliminated, resulting in modified service and changes in service delivery throughout the organization. The following is an outline of service changes by department and a quantified listing of service reductions. FY 2004 Appropriated Budget A -1 Appendix A: Override Election Pct i Pct 2 Pct 3 Pet 4 •• Operating Pct 5 Pet 6 Override Pct 7 Pct 8 Pct 9 TOTAL Registered Voters 2013 2375 2037 2292 2293 2324 2267 2143 2124 19868 Total Votes 1163 1457 1015 1376 1322 1461 1380 1338 1191 11703 Percent 58% 61% 50 0 /6 60% 58% 63% 61% 62% 56% 59% Pct 1 Pct 2 Pct 3' Pct 4 pct 5 Pct 6 Pct 7 Pct 8 Pct 9 TOTAL YES 462 809 467 723 582 761 679 689 462 5634 NO 695 636 545 651 735 696 697 641 723 6019 BLANKS 6 I 12 3 2 5 4 4 8 6 50 IMPACTS Adoption of the FY 2004 budget by referendum will result in the following service changes. As a result of the referendum, over 80 full -time and part -time positions have been eliminated, resulting in modified service and changes in service delivery throughout the organization. The following is an outline of service changes by department and a quantified listing of service reductions. FY 2004 Appropriated Budget A -1 Appendix A: Override A series of impacts are not limited to individual departments but rather occur organization wide. They are listed below. Organization -Wide Service Impacts • Cessation of Notary Services. Citizens requiring notary services will need to find private notaries. • Increased Response Time. Customers who visit in- person should expect longer wait times inmost departments due to sheer volume of requests at certain times. • Time delay on information requests. Requests for information will not be filled immediately on a drop -in basis. However, all requests for information will be responded to within 10 days. • Appointments are suggested for more complicated visits to the various offices. • Phone inquiries will be answered as they are received. Callers may leave a voicemail message. Program 1000: Education Services Impacted: • Class size increased to the maximum allowed. • Number of courses offered at the middle and high schools reduced; art, music, and physical education at the elementary level reduced. • Special education staffing reduced and elementary health education program cut by half. • Elementary school drama, junior varsity middle school athletics and professional development initiatives eliminated. Classroom supply and building maintenance costs reduced or eliminated at all levels; only emergency maintenance /repairs will be made. • Planned purchase of furniture for middle school science laboratories eliminated. • Instrumental music lessons for elementary students available on a fee -basis only. • Transitional bilingual/English Language Learners program has been reorganized. • Access to schools during the evening restricted. All evening meetings will take place only at middle and high schools where custodian staffing is available. Increased fees will be charged for rental, mailing and other supports provided to school and FY 2004 Appropriated Budget A -2 Appendix A: Override School Department $2,592,000 35 6 0 Dept of Public Works $710,271 4 1 0 Police Department $412,480 12 0 0 Fire Department $560,857 1 0 0 Cash Capital $216,248 0 0 0 Cary Library $178,502 4 10 0 Community Development $92,046 2 1 1 Social Services $94,370 0 0 1 Economic Development $48,380 1 0 0 Finance Department $43,760 2 0 0 MIS $34,320 0 0 0 Town Clerk $19,998 1 0 0 Planning Department $12,544 0 0 1 Total $'5 1 015 1 77 62 18 3 A series of impacts are not limited to individual departments but rather occur organization wide. They are listed below. Organization -Wide Service Impacts • Cessation of Notary Services. Citizens requiring notary services will need to find private notaries. • Increased Response Time. Customers who visit in- person should expect longer wait times inmost departments due to sheer volume of requests at certain times. • Time delay on information requests. Requests for information will not be filled immediately on a drop -in basis. However, all requests for information will be responded to within 10 days. • Appointments are suggested for more complicated visits to the various offices. • Phone inquiries will be answered as they are received. Callers may leave a voicemail message. Program 1000: Education Services Impacted: • Class size increased to the maximum allowed. • Number of courses offered at the middle and high schools reduced; art, music, and physical education at the elementary level reduced. • Special education staffing reduced and elementary health education program cut by half. • Elementary school drama, junior varsity middle school athletics and professional development initiatives eliminated. Classroom supply and building maintenance costs reduced or eliminated at all levels; only emergency maintenance /repairs will be made. • Planned purchase of furniture for middle school science laboratories eliminated. • Instrumental music lessons for elementary students available on a fee -basis only. • Transitional bilingual/English Language Learners program has been reorganized. • Access to schools during the evening restricted. All evening meetings will take place only at middle and high schools where custodian staffing is available. Increased fees will be charged for rental, mailing and other supports provided to school and FY 2004 Appropriated Budget A -2 Appendix A: Override community programs. Services Lost (by item): FY 2004 Appropriated Budget A -3 Appendix A. Override .. 1 Eliminate 5.0 FTE Class Size /Teaching Load Staffing - LHS An additional 5.0 FTE was requested in order to continue the effort initiated in the current year's budget, which allowed us to reduce teacher - student ratios in the mathematics program. The target areas for the additional 5.0 FTE in FY04 are Social Studies and Foreign Languages. This year, the impact has enabled teachers to plan and provide for more instruction in keeping with the system's commitment to $250,000 5 differentiated instruction to meet the broad -based needs of ALL students. It also has had a significant impact on the department's ability to attract and retain highly qualified and skilled practitioners in this field. We expect that the impact on FY 04 would be just as beneficial. Without these 5.0 FTE, class size and teaching loads will remain high for social studies and foreign languages and remain out of balance with other program areas at the high school. Reduce Art, Music and PE to 45 Minutes /Week per Grade at Elementary Students will have a diminished arts and physical education curriculum. The scope of lessons and authentic learning would be impacted with fewer opportunities for students to develop their skills in critical and creative thinking and problem solving. As $225,000 we become increasingly knowledgeable about the multiple intelligences and the benefits to learning when children have a variety of modalities, it is critical to maintain programs that offer these inputs. Also, children are becoming increasingly obese and sedentary, so reducing opportunities for physical activity is not in our children's best interests. This would reduce elementary staffing by 4.3 FTE's. Eliminate 3.0 FTE of Existing M.S. Classroom Teachers Eliminating 1.5 FTEs from each middle school will reduce teams, increasing class size to an average of 26 and as high as 30 students. In addition, electives would be reduced at each middle school eliminating choices, increasing study halls, increasing the number of students who become "off task;' increasing the demands on the special education staff, and increasing the loss of beginning teachers. This is a particular $150,000 3 challenge, given the investment the district is making in recruiting highly competent staff in critical areas and developing them into excellent teaching professionals as more and more LPS teachers reach retirement age. Furthermore, the loss of these 3.0 FTE teachers will undermine differentiated instruction, quality of services to students and their families, quality of education, and may jeopardize the safety of children. Eliminate 3.0 FTE H.S. Enrollment Driven Staffing This staffing corresponds directly to increasing enrollment. The high school is scheduled to receive an additional 41 students. The inclusion of the 3.0 FTE would allow the high school to offer programs and sections currently in place, keeping class sizes relatively the same, in keeping with contractual obligations and preferred class size for effective instruction. The 3.0 FTE is an estimate derived from an allocation of $150,000 3 .20 FTE for each core subject area and .1 FTE for electives. When course registration is conducted and completed in the spring, an exact calculation of enrollment driven FTE's will be available. Not including enrollment driven staffing will mean staffing an increase in the number of students with the staff currently employed, resulting in large class sizes for many core and elective courses. Eliminate K -8 Permanent Substitutes Permanent substitutes at each elementary school will be eliminated. Some schools may be left without adequate coverage for regular classrooms and for specialized programs for which the permanent subs have received special training. Providing $134,000 teachers time to attend special curriculum meetings during the day, participate in peer observations, or attend conferences to expand and enrich their teaching skills will be greatly curtailed. There may be a corresponding increased financial demand on our substitute budget. FY 2004 Appropriated Budget A -3 Appendix A. Override Reduce 1.5 FTE Elementary Assistant Principals This reduction would decrease the position of assistant principal in all 6 elementary schools from the current status of .5 FTE to .25 FTE. The quality of teacher evaluations, administrative representation on site -based councils, and supervision of student support teams would be diminished. Behavior management programs and character education initiatives also will be compromised. In addition, assistant $105,000 1.5 principals will no longer have time to serve as representatives from their schools on Lexington's Core Technology Leadership Committee. Overall, this cut will cause principals to focus more of their attention on management issues, and therefore seriously diminish their ability to concentrate on matters of curriculum and instruction. This will seriously affect student supervision and safety. Establish Fee Based Instrumental Music The retention of the current elementary instrumental program in the basic music curriculum of every child (without an added user fee) is essential for many reasons. As children participate in the elementary instrumental segment of the curriculum, they develop self- esteem, critical thinking skills and motivation. The curriculum enhances the student's ability to analyze emotional and intuitive responses, to problem solve $100,000 and to develop skills in working together and in communicating. Researchers have determined a statistically significant relationship between music instruction and positive performance in reading comprehension, spelling, and math, listening abilities, motor proficiency and primary mental abilities. This could be reinstated and made a fee based program. Questions regarding whether a fee -based program could continue to operate during the school day need to be considered. Reduce 1.7 FTE Elem. Classroom Teachers & Specialist Reduction of 1.7 FTE classroom teachers and related specialists is related to expected enrollment and will result in maximum class sizes and higher than maximum kindergarten class sizes. This will decrease the instructional time teachers will be able $85,000 1.7 to spend with smaller groups and individual children while at the same time, as per contractual agreements, increase the number of overmax aides required in classrooms. Eliminate Classroom & Instruction Initiative Curriculum in health, physical education and fine and performing arts will not be $82,500 - renewed. Reduce Special Education (SPED) Tuition We will reduce amounts allocated for day and residential out of district tuition and $80,000 - make additional efforts to provide for students' needs within the district. Reduce Elem. Building and Instructional Supplies Budgets Paper, pencils, crayons, markers and other supplies that are normally provided to $80,000 - students will be reduced by half. Parents will be asked to provide some of the supplies. Reduce 2.6 FTE custodial staff Reduction in school custodial force may mean that fewer staff members must complete the same amount of work in buildings. Inevitably, this will result in reduced performance cleaning buildings, some of which have just undergone costly $78,000 2.6 renovations, or increased costs in overtime to clean buildings. Schools may not have evening coverage, thereby reducing the opportunities for classes, students and community groups to use the buildings for evening activities. This may affect our responsiveness to the community's requests for space in the evenings. Eliminate LHS Dean Lexington High School has strong departments and a myriad of important activities in the arts, athletics, clubs, and academic teams. Deans spend considerable time to ensure a positive climate. We have moved towards a house system in which each of $75,000 1 our Deans work closely with two or three counselors and home room teachers with approximately 1 /4th of the school student population. This year we have a weekly home room; next year we hope to have two per week. Our goal is to have every student have a continuing relationship with at least three adults during their LHS FY 2004 Appropriated Budget A -4 Appendix A. Override careers. The loss of one Dean would significantly undermine our efforts and negatively impact students' experiences. Reduce Early Childhood /Elementary SPED Positions The loss of for Early Childhood and Elementary Special Education positions will impact the delivery of special education services and the support of regular education at these levels. The decrease in funding will require consolidation of some elementary special education services resulting in less individualization of service $75,000 delivery. In addition, the loss of this funding will impact support of regular education programs, as support positions to regular education will need to be consolidated or eliminated. Clerical support that enables compliance with the paperwork mandated by SPED regulations will also be lessened or eliminated. Eliminate 1.0 FTE M.S. SPED Support Middle School Evaluation TEAM Leader and SPED supervisory services, recently added in response to the district's difficulties reaching compliance with special education regulations, mandates and timelines, will be reduced. Oversight of the entire evaluation process, coordination of TEAM meetings and chairing of TEAM meetings, $65,000 1 communication with parents regarding the special education process will be diminished. The district's ability to adhere to state regulations and management of the special education process will be diminished and put us at risk for being out of compliance with laws and regulations. Do not hire an Evaluation Team Leader at LHS This position was created in response to growing numbers of high school students with special needs and recommendations made in Corrective Action Plan to have a $65,000 1 special education team leader at the high school level. We risk being out of compliance with special education regulations. Reduce Building and Instructional Supplies - M.S. Although both middle schools have been renovated recently, the warranties have expired and we are now responsible for the buildings. We need to protect our investment in these buildings by maintaining them appropriately. Custodians are ordering supplies with a bare minimum budget and often using outdated or damaged $58,000 - equipment. To reduce items such as floor wax or attempt to buff Floors with broken equipment, and to reduce personnel, may mean that Floors will not be adequately maintained and become damaged. Also, if we do not repair necessary HVAC equipment, for example, we may not be able to meet the code requirements for adequate ventilation to maintain a safe environment for students and teachers. Eliminate 1.0 FTE Unallocated at Elementary Level Unallocated staff assigned in the late summer to respond to unanticipated enrollment will not be funded. This has the potential to seriously impact class size and will result $50,000 1 in maximum and in some cases, over maximum class sizes at some grade levels and kindergarten. Reduce Health Education by 1.0 FTE at Elementary Level As a society, we have acknowledged the need for early intervention and education in the areas of health and social issues. Loss of 50% of our elementary health education staff will seriously compromise our comprehensive health program. We will either need to eliminate the elementary program, eliminate health education at certain grade levels or require classroom teachers to teach the curriculum. Since $50,000 1 comprehensive health education is at the heart of students' health and safety, this will have a profound impact on any prevention efforts that the school system chooses to undertake. Studies also document that student academic performance is intrinsically linked to their health and safety, thus this position cut at the elementary level will have an indirect impact on academic performance. Reduce M.S. Technology Support The Town of Lexington has made a major financial commitment to classroom $50,000 1 technology. We have also made the commitment of personnel to ensure that the technology is working and that teachers have support as they integrate new FY 2004 Appropriated Budget A -5 Appendix A. Override technology into curriculum and instruction. With the reduction at the middle school level, the schools will be unable to provide timely support (and as a consequence loss of valuable teaching time) in the following areas: equitable access and use within and among the middle schools; curricular support for creating, modeling and implementing curriculum units aligned to student technology competencies as recommended by the Department of Education; professional development such as after - school, online, summer workshops (Tech Camp), and sharing of best practices; demonstrations of up -to -date technologies (portable iBooks, Smart Board); and installing instructional software, troubleshooting and maintenance of hardware. Reduce Sch. Supplies, Printing, Software, Admin. Comp. We will reduce budgets for office supplies, printing, mailing, software purchases and $50,000 the office of networking and data processing. Increase User Fees Review increasing user fees for athletics, instrumental music, debate /drama activities $48,500 and increasing fees charged and collected. Reduce Elementary Building Maintenance Replacement of furniture in classrooms and in the cafeteria will be cut by approximately 30 %. General building maintenance projects such as painting and replacement of custodial equipment as well as safety related repairs would also be reduced. Much of the equipment used to maintain buildings needs repair. Continuing $48,000 to use damaged equipment will, in a short period of time, result in the need to replace the equipment at likely higher costs. In delaying the investment in repair and maintenance, the long term costs for more extensive building repairs will inevitably escalate. Reorganize Chinese Bilingual Program Students who participate in classroom based bilingual services will have reduced services, with partial support provided through tutors. Expectations are that student English proficiency will not keep pace with the academic demands of their programs $40,000 and their performance will suffer. Reduction in services to children who speak English as a second language may impact their ability to master English and to succeed in learning content that requires strong reading and listening skills. Performance on MCAS in reading and writing may also be affected. Eliminate Allocation for M.S. Science Lab Equipment Newly renovated science labs at both middle schools will have to be furnished with old $34,000 and in some cases repaired /damaged furniture. Eliminate .6 FTE School Nurse Eliminating this position could endanger the health of students. In addition, eliminating this nurse position will reduce the nurse - student ratio, jeopardizing the $30,000 .6 quality of health services and emergency response to health crises. Reduce Secretarial /Clerical Staff at LHS This would require reduction in support services to the high school departments and $30,000 houses. Eliminate .5 FTE Elementary Drama Specialist Position This eliminates the drama specialist position at the elementary level. The drama specialist is responsible for working with teachers and students at all elementary schools to implement the drama curriculum recommended by the National Standards $25,000 .5 of the Arts and the Massachusetts Arts Curriculum Frameworks. As a consequence, the students will not be provided with opportunities to make connections between drama and other disciplines in the core curriculum. Eliminate High School Resource Officer $22,000 1 The loss of the school resource officer at the high school will have an impact on safe FY 2004 Appropriated Budget A -6 Appendix A. Override for both students and staff. The SRO's role is one of both prevention, dealing with students and issues before they become explosive, as well as intervention, providing consequences for students who are involved with drugs, harassment or violence. The SRO also collaborates with the health educators to bring messages of drug and alcohol resistance and driving safety to students at critical times in their development. Reduce Athletics Budget Reduction in school athletics will affect purchase of equipment, coaches for lower level $20,000 - sports, or an elimination of all but varsity sports. Reduce Funding for Personnel, Materials, Supplies from Elementary Sciences & Social Studies This reduction will impact the amount of supplies that we can purchase for these $20,000 - curriculum areas and decrease staff time related to distribution of science materials to elementary teachers. Do not Restore 25% of Instruction Supplies for Reading Language Arts Additional leveled readers and classroom sets of books will not be provided to $20,000 - students. This is considered critical to the success of the reading and language arts initiative. Eliminate Allocation for School Safety Repairs and Maintenance As in the middle schools, eliminating funds for safety- related repairs and maintenance compromises the investment the town has made in renovating the buildings. Potential $20,000 - future costs for maintenance or repair could escalate if problems are not addressed in a quick and cost effective manner. Eliminate Training for School Maintenance and Technical Support Staff Maintenance and technical support staff will not receive training to maintain increasing $12,000 - number of PCs, high technology HVAC and other systems installed in renovated buildings. Program 3000: Public Works: Services Impacted: • Road, parking lot, and sidewalk maintenance reduced, priority given to emergency road repairs. • Staff support for community events is eliminated except for Patriots Day. Users will have to • contract setup, takedown and cleanup of all venues. • Crosswalk and center line painting is reduced, priority given to school crosswalks. • Athletic field lining program eliminated. Users may contract out/pay for services. • Curbside Yard Waste Pick -up eliminated. Yard waste must now be taken to Hartwell Avenue by residents. Overtime for weekend trash pickup in the Center is eliminated. • Reduced cemetery and parks maintenance. This includes less frequent mowing, trimming, pruning and care of Town parks, and cemetery plots. • LEXPRESS has been temporarily discontinued. Plans for service resumption are being developed. • Chair Car service has been eliminated. • Coordination of transportation demand management and alternative transportation services have been eliminated. e. Eliminate Lexpress /Chair Car Transportation Services LEXPRESS is a six route, three mini -bus system connecting Lexington's neighborhoods $347,930 1.5 to schools library senior center recreational sites health providers and businesses. FY 2004 Appropriated Budget A -7 Appendix A. Override Each bus is equipped with a wheelchair lift and is ADA compliant. LEXPRESS provides direct links to the following transit systems: META, Burlington B -Line, Waltham CitiBus, and Lowell Regional Transit. Significant public transportation options would be lost to residents, especially students, seniors and adults with special needs, with the elimination of LEXPRESS. The Chair Car provides a door -to -door transportation option for residents with health conditions who are unable to use public transit. The Chair Car is frequently used by seniors for medical appointments following an acute illness. The loss of transportation options to Lexington residents is a quality of life issue that would restrict mobility. * LEXPRESS service was restored as a result of the July 28 & 30, 2003 Special Town Meeting. No tax levy resources were restored. Reduce & Eliminate DPW Highway Personal Services This reduction affects Highway Maintenance, Road Machinery, Parking Lot Maintenance and Catch Basin Cleaning. • Highway Maintenance: 90% of the overtime will be cut which will affect Crosswalk, Parking lot, Parking tees and Line painting, resulting in faded cross walks, center lines etc. Center cleaning will be performed on regular time, resulting in reduced efficiency and less time to perform other tasks. All special event and non - emergency overtime will be eliminated, requiring community organizations to find set up and take down volunteers, and the elimination of weekend trash pick up from the center area. The delivery of leaf bags to local venders will be eliminated. All but emergency paving work (potholes) will be eliminated, which will eliminate our berm program for erosion and roadway safety, sidewalk repaving, driveway apron repair, etc. One FTE will be cut from the Highway Department, directly impacting the quantity of work performed and on the snow plowing operations. $189,300 1 • Road Machinery: This proposal would eliminate all non - emergency overtime. This will result in some inefficiencies as equipment will not be available as soon expected, a delayed repair of breakdown parts that are not in stock, and trucks being out of service for a longer period of time. This will cause an inconvenience to the DPW and other town departments. • Parking Lot Maintenance: Maintenance of Town operated parking lots would be reduced under this proposal. Annual line painting will be postponed as well as replacement of broken /worn equipment for attended parking booth. Maintenance would be postponed. It will be more difficult for attendants and traffic enforcement officer to manage the lot if lines are faded. • Flushing & Cleaning Catch Basins: Eliminate the cleaning of catch basins by Town employees and contractor. This will have an impact on the surface drainage system, more lines may become plugged resulting in street Flooding, sand that is not cleaned out would be Flushed out into the wetlands and conservation areas. Reduce & Eliminate DPW Public Grounds Services DPW Public Grounds Personal Services - Reductions to the DPW Public Grounds Personal Services affect Park Division Overtime, elimination of the Field Lining Program, and the reduction of Cemetery and Park staff. • Parks Division Overtime: The Park Division will no longer staff events that are conducted bythe Center Committee, Chamber of Commerce, Citizen Groups, Youth Sports Leagues, other Town Departments, Celebrations Committee, and other groups utilizing Town Land and equipment. The Parks Division Overtime would be cut by 65 %. This means that User groups would have to go without the services of a sound system, podium, chairs, trash pickup, set- up/breakdown, etc. for their event. All events that require Park Division Overtime (except $89,041 2 emergencies, the Pool Complex and April 19th) would have to be performed as a billable event charged to the user. • Field Lining Program: This would eliminate the field lining program and one W -2 Laborer. The Park Division will no longer line athletic fields or line for special events. Each user group will have to contract out lining services in order for official games to be played and for special events to be organized. Contractors would have to be hired and funded by the user groups. This will affect a wide range of youth and adult programs in the Town. • Cemetery Division: This would eliminate one W -2 Laborer. Mowing at West View Cemetery would have to be performed by a contractor. The Park Division would mow the other three cemeteries. This would affect the timeliness and quality of FY 2004 Appropriated Budget A -8 Appendix A. Override the mowing. Increased fees and increased support from the Cemetery Trust would have to be analyzed to support this program. Eliminate Curbside Yard Waste Program The elimination of 14 curbside yard waste collections would result in loss of convenience to residents and likely add to the Town's solid waste tonnage. Residents $84,000 - could bring compostable materials to the Hartwell Avenue Composting Facility weekdays or during a specified four hour period on weekends. " Program 4000: Public Safety Subprogram 4100: Law Enforcement Services Impacted: • Detective Bureau capacity reduced from 9 to 4 officers. Patrol Officer reductions from 32 to 24 required that detectives be transferred to patrol to maintain acceptable service levels. Center officer eliminated. • School - Community Resource Officer position eliminated. Police officer interaction with community youth minimized. • Family Services Officer position eliminated resulting in decrease of services for domestic abuse cases, runaways and persons at risk. • Desk Officer impacted, resulting in delayed response time to walk -in services and assistance. • Part -time clerical assistance eliminated, resulting in delayed processing of paperwork and collection of revenue from parking meters. • Regional Task Force Narcotics Investigator position eliminated. • Crime and safety prevention services curtailed, such as special neighborhood visits, home security checks and the car seat program. • Certain calls for service will be delayed and/or referred to other agencies. • Cadet Program eliminated. Eliminate Police Desk Officer Position Five officers will be eliminated from the Police Department. These positions represent the 24 hour /7 -day per week staffing of the front desk to the Lexington police station. • The desk officer provides support services to the joint police -fire -911 dispatch center. Between 11:00 p.m. -7:00 a.m. (when only one dispatcher is assigned) the desk officer serves as an emergency dispatcher. • The desk officer provides security to the police station; books prisoners; and monitors detainees in the cellblock area. Dispatchers, who work closely with the desk officer, do not have the training or staffing to $183,950 cover this position. • Desk officers handle drop -in and telephone crime reports. In the absence of the desk officer, neighborhood patrol units will be required to respond to the police station to handle investigations or any situation involving a detainee. Services to the business areas and neighborhoods may then be delayed, less effective or not available. • If eliminated, the on -duty commanding officer would cover the desk operations and be drawn away from his /her primary duties of supervising the shift, monitoring emergency dispatch operations, administrative duties and station management. FY 2004 Appropriated Budget A -9 Appendix A. Override officer's job knowledge, training, and skills helps to insure that officers are dispatched in accordance with call priority, safety and need. • The desk officer also performs a myriad of other duties, including but not limited to: warrant control; restraining order maintenance; police log and computer record maintenance; receiving and filling requests for traffic officers; alarm billing; intake and processing of firearms licensing; intake of traffic accidents, public information requests and deliveries. Individuals visiting the police station are immediately aware of the services provided by the desk officers. Otherwise, the numerous duties and functions are not immediately obvious to the public but are essential to the smooth, safe and effective management of the police station. Eliminate 3 FT Detectives and 2 FT Officers in Schools Five officers will be eliminated from the Police Department. To compensate for this cut, 5 of the 9 officers assigned to the Detective Bureau will be eliminated. The Detective Bureau has 7 Detectives, one Sergeant who serves as a full -time prosecutor and a Detective Lieutenant. These officers have been highly trained to provide the specialized services necessary to support the patrol staff and meet community needs. • Two School Resource Officers will be removed from the High School and Middle /Elementary Schools. This program has been very successful at improving the quality and safety of the school environment. One SRO is highly trained in computer forensics and assists a regional police organization as a School Threat Assessment and Response team member. • One Family Service Detective will be cut. This detective is specially trained to manage domestic violence, youth and family services, the sex offender registry and related investigations. • One Specialized Detective will be cut. This detective is specially trained $176,950 5 to investigate robberies, credit /identity theft, burglary, assaults and larcenies. This position is very active sharing information with other federal, state and local agencies in order to solve crimes locally. • One Drug Task Force Detective will be cut. Lexington contributes one detective to the Suburban Middlesex Drug Task Force. Drug and other contraband dealers use jurisdictional boundaries to their advantage to avoid being discovered. Lexington works with 7- neighboring communities to prevent and suppress this dangerous activity. • These cuts will delay or eliminate specialized services; the ability to thoroughly investigate significant impact crimes on the community will be more difficult. Regular patrol operations will be interrupted, delayed or eliminated as patrol officers follow -up on incidents typically assigned to the Detective Bureau. The demand on time and available staffing will diminish the quality and efficiency of services. This cut will significantly reduce or eliminate pioneering initiatives particularly in the area of domestic violence, drug enforcement and improving police- school- community relations. Eliminate Police Officer Coverage in Center - 2 FTE Two patrol officers will be eliminated from the Police Department. These two officers are permanently assigned to cover the retail center district Monday through Friday. One officer works 8:00 a.m. to 4:00 p.m.; the second officer works 4:00 p.m. to midnight. Their duties include enforcement of by -laws, response to calls for service, problem solving as well as parking and traffic $51,580 2 control. The business community in Lexington center requests and supports police presence. This cut would eliminate a police presence in an area congested with bicyclists, pedestrians, motorists and businesses. Patrol officers will be drawn from the neighborhoods to cover the center district with a diminished ability to deter crime, recognize and solve recurring problems, and provide timely parking and traffic enforcement. FY 2004 Appropriated Budget A -10 Appendix A. Override Subprogram 4200: Fire Services Impacted: • Administrative office hours have been reduced to 8:30 to 10:30, or by appointment. • The East Lexington Fire Station closed effective July 1, 2003. Response times at the farthest service points in Lexington will be increased. * • Response to requests for Fire Inspection certificates & other permits delayed. *As ambulance service did not and does not run out of the East Lexington station, response times for this service will not be affected. Program 5000: Culture and Recreation Subprogram 5100: Cary Memorial Library Services Impacted: • Reduced Hours: The main library is closed on Saturdays in July and August. • Closed Sundays: The library will not open on Sundays. • The Branch will also have reduced hours. Effective July 1: Monday 1 -9, Tuesday 1 -6, Wednesday 10 -5, Thursday 1 -6, and Friday closed. All hours will be reviewed when the newly renovated Cary Memorial Library re- opens. • Fewer materials purchased for the Branch and Children's Libraries. • Cutbacks in personnel will result in delays at service desks, in the purchase of materials and the return of materials to shelves FY 2004 Appropriated Budget A -11 Appendix A. Override v Close East Lexington Fire Station, Take Shift Commander's Car Out of Service The Fire Suppression personnel work with the EMTs assigned to the ambulance to extricate victims from motor vehicle accidents and transfer the sick and injured to the ambulance. The proposed cuts would take one engine and the shift commander's car out of service, resulting in the closure of the East $521,970 - Lexington fire station. With this reduction in personal services, employees at the East Lexington fire station would move to the Main Fire Headquarters and serve as a substitute crew for individuals who were unable to make their regular shift. This will also allow the ALS service to be maintained without reduction in service. Eliminate 1 FT Fire Administration Position This would eliminate the Administrative Assistant to the Fire Chief and reduce supply and equipment budgets. The proposed reductions would greatly diminish the effectiveness of the Lexington Fire Department to perform daily operations and severely cripple customer service. Elimination of the administrative assistant would result in most service calls or internal questions going unanswered. The elimination of expense budgets also will reduce new $38,887 1 equipment that can be purchased, training that can be conducted, and force the fire department to operate with fewer supplies. Put in simpler terms, this would translate into a severe reduction of inspections and administrative duties that the chief and assistant chief can perform in order to be on call. The chief would need to process all invoices, payroll, and correspondence as well as respond to customer requests. Program 5000: Culture and Recreation Subprogram 5100: Cary Memorial Library Services Impacted: • Reduced Hours: The main library is closed on Saturdays in July and August. • Closed Sundays: The library will not open on Sundays. • The Branch will also have reduced hours. Effective July 1: Monday 1 -9, Tuesday 1 -6, Wednesday 10 -5, Thursday 1 -6, and Friday closed. All hours will be reviewed when the newly renovated Cary Memorial Library re- opens. • Fewer materials purchased for the Branch and Children's Libraries. • Cutbacks in personnel will result in delays at service desks, in the purchase of materials and the return of materials to shelves FY 2004 Appropriated Budget A -11 Appendix A. Override Eliminate 3 FT and 2 PT Library Staff, Sunday Hours, One Evening, Saturdays during July and August Reductions in library hours would mean the elimination of several positions and Department of Public Works custodial coverage on Sundays. The positions that will be eliminated are: • One Full -time Librarian: The loss of a librarian's position, 37 service hours, would eliminate a specific service currently available at the library, such as; local history, young adult, children's, outreach, technology, reference, audio - visual, and inter - library loan. New material would not be ordered in a timely manner resulting in delayed purchases and delivery of current material to the shelves. Curriculum needs of the of the Lexington Public Schools would not be met; children's programming would be curtailed or eliminated; visits to the schools and development of school /library reading lists would be curtailed or eliminated; young adult services and outreach to the community would be eliminated; customer service at all public service desks would be impacted; the purchase, installation and maintenance of technology /equipment would be impacted. Coverage for the East Lexington branch would not be available • Two Full -time Library Technicians: These positions provide the library with 74 service hours a week in a variety of departments at the main library and the branch. They provide direct service to customers at public service desks and handle many behind - the - scenes tasks. Their primary responsibility is to the customer at the service desks, and the elimination of these positions would result in long delays in service. Children's programs would be reduced or eliminated since library technicians conduct some of the programs or they provide coverage at a service desk while a program is being presented. Processing of material would be delayed and many other responsibilities would be impacted. Coverage for the East Lexington branch would not be available. • Six Part -Time Library Technicians: Eliminating six (6) part -time library technicians eliminates fifty -six (56) public service hours. These positions $98,878 are scheduled at all of the public services desks at the main library and the branch. Elimination of these positions would close the Children's Library two evenings a week. Children's programs would be reduced or eliminated. Coverage for the East Lexington branch would not be available. • Eliminate Sunday Hours: The library is open on Sundays (1 -5) from October — May, these hours would be eliminated. No library services would be available on Sunday in Lexington. Historically Sunday hours are some of the busiest times at the library. They are so busy that the library has had to restrict telephone service in order to handle the number of customers at the public services desks. Reference transactions primarily assist children and their parents with school assignments. Private study rooms used for tutoring and private study would not be available. The meeting room would not be available for community use. Residents, students, children, and other library users would have to go to neighboring libraries for library services. • Eliminate Saturday Summer Hours: Saturday service hours (8) would be eliminated from the library's weekly scheduled hours for the month of July and August. No library services would be available on Saturday in Lexington. Private study rooms used for tutoring and private study would not be available. The meeting room would not be available for community use. Eliminating these hours would result in Cary Library not being able to meet the MA Board of Library Commissioners minimum standards for public library hours. Per the MA General Laws the library is required to be open (6) days a week. Loss of these hours will result in the de- certification of the library and the loss of State Aid. In FY03 it was a total of $29,611. These funds supplement the adult materials budget and support other programs in the library. Decertification of a library by the state can mean that surrounding communities may refuse to provide library service to residents of the decertified community. • Close Main Library One (1) Evening A Week: The main library is currently FY 2004 Appropriated Budget A -12 Appendix A. Override open four (4) nights a week until 9:OOPM. The library would only be open three (3) evenings a week. No library services would be available. Private study rooms used for tutoring and private study would not study would not be available. The meeting room would not be available for community use. • Cary Library: As part of a staffing reduction, this would eliminate $3,100 in overtime used to support DPW custodial coverage on Sundays at Cary Library. Eliminate Cary Library Department Head Position Each Department (Cataloging, Children's, Reference, and Technology) in the library has a Department Head (37 hours a week) who brings a level of expertise to a specific area of the library. Department Heads are an integral part of the library's senior management team. They manage the workflow of the department, develop and implement the strategic plan for the department $45,973 1 and the library, and work at public service desks. The elimination of one Department Head position will leave the library and the public lacking in that expertise and reduce one public service position. The Director, Assistant Director, and the remaining three Department Heads would have to assume responsibility and management of the department if this position is eliminated. Cary Library Staff and Materials Reduction This reduction would eliminate adult and student pages positions and reduce the number of items purchase for the children's and branch libraries. • Library Pages: Six (6) adult page positions and two (2) student pages would be eliminated. Library pages are responsible for returning library materials to the shelves. With the loss of the pages material would not be returned to the shelves in a timely manner. This will delay the retrieval of reserve material, inter - library loan material and make it more difficult for library users to locate material on their own. Library personnel will have to schedule time away from public service desks to return material to the shelves. On average 50,000 items are returned $33,651 - monthly to the library. No page would be available at the branch library. • Reduce Materials Budget in the Children's and Branch Departments: The children's and branch library budgets would be reduced. Reductions in both budgets would mean a decrease in the amount of material purchased. The children's collection would be impacted by not purchasing current material; we would not be able to replace parts of the core collection; and we would not be able to purchase multiple copies needed to meet the curriculum needs and summer reading requirements. The branch material budget is the smallest budget in the library. We will not be able to purchase current material for the branch adult and children's collections. Subprogram 5200: Recreation Enterprise Services Impacted: • Athletic field lining program from DPW eliminated. Users may contract out/pay for services. This will affect school interscholastic athletic programs and recreation users. • Less frequent playground and park safety inspections done by DPW. • Park and athletic facility maintenance program from DPW reduced. Mowing, trimming, and general maintenance will occur less frequently. • Evening and weekend recreation and community programs from September through June impacted by reduction of school department custodians. FY 2004 Appropriated Budget A -13 Appendix A. Override Program 6000: Social Services Services Impacted: Elimination of Wayside Replace services including youth and family mental health counseling, peer mentoring programs, and prevention programs for substance abuse, domestic violence, bullying and other issues. This will directly affect service calls to the Police Department. Elimination of town contribution to CN ARC strains the local agency that serves citizens who are developmentally and physically disabled. This may result in elimination of services. Reduced Social Worker presence at the Senior Center will result in delayed response time to people with social service needs. Eliminate Replace Prevention and Counseling Services Funding for Wayside Replace, the organization that provides youth and family counseling and services at -risk youth, would be eliminated. Services designed to $74,087 prevent child, adolescent, and family problems especially in the areas of substance abuse would also be eliminated. Eliminate Social Services to Developmentally Disabled This would eliminate the Town's contribution to the Central Middlesex Association for Retarded Citizens. CMARC works with 25 developmentally disabled Lexington $14,839 adults in vocational skills, job placement and living independent lives in the community. Reduce Social Service Coordinator Hours I The Fair Housing and Human Relations Committee, Human Services Committee, Lexfest!, and the Enablement Committee would be responsible for monitoring and $5,444 - planning for issues of fair housing, community access, and service coordination. The social service coordinator would be limited to direct assistance to citizens in need during limited hours. Program 7000: Community Development Subprogram 7100: Office of Community Development* *(Includes Board of Appeals, Building Inspection, Conservation, Health, Historic Districts, and Zoning) Services Impacted: Elimination of all mosquito- control programs designed to protect the community against encephalitis. Elimination of some health screening and health promotion programs, flu clinics and immunization efforts, including checks for diabetes, drop -in high blood pressure and high cholesterol. Elimination of most animal control efforts. Police and the Health Director will perform only emergency response for animal control issues. Reduced ability to serve customers, resulting in increased response time for permit customers & other business within the Community Development department. Response to phone inquiries will be delayed. Staff support to regulatory boards also reduced, placing greater burden on volunteers and decreasing staff analysis of regulatory decisions. FY 2004 Appropriated Budget A -14 Appendix A: Override FY 2004 Appropriated Budget A -15 Appendix A. Override Eliminate Comm. Development Animal Control Officer This would eliminate the Animal Control Officer. The Animal Control Officer is a staff person dedicated to animal shelter inspections, rabies control, dog licensing, enforcement of leash law, barking dog law, etc. The community in general would be affected through loss of a person to deal with animal control problems. The Police Dept. would see an increase load of emergency animal calls. All animal $26,409 1 licensing and emergency response services would be lost or passed onto the Police Department where possible. Rabies control would be maintained by the Health Department that has limited staff. Outside of the services listed above, all other animal control services would probably be lost as replacement staff is not available. Eliminate Comm. Development Board of Appeals Clerk The Zoning Board of Appeals Clerk is responsible for interacting with all community members including business, contractors and other entities seeking variances from Zoning by -laws, and the Zoning Board of Appeals. All clerical services to the Board including meeting management, minute - taking, decision $21,058 1 writing, notifications, etc., would be eliminated and would revert primarily to volunteer Board members, with minimal staff support. Service to the public including assistance on the appeal process and regulatory information would be largely eliminated. This option would place a direct burden on the Board, which is under legal deadlines to address appeals within specific timeframes. Eliminate Comm. Development Mosquito Control This would eliminate $20,000 dedicated to fighting and controlling vector -borne diseases (e.g., Eastern Equine Encephalitis, West Nile Encephalitis) through reduction of mosquito population. The customers of this program are the entire community, particularly the elderly, who are more susceptible to complications from West Nile Encephalitis. All larvaeciding programs designed to reduce the $20,000 - mosquito population, both in local wetlands and town drainage system, would be eliminated completely if this program is not funded. No alternative service delivery option exists for this program. Our withdrawal from the East Middlesex Mosquito Control Commission might compromise the effectiveness of the commission and neighboring mosquito control efforts. Reduce Public Health Nurse Hours This would reduce the hours for the public health nurse. The community and employees in general would be affected by the reduction of staff to address communicable disease outbreaks, elimination of various vaccination clinics (e.g., flu, Hepatitis B). Services such as the flu clinic for both seniors and employees would be eliminated, along with Hepatitis B and tetanus vaccinations, and $10,000 - tuberculosis testing for high -risk groups. Health outreach programs for populations at risk for certain health outcomes would be eliminated. Disease surveillance and control would be greatly compromised, or other component of health program such as routine inspections severely delayed. Many of the services offered by the Public Health Nurse are required by statute. Reclassify Community Development Office Manager This would downgrade the position of the Office Manager in community development. The current Office Manager's position would be eliminated and would revert to that of a Departmental Clerk serving the Building Commissioner. This action would affect all contractors (building, plumbing, electrical), residents, and businesses using the services of Community Development to obtain permits, $8,500 - regulatory information, records, or other services from the various Boards and agencies with the Office. The clerk would provide more limited services, primarily to the building department, and key responsibilities for clerical services would be taken over by the Building Commissioner. Clerical staff would operate independently, with overlapping responsibilities, rather than as an integral unit designed to enhance service to the public. Service to the public would probably have to be limited to certain hours to ensure availability of staff with technical FY 2004 Appropriated Budget A -15 Appendix A. Override expertise to serve a variety of customers. Eliminate Comm. Development Historic Districts Position The proposal is to eliminate the dedicated staff support to the Historic District Commission. Residents and businesses of Lexington within historic districts, as well as the Historic District Commission, are served by this position. The elimination of funding for this position would result in a decrease in customer service, application processing and meeting coordination. There would be a $6,079 .5 negative impact to historic district residents and businesses by shifting the responsibility of these services solely to Historic District Commission members, with minimal staff support, compared to having full -time staff support within the town office building because there would no longer be a central place where these customers could get assistance and answers to questions. Subprogram 7200: Planning Services Impacted: • Fewer long term planning products and special studies. • Delayed implementation of the Comprehensive Plan. This will result in delayed response for issues surrounding transportation and land use concerns. • Appointments required for questions about subdivision of lots, the status of streets, and interpretation of regulations, or interest in an element of the Comprehensive Plan. • Reduced analytical and technical skills. • Statutory support to Town Meeting for technical analysis, hearing and report preparation on warrant articles will be reduced in depth, quality and quantity. ing Position Hours There will be serious reductions in staff capacity if the position is not retained on at least a part - time -46 % -- basis, including 100% loss of GIS mapping services, 70 to 80% loss of statistical analysis in support of all activities, and 33% loss of general research. During the past three years, additional major project commitments have emerged over and above regular statutory duties, in the areas of: Comprehensive Plan implementation initiatives (even as the ComPlan is still being prepared in the form of the Transportation Element); the Metropolitan State Hospital planning process emerging into the active implementation phase; $12,544 the necessity for staff to act as an adjunct housing agency; and the submission of the largest commercial development proposals to appear in years. In addition, staff has played a major role in the attempt to pass the most sweeping reform ever of the state's zoning and planning laws, and is involved in regional development and transportation issues. The existence of the Planning Position has allowed the department to become involved in all of this. In the present budget context, about 46% is placed at risk, with a proportional reduction in departmental commitment. A 100% loss of the position will require significant service reductions and force the department to contract its scope of activity. Subprogram 7300: Economic Development Services Impacted: • Economic Development Office was eliminated as a result of the vote of June 2" Economic Development functions now handled by the Town Manager's Office. Economic Development Proorams FY 2004 Appropriated Budget A -16 Appendix A. Override Program 8000: General Government* *Includes Board of Selectmen, Town Manager, Treasurer/Tax Collector, Assessor, Town Clerk and NUS Services Impacted: • (Treasurer /Tax Collector) Increased response time in answering telephone and in- person inquiries associated with the activities of the office. Callers will be asked to leave a message and the call will be returned as soon as a staff person is available. Persons making in person payments are encouraged to utilize the drop box in front of Cary Hall or to mail their payments. • (Assessors) Recent personnel reductions have promoted the investigation of self- service tools, in order to provide quality property valuations. Self - service methods include: a mail slot for drop -offs, online and kiosk access for Vision Real estate system, and online forms. • (Assessors) Telephone calls addressed secondarily to counter inquiries. Callers will be asked to leave a message. Messages will be returned as soon as a staff person is available. • (Assessors) Copies of deeds no longer available. All requests will be referred to the South Middlesex Registry of Deeds. • (Assessors) Requests for written or printed information must be submitted by mail accompanied by check. Information will be available for pickup within ten days. Faxed requests for information will no longer be accepted. • (Town Manager) Economic Development Office eliminated; limited economic development to be performed via the Town Manager's Office. • (Town Clerk) Public Notary, Fish and Wildlife Licensing services discontinued. • (Town Clerk) Support to Town Meeting reduced. • (Town Clerk) Records Management initiatives reduced due to staff reductions, jeopardizing permanent archival records. • (Town Clerk) Telephone response and replies will be delayed due staffing reduction. • (MIS) Hardware (networking equipment, servers and desktops) and software replacement and upgrades affecting all departments will be reduced, resulting in a slower and aged infrastructure. (MIS) Staff reductions in all departments resulting in reduced website maintenance. Reduce 2 FT Finance Support Staff This reduction would reduce the number of hours and positions in the revenue and assessor offices. There are currently five full -time positions in each office and a reduction of one staff person per office equates to a twenty percent loss. The reduction in staff would require that both offices reduce the number of $43,760 hours they are open to the public. An option will be to delay opening to the public until 10:00 a.m. vs. the current 8:30. During peak assessment and collection period's staff from other departments will be needed to augment the staff in order to accommodate the increased volume of transactions. 1 FT Town Clerk Staff Support Position Reduction of one staff person in the Town Clerk's office would significantly impact core services provided by the Town Clerk's office. A reduction in staff would necessitate a reorganization of the Town Hall telephone system and will $19 998 cause significant delay in fulfilling in- person information and record requests made to the Town Clerk's office. Additional election and town meeting responsibilities will be shifted to remaining staff, requiring delayed service in other areas, including recording and fling of official decisions and monitoring of FY 2004 Appropriated Budget A -17 Appendix A: Override eliminated where needed. Passport processing services may be curtailed or eliminated. MIS Equipment The elimination of funds in this budget item would impact services in the following way: Networking equipment and computer acquisitions would be practically eliminated which would affect our equipment life cycle warranties. The warranty helps our small staff maintain a large volume of equipment. When our PCs are off warranty we give them to the Public Library and the Schools. $34,320 We would no longer be able to do this. Anti -Virus Software could not be upgraded. Software licenses could not be renewed. There would be a delayed migration to Windows 2000 workstations and Servers (Windows NT and Windows 98 support will be phased out (rather than no longer supported). Any server based projects for the organization cannot take place since there is no room for growth. Program 9000: Capital Services Impacted: • Elimination of purchase of new pumper for Lexington Fire Department Eliminate purchase of new fire engine The replacement of fire engine #2 has postponed for one year, as $216,248 was $216,248 - lost in the override. The balance of $111,142 was placed in a stabilization fund. FY 2004 Appropriated Budget A -18 Appendix A. Override Personal Services This section includes historical and requested compensation funding, staffing level information, and salary and wage schedules for employees of the Town. The compensation account and staffing levels are applicable to employees, including enterprise - funded departments. The historical personal services comparison, salary schedules and performance indicators include information on most employees of Lexington Public Schools and Town Government. Performance Pay grades are established to equitably classify employees according to the type and level of work performed. For non -union members, salary or wage increases are across the board regardless of merit and length of service. For union members, salary or wage increases within the salary range follow established "steps" based upon merit and length of service. Nine labor organizations represent many school and town employees. The five labor organizations representing five bargaining units of school employees are: • The Association of Lexington Administrators (affiliated with the Massachusetts Association of Professional School Administrators); • The Lexington Education Association representing teachers and nurses jointly; Service Employees International Union (Local 999 AFL -DIO) representing the custodians; The Lexington Educational Services Association (LEXED) representing the tutors; The Lexington Educational Secretaries Association (LESA) representing the support staff. There are four labor organizations representing six municipal bargaining units. • The International Association of Fire Fighters (Local 1491) represents most Fire Department employees; • The International Brotherhood of Police Officers (Local 377 and Local 501) represents patrol officers and superior officers; • The American Federation of State and County Municipal Employees (AFSCME) AFL -CIO Massachusetts State Council 93 (Local 1703) represents public safety telecommunications employees as well as many employees of the Department of Public Works; • Many employees of the Cary Memorial Library are members of Local 4928 MLSA, NTT, AFT, AFL -CIO. FY 2004 Appropriated Budget B -1 Appendices: Personal Services FY2004 Personal Services Comparison Salaries' Lexington Public SchoolS $ 41,716,051 $ 44,613,483 $ 43,084,052 43% Town Government' $ 13,496,604 $ 13,954,040 $ 12,685,760 13% Total Salaries $ 55,212,655 $ 58,567,523 $ 55,769,812 56 0 /6 Medical, Dental, & Life Insurance Lexington Public Schools $ 5,646,707 $ 6,770,091 $ 8,323,632 8% Town Government $ 3,491,921 $ 4,182,797 $ 3,537,782 4% Other Employee Benefits and Insurance School and Town Combined Coverage $ 3,477,613 $ 3,594,966 $ 4,197,092 4% Total Benefits $ 12,616,241 $ 14,547,854 $ 16,058,506 16 0 /r, Total Personal Services $ 67,828,896 $ 73,115,377 $ 71,828,318 72% Includes wages, overtime, merit, and longevity expenses. 2 FY02 and FY03 expenses do not include funding for athletic officials and coaches. 3 Does not include wages charged to Enterprise funds. ° Includes Retirement, Workers Compensation, Medicare and Unemployment Expenses Staffing History Full -Time Town Employees 300 290 280 270 260 250 240 230 —0 Series1 Series2 Fiscal Year *This graph excludes Permanent Building Committee positions FY 2004 Appropriated Budget B -2 Appendices: Personal Services rn rn rn rn rn rn rn rn o 0 0 0 0 rn rn rn rn rn rn rn rn o 0 0 0 0 > > > > > > > > > > > > > LL LL LL LL LL LL LL LL LL LL LL LL LL Town Compensation Account Town General Fund DPW' 71 9 $ 3,005,287 71 9 $ 3,174,054 65 8 $ 2,873,647 Joint Dispatch 8 0 $ 352,240 8 0 $ 381,878 8 0 $ 388,728 Police Department 57 5 $ 3,303,594 57 5 $ 3,489,912 46 0 $ 2,917,192 Fire Department 55 0 $ 3,228,076 55 0 $ 3,381,744 54 0 $ 3,159,420 Library 30 25 $ 1,344,097 30 25 $ 1,491,257 25 15 $ 1,204,181 Transportation 1 1$ 58,205 1 1$ 64,261 0 0$ - Social Service Center' 6 4 $ 172,608 6 4 $ 173,185 7 3 $ 167,899 Community Development 11 5 $ 562,914 11 5 $ 585,789 10 4 $ 537,348 Planning Department 4 0 $ 179,043 4 0 $ 175,134 3 1 $ 168,734 Economic Development 1 0 $ 55,918 1 0 $ 57,596 0 0 $ 19,480 Board of Selectmen' 1 1 $ 62,382 1 1 $ 64,404 1 0 $ 60,813 Town Manager's Office 6 1 $ 307,285 6 1 $ 318,246 7 0 $ 324,919 Temporary Help & Overtime NA NA $ 69,900 NA NA $ 41,975 NA NA $ 43,576 Finance Department' 17 0 $ 725,509 18 0 $ 826,330 15 0 $ 731,128 MIS 3 0$ 148,424 3 0$ 152,390 3 0$ 153,280 General Insurance 0 0 $ 86,755 0 0 $ 65,046 0 0 $ 23,763 Town Clerk's Office 4 0 $ 175,547 4 0 $ 220,784 3 0 $ 175,330 Salary Adiustments NA NA $ 402.667 NA NA $ 327.668 NA NA $ 185.810 Enterprise Funds Recreation Enterprise 5 0 $ 479,379 5 0 $ 498,744 5 0 $ 513,710 Water Enterprise Operating 11 0 $ 519,632 11 0 $ 535,250 11 0 $ 551,125 Sewer Enterprise Operating 4 0 $ 237,725 4 0 $ 247,580 4 0 $ 253,999 School Funds Administrators Principals Asst. Principals (Teach) Asst. Principals (Non- Teach) Elementary Classroom Teach. Secondary Classroom Teach. Other Classroom Teachers Guidance Psychological Librarians /AudioNisual Staff Other Professional Staff Teacher Aides/Tutors Professional Instructional Nurses /Secretarial Staff Technicians Skilled Crafts Laborers, Unskilled School Crossinq Guards 9 0$ 648,3781 9 0$ 702,7701 9 0$ 647 3 0 6 0 7 6 0 8 0 5 0 $ 2,823,996 5 0 111 0 107 0 0 100 0 212 0 227 0 217 0 34 0 $ 36,128,779 36 0 $ 39,068,457 36 0 $ 37,320,632 20 0 23 0 23 0 3 0 3 0 3 0 10 0 10 0 10 0 91 0 99 0 96 0 13 0 6 0 6 0 16 323 14 136 14 168 6 0 7 0 7 0 $ 3,014,260 $ 2,325,254 $ 2,823,996 50 0 48 0 48 0 0 15 0 15 0 15 ' Includes Seasonal employees in FY02 & FY03. No seasonal in FY04. Includes Solid Waste Coord position as of FY04 but grant funded salary is not included in the appropriation. 'Social Services part-time includes staff not paid from Town funds 'Finance includes Board of Assessors stipends 'Staff support of Benefits & Workers' Comp is provided by employees assigned to the Manager's Office. Compensation includes unemployment for schools and municipal employees. 'Town clerk compensation includes election workers and registrars 'School Department revised reporting of individual categories of staff in FY 2004 which accounts for category differences. 'Recording secretary wages included here but staffed by existing employee FY 2004 Appropriated Budget B -3 Appendices: Personal Services School Custodial and Maintenance Effective July 1, 1999 Contract with the Service Employees International Union, Local 999 AFL -CIO. Waqes effective 7/03 18 Regular Custodian Parking Lot Monitor 20 Inter - school Driver 22 Special Assignment Custodian Replacement Custodian 24 Elementary Head Custodian Junior High Head Custodian Assistant Senior High Head Custodiar 25 Maintenance Men 27 Maintenance Men (advanced) 29 Senior High Head Custodian 30 Master Electrician/ Plumber 10:00 A.M. -7:00 P.M. -2.5% 11:00 A.M. -8:00 P.M. -3.5% 12:00 Noon - 9:00 P.M. - 4.0% $15.44 $16.03 $16.67 $17.34 $18.14 $18.40 16.07 16.67 17.35 18.04 18.88 19.11 16.82 17.47 18.14 18.87 19.84 20.06 17.43 18.14 18.86 19.61 20.69 20.96 17.72 18.36 21.24 19.69 Late Shift Differential 18.47 19.29 19.96 20.87 21.13 19.16 19.91 20.75 21.80 22.07 22.07 22.91 23.75 24.81 25.07 20.49 21.38 22.18 23.24 23.51 1:00 P.M. - 10:00 P.M. - 5.0% 2:00 P.M. - 1100 P.M. - 6.0% 3:00 P.M. - 12:midnight- 7.0% 3 Assistant to Registrar $14.88 $16.01 $16.86 Attendance Aide (LHS) School Support Personnel (K -8) Library Support Personnel (K -8) 2 High School Secretary 16.59 17.39 18.29 Elementary School Secretary Science Lab Technician Language Lab Technician 1 Secretary to High School Principal 16.60 17.40 18.30 Secretary to Coordinator Secretary to Department Head Evaluation Team Secretary Guidance Secretary 3 Secretary to Middle School Asst Principal Secretarial 16.60 17.40 18.30 Secretary to Building Services Student Services Secretary Funds manager 2 Classified Payroll Clerk Financial 17.75 18.64 19.60 Certified Payroll Clerk Accounts Payable Clerk Student Services Secretary 1 Central Office Admin.Assist. Administrative 17.77 18.65 19.61 Admin.Assist. To Elementary Principal Admin.Assist. To Middle School Principal Admin.Assist. To High School Principal Admin.Assist. To Director of Student Services Registrar FY 2064 Appropriated Budget B 4 Appendices Personal Services School Secretarial Effective July 1, 2001 Contract with the Lexington Educational Secretaries Association. Professional School Administrators Effective July 1, 2001 Contract with the Association of Lexington Administrators Wages effective 7/03 Assistant Building Administrators Step K -12 ( 1 $81,420 2 83,050 3 84,710 4 86,400 5 88,130 6 89,890 School Tutors $36,670 Effective July 1, 2001 $40,130 Contract with the Lexington Education Assoc. Hourly Wages effective 7/03 $43,650 Step Tutor Specialist 37,290 39,710 1 $14.51 $27.11 2 15.84 25.00 3 16.76 3 4 17.02 40,480 5 17.25 42,950 Public School Nurses and Public School Teachers Effective July 1, 2001 Contract with the Lexington Education Association. Waqes effective 7/03 1 $36,670 $38,960 $40,130 $41,280 $42,450 $43,650 $44,880 2 37,290 39,710 40,940 42,120 43,370 44,600 45,840 3 37,930 40,480 41,740 42,950 44,260 45,550 46,780 4 38,550 41,230 42,540 43,820 45,140 46,510 47,750 5 39,640 42,510 43,860 45,250 46,690 48,100 49,330 6 41,140 44,270 45,750 47,210 48,790 50,340 51,560 7 43,060 46,580 48,180 49,800 51,510 53,200 54,430 8 45,620 49,610 51,390 53,190 55,100 57,020 58,250 9 48,610 53,190 55,180 57,160 59,310 61,480 62,710 10 52,070 57,280 59,460 61,710 64,130 66,600 67,820 11 55,920 61,840 64,340 66,800 69,590 72,330 73,590 12 60,280 67,070 69,790 72,510 75,650 78,790 80,030 Library Department Contract with Cary Memorial Library Staff Association, Local 4928, MLSA, MFT, AFT, AFL -CIO. Effective July 1, 2001 Wages effective 7/1/03 2% increase, additional 1% increase 1/1/04 Department Head Librarian 1,11,111 19.67 21.30 22.93 24.56 Librarian Para - Professional 111 $15.35 16.89 18.42 19.95 21.48 23.00 Branch Librarian Circulation Supervisor Para - Professional 11 14.58 16.03 17.48 18.95 20.41 21.87 Library Associate Para - Professional 1 11.78 12.97 14.16 15.33 16.51 17.71 Library Technician Adult Pages 7.00 7.81 9.44 10.25 11.06 11.87 FY 2004 Appropriated Budget B -5 Appendices: Personal Services Law Enforcement: Patrol Officers and Sergeants Contract with the International Brotherhood of Police Officers, Local 377. Effective July 1, 2001 Waqes effective 7 /1/03 2% increase, additional 1% increase 1/1/04 Sergeant NA NA NA NA $ 47,857 Law Enforcement: Superior Officers Contract with the International Brotherhood of Police Officers, Local 501. Effective July 1, 2001 Wages effective 7/1/03 2% increase: additional 1% increase 1/1/04 Lt /Detective Captain 63,002 77,431 $ 78,610 Law Enforcement /Fire Services: Public Safety Dispatchers Contract with the American Federation of State, County, and Municipal Employees (AFSCME), Local 1703. Effective July 1, 2001 Wages effective 7/1/03 2% increase; additional 1% increase 1/1/04 Late Shift Differential (Does Not Apply To Captain) 3:45 P.M. - 8:00 A.M. - 6% Fire Department: Fire Fighters Contract with the International Association of Fire Fighters, Local 1491. Effective July 1, 2001 Wages effective 7/03 2% increase; additional 1% increase 1/1/04 Additional stipends to the FY04 base salaries: EMT Basic $3,552; Intermediate $5,504; Paramedic $6,660. 'Note: FY03 wages were resorted with stipends included and will aggear higher than FY04 base salaries. Lieutenant NA NA $46,980 $48,898 $51,063 Captain NA NA $53,792 $55,988 $58,467 Department of Public Works* Contract with the American Federation of State, County, and Municipal Employees (AFSCME), Local 1703. Effective July 1, 2001 Wages effective 7/1/03 2% increase: additional 1% increase 1/1/04 Meter Reader W -3 Light Equip. Operator 30,911 31,739 32,554 33,696 35,227 W -4 Heavy Equip. Operator 31,739 32,612 33,598 34,688 36,435 Tree Climber Painter W -5 Shovel Operator 32,671 33,534 34,459 35,603 37,324 Mechanic W -6 Leadman 33,598 34,459 35,603 36,793 38,630 Dispatcher W -9 Working Foreman 36,521 37,646 38,981 40,310 42,018 No CDL licenses - employees receive additional compensation if they possess a specialized commercial drivers license. '-` The'G' Step was added in FY97. 35,687 36,897 37,785 39,092 42,478 FY 2004 Appropriated Budget B£ Appendices: Personal Services Non -Union Administrative, Technical, and Clerical Staff Wage and Classification Schedule Revised 2/03 Wages effective 7/03 108 Building Maintenance Custodian $22,859 $32,656 113 Municipal Account Clerk $24,477 $34,968 Municipal Clerk 116 Adult Day Care Assistant $25,700 $36,494 120 Department Account Clerk $27,505 $39,293 Department Clerk Parking Control Officer 123 Animal Control Officer $29,150 $41,643 Sealer of Weights & Measures Building Maintenance Mechanic Administrative Assistant, Selectmen 124 Engineering Aide $29,752 $42,503 Financial Clerk - Revenue Financial Clerk - Comptroller Dept. Clerk - Public Grounds /Cemeteries Dept. Clerk- Planning 125 Property Iinspector $30,409 $43,442 126 Administrative Assistant $31,058 $44,368 Building Maintenance Working Foreman Retirement Administrator Information Specialist 131 Engineering Assistant/Inspector I &11 $34,985 $49,979 Staff Accountant Public Health Nurse 132 Office Manager /Executive Secretary $35,868 $51,240 133 Zoning Enforcement Officer $36,798 $52,568 Office Manager /Special Events Coord. 135 Building Inspector $38,813 $55,447 Inspector of Wires Plumbing, Gas & Mechanical Inspector Health Agent 205 Recreation Supervisor $31,362 $44,803 206 Adult Day Care Coordinator $32,111 $45,873 Program Coordinator, COA B -7 FY 20D4 Appropriate ded Budget Appendices: Personal Services effective 7/03 208 Human Service Coordinator Outreach Social Worker $33,791 $48,272 210 Benefits Manager $35,833 $51,190 Human Resource Generalist Network Administrator 211 Appraiser /Analyst $37,009 $52,870 Building Maintenance Superintendent Management Analyst, DPW 212 Chief Procurement Officer $38,324 $54,748 213 Transportation Coordinator $39,756 $56,795 Budget Officer Assistant Planning Director Senior Civil Engineer 1 215 Senior Civil Engineer $43,060 $61,514 216 Assistant Library Director $44,983 $64,261 Superintendent of Water /Sewer Superintendent of Highways & Drains Management Analyst, TMO Economic Developer Assistant Director of Recreation 217 Revenue Officer $47,078 $67,255 Town Assessor Supt. Of Public Grounds & Cemeteries Assistant Town Engineer 218 Assistant Fire Chief $49,372 $70,532 Director of Public Health Director of Social Services Police Captain /Administration Assistant Finance Director 219 Director of Recreation $52,357 $74,795 Town Clerk MIS Coordinator Assistant Director Community Development 221 Assistant Town Manager $57,773 $82,533 Director of Community Development Library Director Manager of Operations Planning Director Town Engineer 223 Finance Director $64,879 $92,684 Fire Chief Police Chief Public Works Director B -8 FY 20D4 Appropriate ded Budget Appendices: Personal Services Total Area Land Area Population Population Density Median Family Income State Rank Per Capita Income State Rank 16.64 square miles 16.40 square miles 30,355 1,851 per square mile $111,899 12 $46,119 15 F @004 Approprieled Bud0et 01 Appendices Communlly Dele Profile 9th -12th Grade Asian or Other 6% 65+ 6% American Pacific Islander 0.34% 19% Indian, 11 07% 136 Graduate 5.19 Eskimo or Bel JPM1D 10% AAA 22% Aleut AAA 0.08% 4% Bachelors 27% 55 -64 Black 11% 1.15% 20 -34 9% White 87.37% 35 -54 33% F @004 Approprieled Bud0et 01 Appendices Communlly Dele Profile 9th -12th Grade Grade School 2% 16 HS Graduate 136 Graduate Som a College Bel JPM1D 10% 43% Associates 4% Bachelors 27% F @004 Approprieled Bud0et 01 Appendices Communlly Dele Profile Employment by Industry of Lexington Residents (2001?. QET, ES-202 Series) ?. , Year 1990 1995 2001 Total Employment 19,411 17,838 21,437 Total Annual Payroll $688,870,000 $775,064,183 $1,390,681,678 Average Annual Wage $35,489 $43,450 $64,873 Number of Establishments 1,032 1,182 1,253 3 1990 1995 2001 Labor Force 15,735 15,462 16,258 Employed 15,253 15,041 15,866 Unemployed 482 421 392 Unemployment Rate 3.1% 2.7% 2.4% Year Single Family Multi - Family 1995 35 1 1996 56 2 1997 40 3 1998 38 2 1999 64 0 2000 73 3 2001 81 2 2002 72 0 F @004 Approprieted Budget 0 2 Appendices commumNOete Profile Source: 2000 US Census, SF3 Commute Trip iii 2000 1990 3000 2500 2000 1500 1000 500 0 hocgc is ^0 ' � ;' ^ ,O Selected Changes, 1990.1000: Thelotal number of commuting workers (residing in Lexington) has deereasedfrom 15,082 to 14,482. The average length of commute hip has increased from 24.87 to 28.75 minutes The time leaving for work has very slightly dispersed Both the total number andmodal share ofempoolers have decreased —from 1105 to 877 and 7.33% to 6.06%, respectively. Both the total number and modal share of subway riders have increased —from 387 to 615 and 2.57%to 4.25 %, respectively. F @004 A proprieted Budget 0 3 Appendices CommuniNnefie Profile .' Y Vic° c Vi c° Vi c 19 .' Y 0 r �.� a 9 1P 'r '! Y -Y dy ors ii < Budget Law - Table of Contents Action of Page TOWN MANAGER Departmental Budget Information, Request for D -2 School Budget Information, Request for D -2 Capital Expenditures Information, Request for D -2 & D -3 Town Budget, Submission to Selectmen D -3 Capital Expenditures Budget, Submission to Selectmen D -4 BOARD OF SELECTMEN Town Budget, Recommendations on D -4 Capital Budget, Recommendations on D -5 Submission of Budget to Town Meeting D -5 APPROPRIATION COMMITTEE Town Budget, Report on D -5 & D -6 Town Budget Report, Explanation of D -6 CAPITAL EXPENDITURES COMMITTEE Capital Expenditures Report D -6 & D -7 This document summarizes local and state law regarding town budget preparation and submission. References are made to Massachusetts General Laws, the By -Laws of the Town of Lexington, the Lexington Selectmen -Town Manager Act, and the Administrative Directives of the Lexington Town Manager. Those references offering the greatest amount of information on the given topic have been listed first. D -1 The Town Manager The Town Manager is appointed by the Board of Selectmen to oversee the daily operations of the Town, to administer the policies and procedures of the Board, and to enforce all by -laws and actions passed at Town Meetings. The Manager is the Chief Executive Officer of the Town, and his /her authority and responsibilities are established in the Selectmen -Town Manager Act of 1968 (at page A20107 — Appendix §A201 Special Acts). REQUEST FOR DEPARTMENTAL BUDGET INFORMATION TO OCCUR: Annually, at Town Manager's request REFERENCE: Selectmen -Town Manager Act §13 (Appendix §A201 Special Acts at page A20113) The Town Manager may request all boards, departments, committees, commissions and officers of the Town, except the School Committee, to submit to him/her in writing a detailed estimate of the appropriations required for the efficient and proper conduct of the respective departments and offices during the next fiscal year. REQUEST FOR SCHOOL BUDGET INFORMATION TO OCCUR: Annually, at Town Manager's request REFERENCE: Selectmen -Town Manager Act §13 (Appendix §A201 Special Acts at page A20113) The Town Manager may request from the School Committee a total budget estimate for the next fiscal year. REQUEST FOR CAPITAL EXPENDITURES INFORMATION TO OCCUR: Annually, at Town Manager's request REFERENCE: Selectmen -Town Manager Act §12 (Appendix §A201 Special Acts at page A20113) Sections 29 -13 and 29 -14 of the Code of the Town of Lexington All boards, departments, committees, commissions and officers of the Town shall annually D -2 submit to the Town Manager and to the Capital Expenditures Committee in writing a detailed estimate of the capital expenditures (as defined below) required for the efficient and proper conduct of their respective departments and offices for the next fiscal year and the ensuing four year period. Definitions of Capital Expenditures Per Section 29 -14 of the Code of the Town of Lexington, "Capital Expenditures shall mean any and all expense of a non - recurring nature not construed as an ordinary operating expense, the benefit of which will accrue to the Town over an extended period of time." Per the Manager's budget, "A capital project is defined as a major, non - recurring expenditure including at least one of the following: • acquisition of land for a public purpose; • construction of, or addition to, a facility such as a public building, water or sewer lines, or playfields, etc.; • rehabilitation or repair of a building, facility, or equipment; provided the cost is $25,000 or more and the improvement will have a useful life of 10 years or more; • purchase of equipment costing $25,000 or more, with a useful life of 5 years or more (all cars are defined to be non - capital items); • any planning, engineering or design study related to an individual capital project." SUBMISSION OF TOWN BUDGET TO SELECTMEN TO OCCUR: On the specified date REFERENCE: Section 90 -12 of the Code of the Town of Lexington Selectmen -Town Manager Act §13 (Appendix §A201 Special Acts at page A20113) Section 12. The Town Manager shall annually submit to the Selectmen, the Appropriation Committee, and the Capital Expenditures Committee for their consideration a proposed budget, revenue statement and tax rate estimate on a date specified no later than September 30 by the Selectmen after consultation with the School Committee, Appropriation Committee and the Capital Expenditures Committee. SUBMISSION OF CAPITAL EXPENDITURES BUDGET TO SELECTMEN D -3 TO OCCUR: Annually REFERENCE: Selectmen -Town Manager Act §12 (Appendix §A201 Special Acts at page A20113) The Town Manager shall submit in writing to the Board of Selectmen and to the Capital Expenditures Committee a careful, detailed estimate of the recommended capital expenditures for the next fiscal year and the ensuing four year period, showing specifically the amount necessary to be provided for each office, department and activity and a statement of the amounts required to meet the interest and maturing bonds and notes or other indebtedness of the Town. The Board of Selectmen Lexington's charter establishes an elected five member Board of Selectmen to oversee the executive branch of Town government. Selectmen are elected for three -year terms and are responsible for the general direction and management of the property and affairs of the Town. RECOMMENDATIONS ON TOWN BUDGET TO OCCUR: Prior to the annual Town Meeting REFERENCE: Selectmen -Town Manager Act §13 (Appendix §A201 Special Acts at page A20113) Mass. General Law Ch. 41, § 60 The Selectmen shall consider the proposed budget submitted by the Town Manager and make such recommendations relative thereto as they deem expedient and proper in the interest of the Town. The Selectmen shall transmit a copy of the budget together with their recommendations relative thereto to the Appropriation Committee and, for its information, a copy to the Capital Expenditures Committee. RECOMMENDATIONS ON CAPITAL BUDGET me TO OCCUR: Prior to the annual Town Meeting REFERENCE: Selectmen -Town Manager Act §12 -13 (Appendix §A201 Special Acts at page A20113) The Selectmen shall consider the capital budget submitted to the Town Manager and make such recommendations relative thereto as they deem appropriate and proper in the interests of the Town. The Selectmen shall transmit a copy of the capital budget together with their recommendations relative thereto to the Appropriation Committee and to the Capital Expenditures Committee. SUBMISSION OF BUDGET TO TOWN MEETING TO OCCUR: At least four weeks prior to the date when the Annual Town Meeting is scheduled to consider the budget. REFERENCE: Section 90 -13 of the Code of the Town of Lexington The Selectmen shall submit a budget at the annual Town Meeting. The Selectmen's proposed budget shall be distributed to the Appropriations Committee, the Capital Expenditures Committee, and to each Town Meeting Member at least four weeks prior to the date when the Annual Town Meeting is scheduled to consider it. The Appropriation Committee The Appropriation Committee is a nine - member board appointed by the Town Moderator. Members are appointed to three -year overlapping terms and serve to evaluate the fiscal policies and priorities set by the Board of Selectmen and the Town Meeting. The Committee advises Town Meeting Members on financial proposals, analyzes operating budget proposals, makes fiscal projections, and reviews funding for proposed capital improvements. The Committee's approval is required to use reserve funds for unanticipated operating costs. APPROPRIATION COMMITTEE REPORT ON TOWN BUDGET TO OCCUR: Prior to the annual Town Meeting D -5 REFERENCE: Section 29 -11(A) of the Code of the Town of Lexington Mass. General Law Ch. 39, § 16 The Committee shall prior to each annual town meeting for the transaction of business prepare, publish and distribute by making copies available at the Office of the Town Clerk and at Cary Memorial Library, and by mailing or otherwise distributing to each town meeting member areview of the budget adopted by the Board of Selectmen to be considered at the Annual Town Meeting. This review will include the Committee's advice and recommendations with reference to the various appropriations of town funds, and other municipal matters coming before such town meeting. The Appropriation Committee shall include in its report an assessment of the budget plan based on all the data available to it concerning the next year's revenues and expenses as well as a projection for future years' revenues and expenses. This publication may be combined with and distributed at the same time as the Capital Expenditures Committee Report (Section 29 -13(B) of the Code of the Town of Lexington). EXPLANATION OF APPROPRIATION COMMITTEE REPORT TO OCCUR: At the annual Town Meeting REFERENCE: Section 29 -11(B) of the Code of the Town of Lexington The Appropriation Committee shall explain its report with advice and recommendations and it shall also at each special Town meeting give its advice and recommendations with reference to any appropriation of the Town funds or other municipal matter coming before such special Town meeting. The Capital Expenditures Committee The Capital Expenditures Committee is a five- member board appointed by the Town Moderator. Members are appointed to three -year overlapping terms and consider the relative need, timing and cost of capital expenditure projects proposed for the ensuing five -year period. CAPITAL EXPENDITURES REPORT TO OCCUR: Prior to the annual Town Meeting H. REFERENCE: Section 29 -13 of the Code of the Town of Lexington The Capital Expenditures Committee shall consider the relative need, timing and costs for those capital expenditure requests submitted to the Committee for the ensuing five -year period, and the effect these expenditures might have on the financial position of the Town. The Capital Expenditures Committee shall prepare, publish and distribute a report of its findings, setting forth a list of all such capital expenditures together with the Committee's recommendations as to the projects that should be undertaken within the five year period and the approximate date on which each recommended project should be started. This report shall be distributed by making copies available at the Office of the Town Clerk and at Cary Memorial Library, and by mailing a copy to each Town Meeting Member. This publication may be combined with and distributed at the same time as the Appropriation Committee Report. D -7 Glossar ABATEMENT - Abatement is a reduction of a tax liability. The Board of Assessors grants abatements for real estate and personal property taxes in cases where an individual's assessed valuation is determined to be in excess of fair market value. ACCRUAL BASIS FOR ACCOUNTING — A method of accounting that recognizes revenue when earned, rather than when collected, and recognizes expenses when incurred, rather than when paid. APPROPRIATION - An authorization granted by the Town Meeting to make expenditures and to incur obligations for specific purposes. Appropriations for any expenditure specify dollar amounts, funding sources, and a period of time within which the funds must be spent. Any funds not expended within the specified time (usually one fiscal year) revert to the Unreserved Fund Balance. APPROPRIATED BUDGET — As used in fund summaries and department summaries within the budget document, represents the current year budget as originally adopted by Town Meeting. It does not include prior year encumbrances or re- appropriation. ARTICLE - An article or item on the Town Warrant. There are four standard financial articles that appear in the Warrant every year. The operating budget appears in the Warrant as Article 4. Article 5 is for "Supplementary Appropriations for the Current Fiscal Year" (the current fiscal year is the one that was appropriated at the previous year's Town Meeting). Prior Years' Unpaid Bills are considered as Article 6, and Article 7 is used for supplementary appropriations for previously authorized capital improvement projects. "New" capital project requests and other special items generally appear as individual articles without a predetermined order. ARTICLE TRANSFERS & TRUSTS - Projects from previous year Town Meeting article appropriations occasionally have unexpended balances not required once the project is complete. The unexpended balance becomes available for future Town Meeting appropriation. Trust fund monies will occasionally be released by the Trustees of Public Trusts to support approved recreation, human services, cemeteries or library programs in accordance with the trust. ASSESSED VALUATION - The valuation of real estate or other property determined by the Town Assessor for tax levying purposes. The Commonwealth certifies the values and methodology in determining those values every three years. ASSETS — Property, plant and equipment owned by the Town. AUDIT — A comprehensive examination as to the manner in which the government's resources were actually utilized concluding in a written report of its findings. An accounting audit is intended to ascertain whether financial statements fairly present the financial position and results of operations of the Town. The Town is required to conduct an audit annually. AVAILABLE FUNDS ( "FREE CASH ") - The amount certified annually by the Dept of Revenue that represents the unreserved fund balance less all outstanding tax receivables. This balance is created when actual revenues exceed those estimated and/or expenditures are less than appropriations for any given fiscal year. These funds may be appropriated by Town Meeting as a resource for the next fiscal year's operations or any other purpose authorized by state statute. BOND - A written promise to pay a specified sum of money, called the face value or principal amount, at a specified dates in the future, called the maturity date(s), together with periodic interest at a specified rate. The difference between notes, usually one year or two years in length and a bond is that the latter runs for a longer period of time. State statute and the Board of Selectmen establish the length of a bond repayment. BUDGET - A plan of financial operation embodying an estimate of proposed expenditures for a given period with proposed means of financing. Lexington's budget is a financial plan that is established for a E -1 single fiscal year that begins on July 1 and ends on June 30 BUDGET MESSAGE (Town Manager's Transmittal Letter) — The opening section of the budget that provides the Board of Selectmen, Town Meeting Members, and the general public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and the recommendations of the Town Manager. CAPITAL EXPENDITURE - A major, non - recurring expenditure involving land acquisition, construction or major rehabilitation of a facility, or purchase of equipment costing $25,000 or more with a useful life of five years or more. CAPITAL IMPROVEMENT PROGRAM (CIP) - A financial planning and management tool which: identifies public facility and equipment requirements; places these requirements in order of priority; and schedules them for funding and implementation. CEMETERY FUND - See Special Revenue Fund. CHAPTER 90 - Massachusetts General Laws Chapter 90, Section 34 authorizes the Commonwealth to allocate funds to municipalities through the Transportation Bond Issue for highway construction, preservation and improvement projects that create or extend the life of capital facilities. Routine maintenance operations such as pothole filling and snow and ice removal are not covered. The formula for determining the Chapter 90 level of funding is based on a municipality's miles of public ways, population and level of employment. Municipalities receive Chapter 90 funds on pre- approved projects on a reimbursement basis. CHERRY SHEET - The State allocates a portion of generated revenue to municipalities each year for education and general governmental expenditures. The amount of state aid each community will receive is itemized in a financial statement printed on cherry colored paper (thus the name). The amount of reimbursement is a function of the State budget. Towns usually receive notification in late summer, subsequent to the beginning of the fiscal year. COMPETITIVE BIDDING PROCESS — the process following State law requiring that for purchases of $25,000 or more a Town must advertise, solicit and publicly open sealed bids from prospective vendors. After a review period, the Town Manager then awards a contract to the successful bidder. DEBT EXCLUSION - The amount of taxes assessed in excess of the Proposition 2 -1/2 levy limit for the payment of debt service costs attributable to a vote of the electorate. Two - thirds of the Selectmen and a majority of citizens voting must approve the exclusion. These funds are raised to retire the debt service for the project. They are not added to the tax levy limit for the following fiscal year. DEBT SERVICE - Payment of interest and principal on an obligation resulting from the issuance of bonds. DEPARTMENT — A division of the Town that has overall management responsibility for an operation or group of related operations within a functional area. DEPRECIATION — 1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, and inadequacy of obsolescence. 2) That portion of the cost of a capital asset that is charged as an expense during a particular period. Depreciation is based on historic costs not replacement value. EFFICIENCY MEASURES — Indicate how well resources are being used. They include cost - per -unit and productivity indicators. ELEMENT - The smallest unit of budgetary accountability, which encompasses specific and distinguishable lines of work performed for the purpose of accomplishing a function for which the Town is responsible. ENCUMBRANCE — To encumber funds means to set aside or commit funds for a future expenditure E -2 Encumbrances include obligations in the form of purchase orders, contracts or salary commitments, which are chargeable to an appropriation and for which a part of the appropriation is reserved. ENTERPRISE FUND - An account supported by user fees for a specific service that the Town operates as a separate "business" (e.g. Water, Sewer, Recreation). Enterprise funds do not depend on taxes for operating revenue as user fee revenue and expenses are balanced over the long run. Budgeting for all Enterprise Funds is done on a Generally Accepted Accounting Practices (GAAP) basis. EXPENDITURE — Decrease in net financial resources for the purpose of acquiring and providing goods and services. EXPENSES — Outflows or other using up of assets or incurring of liabilities during a period from delivering or producing goods, rendering services or carrying out other activities that constitute the entity's ongoing major or central operations. Expenses consist of the following objects of expenditure: Utilities, Supplies and Materials, Contractual Services, and Equipment. FINES & FORFEITURES - Revenue collected from court fines, penalty charges for overdue taxes along with non - criminal fines are included in this category. FREE CASH - see Available Funds and Unreserved Fund Balance. FUND BALANCE — The excess of assets over liabilities which is therefore also known as surplus funds. A negative fund balance is a deficit. FUNDING SOURCE — The specifically identified funds allocated to meet budget requirements /expenses. GENERAL FUND - Revenues derived from the tax levy, state aid, local receipts and available funds are considered General Fund revenues. The General Fund is distinguished from Enterprise Funds and Special Revenue Funds. GFOA — Government Finance Officers Association of the United States and Canada. The G.F.O.A.is a professional organization of governmental finance officers. The Town has been awarded the Distinguished Budget Presentation Award annually since the fiscal year commencing July 1, 2001. GRANT — A contribution by one government unit or outside agency to another governmental unit. The contribution is usually made for a specific purpose but is sometimes for general purposes. INVESTMENT INCOME - The Town earns interest on cash held in savings accounts and invested in short term securities. The investment goal is to ensure that all funds are invested. The term of these is investments is short -term and risk adverse. The Treasurer is very restricted as to the instruments in which investments can be made. The amount of investment income is a function of the amount of funds invested and the interest rate LIABILITY — Debt or other legal obligation which must be paid, renewed or refunded at some future date, but does not include encumbrances. LOCAL RECEIPTS - A category of revenue sources including school department charges for services, investment income, fines and forfeitures, building permits and excise taxes. These revenues are not considered part of the Proposition 2 'h Tax Levy. MODIFIED ACCRUAL BASIS FOR ACCOUNTING — A method of accounting that recognizes revenue when it is actually received and recognizes expenditures when a commitment is made. MOTOR VEHICLE EXCISE - All Massachusetts vehicle owners who have their vehicle(s) registered in the State of Massachusetts pay an annual motor vehicle excise tax to the city or town in which they reside. The Registry of Motor Vehicles creates a listing of all vehicles registered in Lexington and the book value assigned to each vehicle. The Town uses this information to bill all owners an annual tax equal to 2 '/z E -3 percent or $25 for each $1,000 of the vehicle's value MWRA —Massachusetts Water Resources Authority OBLIGATION - A commitment to pay a particular sum of money (e.g. as required by contract or a bond) OPERATING BUDGET — The portion of the budget that pertains to daily operations, which provide basic services for the fiscal year. The operating budget contains appropriations for such expenditures as personnel, supplies, utilities, materials, travel, and fuel and the proposed means of financing them. OPERATING EXPENDITURE - An ongoing or recurring cost of performing a function or providing a service. Operating expenditures include personal services, supplies and materials, utilities, contractual services, minor equipment, and debt service. OTHER EXCISE (Hotel /Motel and Jet Fuel) - Lexington hotels and motels charge a 9.7% room tax to guests in accordance with local option legislation. The Town of Lexington receives 4% of this tax in semi- annual installments (See page 12 of the Revenue Section). OTHER FEES AND CHARGES - Revenue is received from fees or charges by the Inspectional Services, Engineering and Planning Departments, and the Department of Public Works. Also included in this category are collections from ambulance fees, municipal liens, and building rentals. OUTCOME MEASURES — Indicate how well a service accomplishes the intended purpose. Outcome indicators can be defined as measures of the quality of the program outputs, such as responsiveness, timeliness, compliance, accuracy and customer satisfaction. OVERLAY - The amount raised in the tax levy for funding abatements granted by the Board of Assessors due to overvaluation. OVERRIDE - An action taken by the voters of the town to exceed the limit placed on tax revenue growth by the State tax limitation law known as Proposition 2 ' / z. The tax levy limit can be exceeded only if a majority of residents voting approve an override. This sum is then added to the base levy for the next fiscal year and this becomes a permanent addition to the tax levy limit. PARKING METER FUNDS - Revenue from town parking meters and parking lot permits are deposited into the Parking Fund. This fund helps offset the costs of LEXPRESS transportation services, Police Department personal services, parking lot maintenance costs, and Department of Public Works expenses directly related to parking lot maintenance. PERFORMANCE MEASURES — Specific quantitative and qualitative measures of work performed as an objective of the department. Performance Measurement Systems are generally comprised of the following indicators: workload measures, efficiency measures and outcome measures. PERSONAL SERVICES — A line on the program, subprogram and element sheets which refers to the total of the following objects of expenditure: Wages, Overtime, and Other Compensation. PROGRAM - A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the Town is responsible. PROGRAM BUDGET — A budget that focuses upon the goals and objectives of an agency or jurisdiction rather than upon its organizational budget units or object classes of expenditures. PROPOSITION 2 '/2 - A tax limitation measure passed by Massachusetts voters in 1980 which limits the growth of the total property tax levy to 2.5% per year. In other words, the total revenue allowed to be raised through real estate and personal property taxes cannot increase by more than 2.5% from one fiscal year to the next unless the citizens of the town approve a debt exclusion or an operating override. New construction values are in addition to this limit. Two provisions within Proposition 2 '/2 allow the citizens E -4 of a community by popular vote to authorize the Town to raise taxes above the tax levy limit: an operating override or a debt exclusion. RECREATION FEES - Users of Town recreational facilities and teams participating in Town sponsored sports pay fees for these services. Revenue collected from these fees covers the costs of maintaining facilities, providing coaches and referees, and recreation program management, as well as some recreation related capital improvements. These recreation programs are managed through a Recreation Enterprise Fund. RESERVE FUND - An amount set aside annually within the budget of a city or town to provide a funding source for "extraordinary and unforeseen" expenditures. In a town, the Finance (or Appropriation) Committee can authorize transfers from this fund. RETAINED EARNINGS — The equity account reflecting the accumulated earnings of the enterprise funds. RESOURCES - Total dollar amounts available for appropriation including estimated revenues, fund transfers, and beginning fund balances. REVENUE - Budgetary resources. The various revenues the Town receives are listed in the Revenue Summary in the Budget Overview section. SCHOOL REVENUE - Revenue received by Lexington Public Schools from athletic fees, rental of school facilities, and bus transportation fees is included in this category. SENIOR MANAGEMENT TEAM — A group of top managers including department heads from eleven departments and the Town Manager's Office. There are two other cross - department teams in the Town organization: a Management Strategies Group of selected middle managers, and an Employee Strategies Group of selected line employees. SEWER & WATER CHARGES - The Town operates Water and Sewer Enterprise Funds to manage these municipal operations. Users of sewer and water services provided by the Town pay charges depending upon usage. Revenue received from charges for sewer and water services is used to fully support the costs of utility operations, such as Massachusetts Water Resources Authority (MWRA) assessments, debt service obligations, personal service costs, and capital projects. Charges for services are based on an eight -tier block rate structure corresponding to usage. Charges rise as usage increases. The Town pays the MWRA assessments to supply quality water and dispose of Town sewage. Large increases in water and sewer rates have and will continue to occur as the MWRA raises assessments to cover their costs for sewage treatment and Boston Harbor clean -up efforts. SPECIAL REVENUE FUND - A group of accounts that are funded by revenues from other sources such as the Parking and Cemetery Funds. STABILIZATION FUND — Massachusetts General Law Ch.40, Sec. 513, allows a municipality to appropriate in any year an amount not exceeding ten percent of the amount raised in the preceding fiscal year; the aggregate amount in the fund shall not exceed ten percent of the equalized valuation of the municipality. The treasurer shall be custodian of the fund and may invest the proceeds legally; any interest earned shall remain with the fund. Money from the Stabilization Fund may be appropriated for any lawful purpose by two- thirds vote of Town Meeting. SUBPROGRAM - A group of related activities categorized within a related program by division or department. TAX LEVY - The total amount to be raised through real estate and personal property taxes. Lexington property owners pay taxes to the Town based on the assessed value of their real and /or personal property. Each year the Board of Selectmen conducts a tax classification hearing to determine a tax rate. The Town E -5 Assessor makes adjustments to real estate values in order to properly reflect fair market value. In addition to real estate, businesses may also pay a personal property tax (set at the commercial rate) based on the value of their professional equipment, furniture and fixtures. The amount of taxes a property owner pays is determined by multiplying the applicable tax rate by the valuation. For example, if the tax rate is $10 and a property's assessed value is $100,000, the property owner will pay $10 times $100,000 /1,000, or $1,000. Tax levy revenues are the largest source of funding for the Town. These revenues support most school, police, fire, public works, library, and general governmental services to the community. TAX LEVY LIMIT - The maximum amount that can be raised within Proposition 2 ' / z. TAX RATE - The amount of tax levied for each $1,000 of assessed valuation. USER FEES - Fees paid for direct receipt of a public service by the user or beneficiary of the service. WORKLOAD MEASURES — Provide a count of activities of work produced without regard to how well a service is accomplished. E -6