Town of Manchester-by-the-Sea Proposed Annual Budget

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PRELIMINARY

Fiscal Year 2019-2020

v Table of Contents

Fiscal Year 2020 Preliminarv Budeet

Title page listing Board of Selectmen ,,,.,,1 Organizational Chart '.',,,,ii Budget Message ,.''..'1 Vision Statement tt..tttt o Community Profile ...,...11 A. BT]DGET HIGHLIGHTS

Balanced Budget Summary .... A-1

Revenue Budget Summaries...... A-3

Reserve Fund History A-6

Expenditure Budget Summaries. A-8

B. GENERAL GOVERNMENT

Summary of General Government B-1 Town Administrators Office. . . . . B-3 Moderator. B-9 Finance Committee. B-9 Town Clerk's Office B-11 Registrars & Elections; Parking Clerk B-15 Accounting ..8-17 Assessors .. B-19 Legal . B-23 Treasurer/Collector B-25 Zoning Board of Appeals. ..8-28 Planning Department B-29 Employee Benefits & Insurance . . . . . B-32

C. PUBLIC SAFETY

Police Department c-1 Fire Department . c-15 EmergencyManagement . . . . . c-20 HarborMaster.,... c-22 Building Department c-25

D. PUBLIC WORKS

Public Works Department D-1 Snow Removal. . . D-4 Sanitation D-5 Table of Contents vt

E. OTHER ENVIRONMENTAL

Historic District Commission E-1

Conservation Commission . , E-2

F. HUMAI\ SERVICES

Board of Health F-t Veteran Services F-4 Elder Services (COA) F-5

G. LIBRARY. . G-1

H. RECREATION

Parks & Recreation H-1 Singing Beach Operations & Lifeguards H-4 Tuck's Point & Crowell Chapel H-5 Public Celebrations H-5

I. DEBT SERVICE I-1

J. ENTERPRISE ACCOUNTS WATER & SEWER . . . J-1

K. NON.APPROPRIATED EXPENSES K-1

L. REGIONAL SCHOOL DISTRICTS . L-1

M. CAPITALPROJECTS.... M-1

APPENDICES A. Five-Year Financial Plan Summary Projections B. Receþs summary by Department/type C. Benefits by Department D. Fund Descriptions E. Glossary of Terms TO WN O F MANCHES TER-B Y-TTTE-S EA Proposed Prelímínøry Budget

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Preliminary Budget For the Fiscal Year Beginning July I, 2019 and ending June 30, 2020

Board of Sel tmen

Susan B eclvnann, Chairman Arthur Steinert, Vice Chairman Eli G. Boling Margaret F. Driscoll Beclcy Jaques

Town Administrator Gregory T. Federspiel

Town Accountant Andrea N. Mainville

TOWN OF MANCHESTER ORGANIZATIONAL CHART

Town Administrator

Town Clerk Human Resources

I.T.

Land Use Parks & Police Fire Finance DPW Ilealth & Human Libral Recreation Services 0 Planning Conservation I I

I c.o.A. Board of Veteran Tirle V Cultural 4ü of July Master D.I.P Admin Council Harbor Health Service Plan Open Stream Procurement Space Team A.C.O Dredging ADA MEEP Bike & Ped Z.B.A Historic C.P.C

Treasurer/ Assessor Accounting Collector

Building Dept.

Manche ster-by-the - S ea

Gregory T. Federspiel, Town Administrator TOWN HALL, 10 CENTRAL STREET I\4ANCHESTER-BYJITIESEA" I\4ASSACHUSETTS OIWI3W TELEPHONE (978) s26-2000 FAX (978) s26-2001 [email protected] www.manchester.ma.us

I)ecember 3, 2018

To: Board of selectmen, Finance committee, and citizens of Manchester

FROM: Gregory T. tr'ederspiel, Town Administrator h accordance with the requirements of the The proposed budget is balanced with expenditures General Laws and the Manchester by not exceeding conservative revenue projections. In the Sea By-laws, I am pleased to present Manchester's order to accomplish this balance, most Proposed Fiscal Year 2020 Operating & Capital departmental requests for expanded services have Budgets. not been granted. Any expansion in one area is typically offset by reductions in another. There KEY ELEMENTS OF THE FY2O BT]DGET continues to be a heavy emphasis on long range l) Balanced with an assumed 2.5o/o tax planning activities to ensure we are anticipating our Íncrease. needs in the future and spending tax payer funds 2) No new debt (but elementary school wisely. The proposed budget continues a more bond approved and some additional aggressive capital replacement program begun in debt service may need to be added) FYl5; getting us to our goal of spending $3 million 3) Maintains current service levels though annually on capital re-investment needs assuming an alternative budget that limits all voters continue to support replacing debt departments to a l.5o/o increase is exclusions for an equal amount of capital presented which would result in some exclusions. service reductions. 4) Additions to staffïng are noted and are The proposed budget provides for current services being funded through savings to continue with very little change. Most line items elsewhere (a & b may be outsourced have been level funded with the exception of instead.) salaries. On the revenue side, we continue to see ^. PT Clerk in Selectmen's Oflice steady growth in our tax base, mostly in the form of b. PT HR specialists shared with residential home construction and renovations. This neighboring towns new growth, coupled with an anficipated 2.5o/o c. Small boost in hours for increase in property taxes and a higher use of our Conservation Commission Staff fund balance, accounts for the bulk of the increased d. Added waterway patrol revenue for FY20. presence on summer weekends Three important topics to resolve: 5) While the State Legislature has not yet approved a Outsource new staffing needs a. budget for FY20, the Baker administration has Park & Rec as enterprise b. fund committed to increasing local aid in the general Create new Capital using c. fund range of overall state revenue increases. (The Town more local receipts ) Budget Message

rcccivcs only a small amount of state assistance more than our sister communities but the thus any increase is very modest.) demand for highly responsive service is high in Manchester. The Town's overall financial condition remains strong. We enjoy a AAA rating. We continue to Over the next 15 years we have millions of add funds to our stabilization account. Our dollars' worth of capital projects that need to be overall fund balance (reserve) is above our completed, especially for our water and sewer targeted range and we are on track to fully fund system. Replacing old pipes, upgrading our our pension and OPEB (Other Post-Employment treatment plants, repaving our roads, and Benefits) liabilities (albeit not until the early improving our buildings will all require a 2030's assuming healthy earnings on invested sizable investment in order to ensure we have a funds.) We could accelerate the timeline here reliable infrastructure to serve the needs of by putting more of our fund balance and/or local residents. We continue our aggressive strategy reoeipts into the OPEB Trust account.) to catch up on a back log of capital needs with this budget. Our recent theme of replacing We are always looking for ways to do our work retired excluded debt with an equal amount of more efficiently from how beach stickers are excluded capital funding is now a standard part distributed to how permit applications are of our capital funding efforts. Through the use processed. How we dispatch public safety of some of our large fund balance, we hit our services will get a fresh look given the changes target of spending $3 million in cash on capital happening at the Sherriffls headquarters. And projects with this budget. We can consider there is heightened interest from nearby doing even more by creating a fund for future communities in sharing operations. Better use of capital needs drawing on our large fund balance software programs will enable us to track and/or conservative estimate of receipts. infrastructurc improvcmcnt proiccts and reduce data entry time. Funding the regional school district required a Proposition 2 Y' ovenide vote for FY16 to The three biggest fiscal challenges we face are cor¡ect for the increased enrollment. The District determining the right staffing levels of our public struggles to craft new budgets that stay inthe 3%o safety operations (Fire, Rescue, Police and range given the high personnel costs and typical Harbor), funding our infrastructure improvement union contract construct. A new debt exclusion needs and providing the funds, both operating was approved for the replacement of the and capital, to the regional school district. Memorial (elementary) School. Modest payments on this new debt may start in FY20 As in many communities, the ranks of our call and ramp up fully inFY22 or FY23. firefighters have shrunk over the years and most of our career firefighters live out of town. This Financial Outlook makes it increasingly difficult to summon the The budget process begins each year with a minimal number of staff when an emergency call review of Manchester's Five-Year Financial comes in. Strong mutual aid protocols with our Forecast. This document attempts to forecast neighboring communities help us but we need to the fiscal viability of the Town based upon our explore other options as well, particularly stated plans, goals and known expenditures. A regionalizing services. In the short term, we series of assumptions regarding future increases o'floater." funded an additional fire fighter as a for health insurance, salaries and energy costs are also woven into the five year projections. Boater traffic continues to grow seemingly exponentially. Additional patrol presence for These forecasts show a Town budget that is summer weekends is proposed. Public Safety is sustainable assuming voters are comfortable with where we annual tax increases inthe 2to2YzYo and Budget Message 3

assuming the Town continues to enjoy modest expansion of our real estate base. Recent Budset Principles discussions conceming more coÍìmercial growth In developing the annual Operating Budget the in the Limited Commercial District north of Route Town continues to embrace the following 128 could help significarÍly. Even with higher principles in order to preserve the financial service levels than comparable towns, our strength we have worked hard to achieve: operations are on sound financial footing and can l. Current revenues must be sufficient to continue under the parameters of Propositi on 2 /2. support current expenditures; avoid However, when we start factoring in all of our operational "overrides". capital needs the picture becomes more 2. Debt is not used to fund current challenging. operating expenditures. Total debt should not exceed 10% ofexpenditures. Because the regional school district represents the 3. Strong General Fund reserves are largest single expenditure for the town at nearly maintained and total 10-15% of 50% of all funds, the multi-year forecast is highly expenditures. sensitive to the annual increases we assume for the 4. Retiree Liabilities should be fully District. Though difficult to achieve without funded by the early 2030's. cutting programs, keeping annual increases to just 5. Sufficient dollars are included to ensure over 3Yo could make a large difference in the facilities, infrastructure and capital amount of new taxation needed to pay for the equipment are properly maintained. school projects. Timing the work on the Essex 6. Current levels of services are provided; Elementary School with the retirement of the new or increased service needs should middle high school debt greatly eases the tax be paid for through enhanced burden of this third and final major capital project efficiencies. for the District. FY2020 Goals & Obiectives Our AAA bond rating reflects the rating agency's As part of their annual strategic goal setting confidence in the Town's ability to manage its session, the Board of Selectmen reviewed major financial affairs. Standard &, Poor's cited new and ongoing projects and considered its Manchester's conservative financial practices, our priorities for the year. The Board developed as newly executed plan to fully fund our pension and its top priorities for the coming year the OPEB liabilities and adequate, growing financial following: reserves as keys to its rating assessment. 1. Bolstering on-water patrol time in response Importantly, any use of reserves limited to one to the heavy increases in boater activity. time capital expenditures that do not create structural deficits which can happen by using 2. Providing additional administrative support such funds for recurring operating costs. to enhance project management, long range planning and exploration of new service The high priority we have placed on adopting and delivery models (regionalization.) carefully implementing sound fiscal policies ensures that vagaries in the economy will not 3. Advancing a series of planning initiatives compromise the Town's ability to balance our including the implementation of priority annual budget. As conditions change, we must tasks contained in the new comprehensive continue to be proactive in adjusting the budget master plan. or risk compromising our long-term fiscal health. 4 Budget Message

4. Providing strong outreach and information Kev Issues to Still Address sharing with residents. Foster more engagement with the citizens of Manchester Capital Funding: We are implementing a in the decision making process regarding new "pay as you go" approach that eliminates critical town issues through gfeater use of debt issuance and financing costs. In FY20 we social media and the Town's web site. Ensure reach are targeted goal of $3 million in capital aclequate and timely communications projects is proposed, a healthy sum. regarding town construction projects. In addition, we may want to establish a new 5. Working collaboratively with the regional capital stabilization account for future facility school district as we continue to support the upgrades, seawall improvements and anticipated school operating budget while aiming to free storm damage repairs using our fund balance up funds to help pay for District capital needs. dollars and/or funds from a less conservative estimate of local receipts. Doing so would Budset Process position us well for these future costs. Also, it might be wise to invest some of these same The budget is based upon an established ceiling dollars in our OPEB Trust account to take of revenue derived from local property taxes in advantage of compound interest earnings. accordance with Proposition 2 Yz. Added to these revenues are projections for State Aid, Local Non-Tax Revenues: While we will always Revenues such as fees and permits, and Availablo be heavily reliont on property taxcs, thcrc arc Funds such as Free Cash, and Special Revenues. opportunities that we should pursue for increasing h addition, [here are Proposition 2 Yz exempt non-tax revenues through higher user fees, permit projects whereby voters determine that a fees, etc. The Park and Rec operations could particular project is worthy of an increase in become 100% fee funded, establishing it as an taxation. Recent examplcs of this include the new enterprise opelation. if additional reverrue can be elementary school and water/sewer projects. generated (beach users, etc.)

Kev Assumptions in craftine the FY20 Added Staff or Contract workers: Budget: Additional resources are needed in the area of Human Resource management as well as office municipal services; all service levels and management. HR work has gro\ryn increasingly programming will remain in place; complex and requires a specialist. lncreased office management will free up key leadership meaning the median home owner will pay staff to focus more on future needs including about $200 more in annual property taxes; shared service development, even more aggressive grant writing, and ensuring proper as its recent healthy trend; accountability throughout the orgatúzation. Whether the needed resources should be through will be more than offset by fewer employees hiring new part-time staff or contracting with taking Town insurance; outside vendors needs further discussion. > OPEB trust funding will increase by 3% staying slightly ahead of the needed schedule to full funding; Þ Pay rates will grow 2.5%o in exchange for employees picking up a larger share of health insurance costs. Budget Message 5

Budget Ín Brief

The Town's Fiscal Year 2020 operating budget BUDG PROCESS TIMELINE totals 514.32 million which is actually a decrease of some $37,000 from FYlg budgeted August/September expenditures. This is due to a nearly $340,000 I Identify Goals & Strategic Needs drop in town debt service. However, due to a t Update Five-Year Financial Plan large increase in capital spending and a projected Forecasts 3.25% increase in the budget for the MERSD for Public Education, overall expenditures are October increased by 2.6%. Education continues to I Operating andCapital Budget Manual represent the largest portion of the Town's sent out to Departments annual appropriation followed by Public Safety, I Department leaders prepare their DPW, and the water/sewer utilities. Total Operating and Capítal Budget appropriations, inclusive of all expenses, come Requests to $34.6 million. tax increase cornbined with new tax revenue^2.5% from new growth along November with a large use of our fund balance for capital t Town Administrator/FinCom Liaisons needs covers these expenses. Review Requests and Develop Operating and Capital Budgets An in-depth review of revenues, expenditures, as well as budget summaries are provided in the December Budget Highlights Section A that follows this f Preliminary Budget Presented to Budget Message. Finance Committee, Selectmen & Public

An altemative budget that limits each Januarl¿ & Februar]¡ department to a I lz increase is summarized in I Finance Committee and Selectmen Hold the spreadsheet at the end of this narrative. The Budget Workshops spreadsheet identifies the dollar amount that t Proposed Final Budget presented to would need to be reduced from the proposed Public FY2020 budgets presented in this package and the likely impacts of these reductions. While March many of the reductions would not pose large I Final Budget adopted for presentation to impdcts on some departments, this is not true for the voters; final reports crafted all. An altemative to making the reductions that impact services is to combine a I.5%o fax April increase with a boost in the estimated local t Proposed Operating and Capital Budgets receipts we anticipate collecting. Horvever, as Presented to Town Meeting noted, another use for these funds is to better position us for future capital needs. June/July t June 30 Current Fiscal Year 2019 Ends t July I Fiscal Year2020 Begins t State Budget typically passed with Final State Aid numbers (aka "Cherry Sheets") 6 Budget Message

Personnel Summarv A fuIl listing of all capital improvements for FY20 and requests through FY24 is included in The fastest growing cost segment of the budget is Section N Capital Projects. personnel and personnel related expenses such as medical insurance, pension costs and Medicare Governance. Appropriations & contributions. An anomaly for next year is two Accounting extra work days that has to be budgeted given leap year and the close of the fiscal year. Our The Town of Manchester operates under state comparative studies show we have a higher than statutes, the Town's Special Act and Local By- average staffing level for public safety but in laws that establish the Selectmen-Town other areas we ar€ leaner. Shared service models Administrator form of govemment. The are being explored that could help with our legislative body of Manchester is our Open Town personnel costs going forward. We are also Meeting where all voters of the town can working to find savings in the area of employee participate. Town Meeting has the sole authority benefits. Shifting to a health insurance plan with to appropriate funds for the operating budget and higher deductibles and having employees pay a capital projects. Any amendments to higher share of the premium costs have resulted appropriations require Town Meeting vote at in significant savings to the Town. either a regular or special Town Meeting. The procedures for Town Meeting are specified in However, changing dynamics and demands for state statute and our local byJaws. scrvicc occasionally rcquircs adding staff. A small increase in the hours for the Conservation The budget for the Town is presented on a Commission staff back closer to what used to be modified accrual basis. Briefly, this means that the case is recommended. Also proposed is transactions are recorded when expenditures are funding for more office support in the disbursed and when revenues are received. Selectmen's/Town Atlnúuistrator's Office alrd a Obligatiorrs of the Town (i.". outstanding new Human Resource specialist. Still to be purchase orders) are not reflected as expenditures determined is whether this additional support in the year incurred but are reflected in the year should be through direct hires or contracted out. disbursed. Funds for these obligations are Finally, the Harbormaster's budget has been reflected as "continued" appropriations from prior increased to include 16 hours ofadditional patrol fiscal years. hours over busy summer weekends.

Capital Budeet

Enclosed in Section M of this document is the Town's Annual Capital Budget and Program for FY2020-FY2024.

This year's capital budget is over $3 million. This includes $550,000 in capital expenditure exclusions - substituting declining debt service payments for paying cash for capital needs, a strategy that we started in FYl7. Budget Message 7

Budset Format Results so far reveal that Manchester residents The Budget Document serves as a policy have chosen a high level of service in certain document, as a financial plan, as an operations departments compared to other communities. guide, and as a communications device. The Future Town operating expenses are projected to format for the FY2020 Budget represents an in- grow in the 2o/o range, a reasonably sustainable depth view of the Town's budget. The goal is to level within the confines of Proposition2 Yz. provide citizens with a document which effectively communicates the important issues Decisions regarding the school district's facing the Town. The budget document includes operating budget and what to do about the this Budget Transmittal Message, Budget condition of the elementary schools will be front Summaries & Highlights, as well as detail on and center in coming budget debates for the next departmental requests. few years. These decisions will have a significant impact on what happens to tax burdens for The comprehensive detailed departmental residents. Future votes are coming regarding new budgets provide information regarding revenues borrowings for the elementary school capital and expenditures. However, it should be noted needs. The better we can manage future school that these details are provided for informational operating costs the easier it will be to meet future and internal management purposes only. The capital needs. final budget vote of the Town Meeting aggregates departmental requests into functional Renovations to Town Hall, the DPVy' garage, areas. This consolidated breakdown constitutes and our public safety facilities likely need the legal budget authority which ultimately attention as well. The multi-year capital plan governs the manner and amount of local funding anticipates at least some of the needs here. expended during the fiscal year. Conclusion Maior Upcoming Issues The FY2020 Budget as proposed is balanced Looking forward, the primary issues likely to and falls within the confines of Proposition 2 continue dominating much of our focus over the %. It provides for the continued stable next few years involve our public safety operations of the Town maintaining cur¡ent operations, the school operating budget and services. However, our efforts must continue facility needs, maintenance of municipal to seek out cost savings through more facilities and infrastructure, identification of efficient service delivery models in order to other municipal facility needs and plans to free up resources for our backlog of address these needs. Our financial forecasts infrastructure projects. We must reduce costs indicate we are in reasonably good shape for the where possible and plan carefully for the Town's operating budget. As cited in several future. Comprehensive and realistic planning, sections of this Budget Message our finances well underway, are essential if we are to chart are solid but significant challenges lay ahead a successful course forward. regarding capital needs especially in light of climate change impacts. The following pages provide both additional details of this FY2020 Budget and further outline We will continue to scrutinize operations to future projections. realize savings and greater efficiencies where we can. We continue with a series of operation Respectfu lly submitted, audits that will include comparisons to other Gregory T. Federspiel communities to help us assess how we are Town Administrator doing.

lmpact on Departmental Operations if no larger than a 1.5% increase allowed A "0" doilar amouni means the proposed budget is at or berow r.s% arready

Dollar Reduction PossibleChange lmpact Selectmen $ 21,7_10 Eliminate new PT clerk position Medium - hinders work of TA and Exec Asst. Fin Com $ NA Legal/Prof Services $ NA Town Hall/Common $ 749 Reduce Offìce EquipmenVsupplies Negligable Streetlighis $ NA Accounting $ z,sos Reduce assistant hours from 32 to 3O/week Negligable Assessor $ 1,230 Reduce Prof Services,and GIS Minor - means map updates for certa¡n attributes will not happen Building lnspector annually $ 369 Reduce office expenses Negligable Treasurer Eliminate $ new PT HR shared position, reduce hourly worker hrs Medium - HR work needs effort of dedicated professional Town Clerk $ NA Elections $ NA Parking Clerk $ NA ZBA $ NA Planning $ NA .1nt HDC Ð Keep as ¡s - covered by increased fees Conservation Commission 'to,281 Reduce $ Grant writer hours by 20 hrs/yr; eliminate boost in hours Minor for now but staff working unpaid hrs to get work done Pension $ NA - this is a fixed cost; change by reducing staff! lnsurance $ NA Fire $ r 3,819 Reduce equipment, OT, training, dues, office asst hours Medium - training and equipment upgrades are important safety elements Emergency Management $ NA Harbor $ e,s6g Eliminate additional Police $ 11,636 Elim Parking patrol; reduce training & OT event coverage Medium - eliminaiing parking inforcement will be politiacaly unpopular and we lose the revenue Animal Control $ NA DPW - Highway $ 11,439 Reduce building repa¡rs tree , cutting, vehicle repairs Minor - have not had need for building repairs, there are always more trees to trim/remove then dollars! Snow & lce $ NA Sanitation $ ls,zes Close transfer station (or privatise curbside pickup!) Major (politically! The transfer station has its regulars!) Veterants $ NA Board of Health $ NA Council on Aging $ 6,146 eliminate pay adjustment; reduce slightly van hours Minor + with aging population demand for rides will grow Library $ 4,736 close t hour earlier or go to every other Sunday hrs Minor - Sunday hrs are relat¡vely new Park & Rec $ 1,514 reduce training, travel,meals Minor - cut back on professional seminars Singing Beach $ 478 Trim various accounts Negligable Tuck's Point & Crowell Chapel $ NA Other Recreation $ 760 Only increase donat¡on to July 4th by $260 vs $1000 Negligable Sewer and Water $ 24,250 Scale back Professional services & energy costs Minoe - can handle with Capital $ TOTAL $ 168,990

School $ (33,000) lncrease from 3.25 to a 3.5o/o ; $150,000 reduction needed to get to 1 .5%

COMMUNITY VISION STATEMENT

The Town of Manchester-bylhe-Sea is a small New England coastal community with an historic, compact Víllage at the head of a picturesque harbor and one of the best beaches in the Northeast. We strive to be a fiscally stable community providing the residents and businesses with a clean environment and a high quality of lívíng. The Town will plan, construct and maintain all public facilíties and public worlcs infrastructure to províde þr the health, sqfety, and welfare of øll residents. The Town seeks to charge only the amount of taxes necessary to provide the requested servìces to residents and businesses alíke. The Town places a high value on an excellent public education system. The Town will þster an atmosphere conducíve to the development and promotion of cultural, recreatíonal, and educatíonql opportunities to all the residents of the community.

The mission of our local government is...

Municipal Administration and injured and minimize the impact of technological and natural disaster. To maintain management excellence in order to achieve the most efficient and Public Works effective use ofthe resources allocated to maintain the the Town Government for the benefit of To and improve infrastructure, public and the citizens of Manchester. buildings grounds of the Town of Manchester. This includes safe public ways, enhanced Land Use Management sidewalks, an efÍicient and environmentally-sound wastewater To promote the wise use of, our natural collection system, attractive and inviting resources and to foster a climate which parks and grounds, and safe and efficient supports the preseruation of open space public buildings, all delivered with the while allowing for modest new growth in concerns and desires of the taxpayers in a responsible manner. mind. Public Safetv Communitv Services

To create an environment in which people To improve and enrich the lives of our can move about safely and feel confident citizens through activities, programs and that they and their property are protected facilities designed to foster creativity, from harm, by providing programs which provide healthy recreational activity and reduce crime and fire and provide for build culture and aesthetic appreciation. emergency medical services to the sick

COMMUNITY PROFILE

Manchester by the Sea is a small residential community of some 5800 inhabitants. A compact Village arealocated on one of New England's most picturesque harbors hosts a small number of stores, restaurants and narrow residential streets. The Town was first settled by Europeans in 1629 andwas officially incorporated in 1645.The community thrived primarily as a fishing community for over 200 years. Its economy shifted to that of a area summer colony starting in 1845. Over the next fifty years, development of summer houses along the coastline established the community as Boston society's community of choice for summer residency. A significant wood working industry flourished in town for decades, serving the needs of the summer residents and beyond. Today the largely residential community enjoys the many coastal amenities the area offers.

The town was originally named "Jeffrey's Creek." In the mid-l800s, there were enough other Manchester's in New England (especially the fairly close Manchester, ) that locals began following the lead of railroad conductors and referring to the town as "Manchester- by-the-Sea". The name of the town was officially changed in 1989 following a close town meeting vote that year.

Manchester continues to govern through the open town meeting format. A five member Board of Selectmen serves as the top elected officials for the community. A town administer manages the day to day operations of the various departments. The Town is served by the Manchester- Essex Regional School District and hosts its own elementary school along with the regional middle and high school.

According to the United States Census Bureau, the town has a total area of 18.3 square miles (47.3kmz), of which 9.2squaremiles (23.9krr:2) is land and 9.0 squaremiles (23.41

Manchester-by{he-Sea is bordered by Beverly and Wenham to the west, Hamilton to the northwest, Essex to the north, and Gloucester to the east. The town is located 9 miles (14 km) northeast of Salem and24 miles (39 km) northeast of Boston. Manchester-by-the-Sea lies along Massachusetts Route 128, which has two exits within town as it passes from Beverly to Gloucester, with a small portion ciossing through the corner of Essex. Route 127 also passes from west to east through town, traveling through the center of town. There is no bus service directly into town, with service passing east via the Transportation Authority in Gloucester and MBTA Bus, which provides service to Beverly. The town is served by a stop along the Newburyport/Rockport Line of the MBTA Commuter Rail, providing service from Rockport along the North Shore to Boston's North Station. The nearest airport is the Beverly Municipal Airport, with the nearest national and intemational service at Boston's Logan International Airport.

A READER'S GUIDE TO THE BUDGET

Budget documents traditionally are not easy to read. One reason is that most of us do not work with written budgets every day and thus are M uncertain as to what we should read. Budgets involve numbers, which make some people uncomfortable. Also, your time is limited and you want to make the best use of your efforts by reading only the essential sections. In order to address these issues, and to assist interested A readers in making the budget understandable, we would like to suggest that it be read in the following order: N First, Appendix E at the back of Fourth, since the budget this document contains a document is designed to present Glossary of Terms thal the summary information first, and C reader may want to refer to progressively become more in- when using this document. depth, Sections B through J are designed to provide Second, the Town Departmental Detail according H Administrator's Budget to functional budget categories (pages Message l-7) contains such as Public Safety, the overall philosophy upon Community Services, etc. which the budget was developed Included in this detail are E as well as an explanation of any departmental mission significant increases or statements, organizational decreases in the level ofservices charts, staffing histories, and being provided during the goals for the upcoming fiscal S upcoming fiscal year. year. These sections explain in Immediately following the detail how the expenditures Budget Message is the Town's contained in the Budget Vision Statement and a general Highlights section were arrived T Community Profile. at and what services will be provided Tkttd., the budget itself is to Town residents. contained in Budget Ilighlights & Summaries Section A. This Fifth, Section K contains Non- E segment provides budget information on summaries which display Appropriated Expenses. Lastly, the FY-2020 revenue and expenditure Section M details histories as well as proposed Capital Projects Budget and R appropriations for the coming contains detailed information on fiscal year. the Town's Capital Improvement Program.

BALANCED BUDGET

FY-2017 FY-2017 FY-20''8 FY-2018 FY-2019 FY-2020 FY-19/FY-20 FY-19/FY-20 REVENUES BUDGETED ACTUAL BUDGÊ,TÊD ACTUAL BUDGETED REQUESTED

Local Taxes 25,919,912 21,825,721 26,443,161 26,297,787 27,185,052 28,291,558 806,506 2.93Vo

State A¡d 228,218 219,009 237,524 231,555 258,016 263,327 5,2-81 2.05o/o

Local Receipts 1,793,000 2,860,181 1,908,976 2,756,870 1,816,000 1,795,500 (20,5-00) .1.13Vø

Enterprise Funds (Wafel & Sewer, 2,317,233 2,382,796 2,381,829 2,550,765 2,171,081 2,532,396 61,31 5 2.48%

Communw Presel]/at¡on Act Funds 809,000 418,160 602,633 397,510 331,000 ?u,000 0.00%

Avallable Functs 1,588,732 1,588,732 1,720,079 1,605,079 1,365,779 1,105,853 10,074 2.93Vo

ÍOTAL REiyENIJES t2656126 tz"z91.,tss it¡.2c4,2o2 13,s¡9,660 3ir,725,958 31,622,635 892,677 2.650/0

EXPENDITURES

General Government 1,258,5rt2 3,992,527 4,339,313 1,071,945 1,552,472 1,678,966 126,195 2.75%

Publìc Safety x,184,083 3,154,072 3,311,894 j,316,323 3,110,562 3,196,360 85,798 2.520/ø

Publíc Works 1,809,275 1,758,553 1,938,517 1,970,310 2,001,800 2,051,921 53,121 2.65%

Other Environmental 70,081 68,519 72,132 73,816 72,870 4,112 I 1,572 15.880/o

Human Seru¡ces 293,386 271,290 298,475 291,185 338,735 338,965 230 0.070/o

Libnry Seruices 149,917 119,432 165,76/t 461,267 176,920 188,810 11,890 2.49%

Parks & Recreation 326,873 316,660 334,731 316,581 317,685 355,600 7,915 2.25%

Oeáf Seryrce 1,968,816 1,558,261 1,648,888 1,017,228 1,574,229 1,231,763 (339,167) -21.560/0

Enterpr¡se Funds (Water & Sewe4 1,158,919 1,462,231 1,643,316 1,195,283 1,581,306 1,589,425 5,119 0.320/0

ManchesterEssex Regional School Di! 13,320,239 13,320,239 13,813,861 13,320,299 14,271,688 14,738,615 163,927 3.25%

Manchester/Essex Reg¡onal School Dit 1,165,285 1,461,006 1,128,956 1,161,006 1,/t03,891 1,367,163 (?6,427) -2.s90/6

North Shorc Agr¡cultural & Technical S 86,657 85,001 69,283 85,001 97,688 102,572 1,881 5.00%

Capilal lmprovements 2,023,100 1,118,876 2,278,500 1,118,876 2,204,225 2,917,300 713,075 32.350/0

Communv Prese%ation Act (CPA) 727,500 ¿181,891 602,633 181,891 331,000 331,000 0.00%

Waftant Art¡ctes 705,745 338,703 665,861 338,703 695,011 358,311 (336,700) 48.450/o

N o n-Ap pro p r idted Expenses 484540 166,807 176,138 167,309 379,725 182,t21 102,396 26.97Vo

IOTAL EXPENDMJRES i2,æagg0 æ,øa,wd sc,les,zc4 ?9,996,267 33,148,8A1 873,828 2.59o/o

Total Budget FY-2020 $34,622,635

*Community Preservation line for FY2020 is a placeholder for year to year comparison only

A-1 BALANCED BUDGET

Where the Money Comes From

Revenue Community Preservation FY-2020 Act Funds Ente rprise F unds (Water 4o/o Sewer) 7o/o

Local íYo

Statê Taxes 1% 82%

Where the Money Goes

EXPENDITURES WarrantArticles Non'Appropriated 1.03% General Government Expenses 13.51o/o Commun¡ty Presrvation 1.39% Act (CPA) 0.96% SafeÇ 10.10% Capital 8.43% Public Works 5.54% North Shore Agricultural & Technlcal School Other Environmental 0.30% 0.24o/o

Human Services 0.98% Mancheste r/Essex Regional School District Culture & lnformation Dcb( 6orvioos 3.95% 1.41o/o

Manchester/bssex Regional School Parks & Recreation Enterprise Funds (Water 42.57% 1.03% Sewer) Debt Serv¡ce 4.59% 3,570/o

A-2 Revenue Summary

REVENUE SUMMARY FY-2017 FY-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-19 / FY-20 BUDGETED ACTUAL BUDGETED ACTUAL BUDGEÍED ESTIMATED Chanae +/þl LOCAL TAXES

Base Factor 21,962,468 22,866,037 23,714,1 1 2 24,583,099 868,987 2 1/2 incrêaæ 549,062 571,658 592,853 614,577 21,724 New Prcpert¡es 354,507 276,127 276,134 200,000 (76,134) AdJusbnent . 290 Over¡de

Debt Exclus¡on 3,053,875 2,429,049 2,501,953 2,343,882 (1 58,071) Capital Excluslon 3q0,000 400,000 550,000 1y,00.0 . LêWUmlt l*eøvta 26,e26,72' 26,443,16t 26,297,787 27,484052 28,291,558 806,306

STATE AID Unrestr¡cled General Governnent A¡d 213,824 213,824 223,100 222,163 229,939 235,220 5,281 Veterans Benef¡t 11,607 I 1,607 Exemplíoß - Vetercn, Blind, & Elderly 9,357 5,185 9,357 10,898 10,898 Libraùes - Offset 5,067 5,067 5,602 5,602

9TAîE AIÐ 228,49 219,009 .237,624 esl,55s 25e,046 263,327 6,281 E STI M ATED LOCAL REC EI PT S 1. MOTOR VEHICLE EXCISE 800,000 1,050,259 800,000 1,076,687 700,000 677,500 (22,500)

2. BOATTAX 17,604 17,000 I 6,625 15,000 15,000 2, MEALS TAX 50,000 65,818 50,000 69,854 45,000 41000 3. PENALTIES & INTEREST ON TÁXES 35,000 65,1 48 35,000 68,545 36,000 36,000 4. PAYMENTS IN LIEU OF TAXES 4,000 1,055 4000 8,441 4,000 4,000 8. CHARGES FOR TRASHD|SPOSÁ¿ 170,000 215,706 217,050 285,815 220,000 220,000 9. OTHER CHARGES FAR AMBULANCE 18t004 252,351 200,000 253,664 195,000 19q"000 10, FEES 60,000 79,463 60,000 69,405 55,000 55,000 11, RENTALS 160,000 21 1,676 130,000 233,473 150,000 150,000 14. CEMETERIES 16,000 11,825 16,000 15. RECREATION - BEACH PASSFS + Revolving Cont¡ 120,000 286,527 120,000 239,238 155,000 155,000 17. LICENSES AND PERMITS 150,000 397,300 200,000 283,613 190,000 190,000 19. FINES & FORFEITS 30,000 37,475 30,000 73,1 16 30,000 30,000 20. EARNINGS ON INVESIMEN¡S 13,000 26,485 13,000 70,301 13,000 13,000 21. M I SCELLANEOU S RECURRI NG 16,926 8,093 8,000 10,0_00 2,000

22, M I S CE L LAN EOUS NON.RËCURRING .111J1! -: esnuereo tacuRecelprs 1,7W,000. zæa48 L90q..976 ' ¿75g'87A 1,8,6,000'. 1,795,500 (20,500)

ENTEÊPR|SEFUNDS SEWER 1,144,224 1,199,074 1,176,125 1,236,201 1,218,370 1,240,392 22,022

WATER 1,173,009 1,1 83,728 1,205,704 1,314,564 1,252,71 1 1,292,004 39,293 SUB TOTAL WATER & SEWER 2,317,233 2,382,801 2,381,829 2,550,765 2,471,081 2,532,396 61,315

CO M M U N I TY P RES ERV ATI O N ACT 809,000 41 8,1 60 602,633 397,510 334,000 334,000

TOTAL EMTERPRISE F¡.fiOS s,íàqlas z,àoa,,eøt e,sdd,¿oz z.àteeö i,aos,oet , 2,866,396 61,316. AVAILABLE FUNDS

HARBOR IMPROVEMENT FUNÐ 671,887 671,887 259,215 144,21 5 235,768 260,242 24,474 OVERLAY SURPLUS 125,000 125,000 125,000 125,000 125,000 125,000 CHAPTER 90 14A000 145,000

WETLANDS FUN D (032-32521 ) 15,000 1 5,000 15,000 15,000 5,000 5,000 OTHER AVAILABLE FUNDS 410,000 410,000 FUND BALANCE APPROPRIATED (FREE CASH) 726,845 726,845 765,864 765,864 ,ou,in ,,0,u,uil 207,600 P|PE STREET (AR-r I ATM 04h3 BORROWNGS (BONDS) WATER RETAI NED EARN/NGS 50,000 50,000 17.000 (17,0-00) SEPTIC LOAN PROGRAM DEBT SERVICE REIMB S EWE R RETAI N ED E,ARN/NGS 15,000 (15,000) PEG loahnology fund 160,000 (160,000)

TOTALAVNLAÐLE FUNÐS 1,598,732 ,.588,732 1,720,479 1,605,079 t,36A779 1,405,853 40p74

TOTAL REVENUE 32,856,12 33,264,904 33,294202 33,839,5A6 33,729,958 34622,635 892,677

A-3 Revenue Summary

Esfimated Receipts MISCELLANEOUS LICENSES AND PERMITS FINES & FORFEITS RECURRING (Affd Hs¡¡ng 10.58% EARNINGS ON .67o/o Trus{) INVESTMENTS 0.56% RECREATION .BEACH O.72o/o PASSES E.63% MOTOR VEHICLE EXCISE CEMETERIES 37.73o/o 0.00% BOAT TAX (allocated to RENTALS \- Harbor fund) 8.35% 0.84o/o

FEES TAX 3.06% 2.610/" OTHER CHARGES FOR AMBULANCE PENALTIES & INTEREST 10.86% PAYMENTS IN LIEU OF ON TAXES TAXES 2.O1o/o CHARGES FOR TRASH DISPOSAL 0.22% 12.264/0

Non-Property Tax Revenue 6,331,077 Property Tax Revenue 28,291,558 34,622,635

Property Taxesvs. Non-Property Tax Revenue

Non-Property Tax Revenue 18%

Property Tax Revenue 82a/u

^-4 Revenue Summ

Non-Propertv Tax Revenue Water & Seu¡erRaúes 2,532,396 Esti mated Loc a I Receípfs 1,795,500 Community Preseruation 334,000 Undesignated Fund Balance (Free Cash) 1,015,611 State Aid 263,327 Overlay Surplus 125,000 Available Funds 265,242 6,331,077

Available Funds Non-Property Tax Revenue 4o/o

Overlay 2o/o

State A¡d Water & Sewer Rates 4% 40%

Undesignated Fund Balance (Free Cash) 160/"

Community Preservation 5o/o

Esiimated Loca I Rece ipts 29o/o

A-5 Reserve Fund History

6,000,000

5,000,000

4,000,000 /

3,000 000

2,000,000 ,/

1,000,000

,1g FY'09 Fy',Lo Fy',1l. Fy'].2 Fy'1.3 Fy'L4 Fy'L5 Fy'L6 Fy'17 Fy,1g Fy est.

FY'09 FY TO FY'11 FY'12 FY'13 FY'14 FY'15 FY T6 FY'17 FY'18 FY'19 est.

STABILIZATION" 1,0æ,777 895,107 7W,43 752,000 853,000 1,154,569 1,263,ñ7 'tÉû,Æ1 1,573,A27 1,642,075 1,742,075

FREE CASH* $669,948 $503,050 $716,408 1,144,817 1,966,075 $2'303,262 $2,683,364 82,524,n4 $3,658,M7 $3,864,370 $3,864,370

TOTAL RESERVES 1,7æ,725 1,398,157 1,416,851 1,896,817 2,819,075 3,457,831 3,947,'t71 3,975,235 5,231,A74 5,506,445 5,606,445

A-6 RESERVES AS A PERCENTAGE OFTOTAT OPERATING BUDGET

77.5% 17.o% !6.5/o t6.o% L6.O1,t 1-55% 75.0% 14.5% t4.o% 13s% 13.0% ------ç 72.5% -/ 72.0% ) 12.3% 17.5% ,/ 7t.o% ./ ro.5% ,t 70.o% 95% ry. 9.O% / 8.5% / 8.O% / 7.5% -/ 7.Oo/o \ 6.s% \ 6.0% \ 5.5% s.o% 4.5% 4.O% .09 FY .13 FY'10 FY'11 FY'T2 FY FY'14 FY'15 FY'16 FY'T7 FY'18 FY'19

FY'09 FY'10 FY'1,I FY'12 FY'13 FY'14 FY'15 FY'16 FY'17 FY "18 FY'19 TOTAL OPERATING BUDGET-STATE TAX 24,493,170 RECAP 24,692,842 25,319,907 26,466,302 27,247 ,511 28,053,560 29,104,633 31,606,854 32,632,990 33,069,785 34,084,035

7.1Yo 5.7o/o 5ô% 7.2Yo 10.3olo 12.3Vo 13.60/o 12.60/o 16.0% '16.7olo 16.4o/o

A-7 Expense Summary

FY.2017 FY-2017 FY-2018 FY-2018 FY.2019 FY2020 FY-19 / FY.20 EXPEÉEI EEEÍ AIIÍARII BUDGETED Acaual BUDGEfED Ac¿u¿l BUDGÊTÊD RÉOUESTED Chandø+/l-t Parcântof tuddel

TOTAL GE '¡ERAL GOVERNMENT 4,254,542 3,992,527 4,339,343 4,O74,946 4,652,472 4678,966 126,495 32.70/.

TOTAL PUBLIC SAFÉÍY 3,184083 x,154,072 3,31 t,89,r 3,316,323 3,41Oþ82 3¡496,360 85,798 24.40/o

ÍOTAL DCPARTMB{T OF PUELIC WORKS \409,275 1,758,553 1,938,517 1,970,310 2,001,800 2,064,921 53,121 143%

TOTAL OTHER ENVIRONMENTAL 70,084 68,519 tC,'tsz 73,816 72,870 u,u2 11,572 0.60/0

ÎOTAL HIJMAN SÊRVICES 293,386 274,290 258,475 294,185 338,735 338,965 230 2.40/o

TOTAL LIBRARY SERVICES 4 9,917 44e,$2 4ß6,7U 461,267 178,920 ,188,810 I I,800 3.40¡,

TOÍAL PÂ,RKS & RECREATION 323,473 316,660 334,731 316,581 347,685 355 600 7,915 2.50/o

TOTAL D€BT SERVICÊ 1,968,816 1,66A,2ø4 1,648,888 1,017,228 1,574,229 1,234,763 (339,467) 8.6%

TOTAL EI{TENPRSE FUNDS l¡68,949 1,462,231 '1,5¡t:1,316 1,495,283 1,584,306 1,589,425 5,J19 11.1o/o

*¡t¡c¡.s ¡ tatrrL r3rsrq,9¡6 ß,qr{,õ4c rloll-060. r.3,02t¡ls tq$Ð,õ'te '14,322,262 :prjlzf t009t

Town Department Fxpensas

Debt Service

Parks & Re 2.48% Enterpriæ Funds 1't.10% Llbrary General Government 3.41o/o 32.67%

Human Se 2.370/o Public Works ic Safety Other Environmenta 14.35a/" 24.41olo 0.59%

A-8 Expense Summary

FY-2017 FY-2017 FY-2018 :suilrÂRYAßftcLE4 FY-2018 FY-2019 FY-2020 FY.19 / FY-20 BUDGETED Actual BUDGETÉD Actual BUDGEfED REQUESTED l:hendê +/l-l SALARIES 5,661,855 5,54a,587 5,901,335 5,815,271 6,23r,930 6,¡tgl,l90 259,260 Ð(PE¡¡SES 3,616,¿18l 3,544,780 3,778,130 3,749,310 3,822,464 3,808,557 (13,907) HEALTH INSURAI€E 1,559,928 1,384,531 1,560,000 1,389,093 1,560,000 1,500,000 (60,ooo) PÊNSION 1,012,U5 998,386 1,0Ê4,707 1,049,336 1,170,956 '1,287,743 116,787 DËBT SERVICE 1,968,816 1,558,264 1,648,888 1,017,228 1,574,225 1,234763 (339,467)

TOWN OPERATII\¡G

Sunrnary Town Expenses

DEBT SERVICE õot PENSION, zfo 6% SALARIES 45% HEALTH INSURAI.¡CE 10%

EXPENSES 27%

0I391 REGIOI\AL SCHOOL ASSBSMENTS

Experses FY-2017 FY-2017 FY-20't8 Fy-2018 FY-2019 FY-2020 w-19 t tY-20 BUDGEIÉD ACTIAL BUDGEIEÐ AC'TUAL BUDGETED REQUESTED Manchester/Essex Regional School Distr¡ct 661 13,813,861 14,2 t4.666 14,734,615 dß3,927 Nlanchester/Essex 3.25% Fþg¡onal Schoot Distr¡ct tÞbt 956 1,428,956 1,403,891 1.36f ,463 136,427) -2.590/o

Tolal Manchester/Êsex RÊgional School flst.¡ct 16, tlorth Shore Agr¡cultural & Technical School

TOTAL RFGIOML

A-9 ses

N O N.APPRO PRIATEO Ð@EA'SES FY-2017 FY-2017 FY-2018 FY-2018 ; FY-2019 FY-2020 . FY-19/FY-20 BI.DGETED ACiUAL BI.DAETED ACTUAL , BLDGETED iREQUESIËDi Change+/o IIb,. OTHER AMOUiVIS 7'O EERA'SED 10,000 2,801 1o,(NO 2.517 10,000 10,000 CHERRY SHEET OFFSETS (Library) 5,067 5,100 6,602 6,602 svow & tcE DEFtctTs 1(n,uN 100,000 100,000 CPAOFFSET 81,600

01800 STATE & COL/ /TyASSESSMENT 56345 MV 4,640 3,720 4,540 3.720 3,720 3,720 56390 MOSQU/TO CONTROL 39,096 35,096 39.(N6 36,070 s8,593 30693 66400 AIR POLLUTION CONTROL 3,405 3,405 3.405 3,310 3,394 3,394 5641 O MET. AREA PLANNING COÙN 2,ötiz 2,662 2,662 2,737 2,796 2,796 56610 MBTA 1 1 3,523 113,523 1 13,523 115,443 116,249 118,249 Fr ¡:ål' @

A-10 General Government

B-1 General Government

FY-2017 FY-2017 FY-2018 FY.2018 FY-2019 FY-2020 FY-19 / FY-20 BUDGETED A,clual BUDGETED Ac-tual BUDGETED neouesreo Change +/G) lGEìGAIGOVmE{Í 31.700/. SELECTME.¡S DEPARTMENÎ SALARIES 't91,620 151,2U 197,774 'r89,092 202,719 229,173 26,755 Þ(PETISES 24,350 25,05{) 23,600 32,329 33,525 32,325 (1,200) AUdT 36,000 39,000 37,000 36,000 47,000 38,000 (9,000)

INFORiI ATION TECFII{OLOGY SALARES 5,500 3,750 2,5{,0 (r,250) Þ(PEìTSES 102,750 103,584 99,300 105,158 99,300 r11,500 12,200

MODERATOR Þ(PENSES 50 50 50 (50)

FI¡TAiSE COMMITTËE SALARES 2,000 3,374 3,000 3,573 4,ft0 4500 Þ(PENSES 320 201 320 276 320 320 RESERVEFUIO 175,000 121,7',15 150,000 1rr,800 170,000 160,000 (10,000)

ELECTION & REGISTRATION SALATdES 3,800 3,485 3,800 2,024 7,300 4650 (2,650) EXPENSÊS 11,000 10,914 10,080 9,361 23,195 19,205 (3,990)

ACCO$¡TING SALARES 120,533 120,533 124,620 124,620 149,052 153,927 4,475 Þ(PENSES 4,8s0 4,835 4,700 4,670 1,700 1,700

ASSESSORS SALARIES 142,537 145,234 148,241 149,001 152,æ7 156,955 1,268 Þ(PE¡SES 39,675 37,991 38,605 37,95{l 38,545 38,375 (170)

TRËASTNER/COLLECTOR SALARY 1ß,149 't40,148 151,827 't44,187 156,173 192,137 35,964 Þ(PËNSES 26,U0 23,¡t{18 27,490 24,846 27AW 27,ilo 50

TOWI{ CLERK SALAßES 97,698 96,799 r00,010 92,356 96,095 99,045 2,950 Þ(PEI¡SES 6,050 5,274 6,250 4240 6,900 5,300 (1,600) General Government B.-2

FY-2017 FY-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-l9 / FY-20 LEGAL/PROFESSIONAL SERVICES BUDGETED Actual BUDGETÊD Aclua I BUDGETED REAUESTED Chande +//-l Ð(PENSES 100,000 126,431 118,000 87,303 110,000 1 t0,000

APPEALS BOARÞ SALARIES 18,245 '10,808 21,326 14,63A 21,859 22,075 216 Ð(PENSES 13,600 5,703 11,2q¡ 6,078 9,750 8,750 (r,000)

PLAM¡Iì|G BOARD SALARIES 45,507 61,078 67,843 59,274 80,356 82,2p6 1,940 EXPENSES 19,050 13,8ô3 8,950 42,853 9,150 8,600 (5s0)

TOWN }IALL & GOMMON Þ(PENSES 70,65{t 76,640 73,100 79,749 80,100 82,050 't,950

PENSIONS CONTRIBTJTORY PENSIONS 1,0t0,645 996,275 1,062,s07 1,047,225 1,168,756 1,285,632 116,876

I{O1+CONTRIBTJTORY PENSION 2,200 2,111 2,204 2,111 2,200 2,111 (8s)

INSURA¡{CE GROUP HEALTH ¡NSURAI{CE 1,559,928 1,3M,531 1,560,000 .t,389,093 1,560,000 1,500,000 (60,000)

WORKERS' COMPENSATION 65,000 46.321 65,000 67,587 65,000 75,000 10,000

FIRE/AUTO/LIAsILITY 125,000 1'l4,797 120,000 118,271 120,000 120,000

UNEMPLOYMÊNT COMP. 10,000 1,465 7,000 5,737 7,000 7,000

FICA-iIEDICARE 85,495 75,724 90,000 83,5,15 05,000 06,000

lOT LGtrEA¡:OOVmf,EilT I .. l¿¡¡,¡¡¿ ,t992¡?t a,t3t¡{3 +0r¡¡¡¡t5 .tg12tt-f2: 4678,966 . f36Æ5 Town Administratoros Office

Town Administrator's Departmental Statement

The Town Administrator's Office consists of the Board of Selectmen and the Town Administrator. The Board of Selectmen is recognized by the General Laws of the Commonwealth of Massachusetts as the Town's body of chief elected officials. The powers and duties of the Board of Selectmen include appointing the Town Administrator and many committees, issuing certain licenses and permits, and regulating the public ways. The Selectmen set Town policies, determine the articles for Town Meeting and present the annual Town Budget.

The Town Administrator is the senior appointed officer of the Town and is responsible for the effective operation of the Town. The Town Administrator directs the administration of departments, as well as various boards and commissions. The Town Administrator attends all meetings of the Board of Selectmen and advises and recommends actions related to the needs of the Town.

Executive Office Organizational Chart

Citizens of Manchester

Arthur Steinert Margaret F Becky Jaques, Susan Beckmann EliG. Boling Selectmen, Vice Driscoll, Selectmen Selectmen, Chair Selectmen Chair Selectmen

Gregory Federspiel Town Administrator

Sonja Nathan, Executive Assistant

B-3 Town Administrator's Office

Town Administrator FY19 Goals

1. Provide Town services efficiently and effectively. Review departmental operations with an eye toward improving efficiencies where possible; compare our operations to other communities. Adopt revised financial policies and enhance multi-year fiscal plans to ensure fiscal stability while respecting the limits of taxation. Improve procurement procedures to ensure full compliance with state rules and to ensure maximum value for the community.

2. Actively engage the community in decisions impacting the Town. Establish a more robust social media presence and provide an open, transparent operation to the community. Maintain an up to date and informative website.

3. Enhance the use of technology to improve efficiencies in departmental operations. Create a distributive system of financial reporting; provide advanced software training to staff.

4. Improve the condition of Town infrastructure. Advance plans for upgraded DPV/ facilities, utility system improvements, and Town Hall renovations- Update the five year capital plan, including financing strategies that includes the cost of a renovated/new Memorial Elementary School.

5. Implement elements of the new Master Plan for the community. Assist the Town Planner and lvlaster Plan Steering Committee in transitioning to impleinenting key recommendations of the plan.

6. .bnsure Boards and Committees are operating effectively as they caffy out their responsibilities in a civil and courteous manner. Hold annual training scssions for all Bosrds ensuring fuIl understanding of Open Meeting Law, Public Records Law, and best practices for hearings.

7. Facilitate sound decision making and strong leadership from the Board of Selectmen. Provide thorough information and clear recommendations to the Board for all matters that come before it. Engage the Selectmen in a regular process of goal setting and monitoring progress on key initiatives.

B-4 Town Administrator's Offïce

Town Administrator Programs and Subprograms

Board of Selectmen

Þ Policy Making Þ Oversight Þ Licensing

Town Administr¡tor

Personnel Procurement / Administration Financial Management Support Services

Þ Labor relations and Þ Direct & Coordinate Þ Budget Development ur¡ion contract Purchasing Þ Town Operations Þ Budget negotiations Assistance Þ Constituent Services Implementation Þ Employee Benefìts Collaborative Þ Þ Public Information Þ Capital Budget Development Bidding Þ Inter-localRelations Preparation Þ Administration & Property Þ Þ Citizen Outreach / Þ Fiscal Planning and Compensation Management Education Long Þ Recruitment Range Þ Surplus Disposal Þ Legislative Advocacy Forecasting Þ Employee Þ Inventory Þ Strategic Planning Þ Contract Orientation Management Þ Selectmen Assistance manâgemeÌt Þ Employee Training tT > Coordination & Relations Þ Grant Writing and Þ Wellness Program Þ Licensing Þ Selectmen Agenda Management Þ Performance Þ Utility Management Management / Measurement and Þ Risk Management Presentation Reviews Þ Media Relations

l'ow n,\rlnli¡t istrator's ()fIicc

Summary FY 2017 FY 2018 FY 2019 FY 2020 Position FTE F'TE F'TE FTE

Town Administrator I 1 1 1

Assistant to Town Manager/BOS 1 I I 1

Total Full-Time Equivalent 2 2 2 2

B-5 Town Administratoros Office

O1 103 SELECTMEN'S FY-2017 FY-2017 FY-2018 FY-2018 FY--2019 FY-2020 FY-19 tFY-20 BUDGETED ACTUAL BUDGETED ACTUAL BUDGETED REQUESTED Change +(-) SÁLAR/ES TOWN ADMINISTRATOR 137.894 142 7n-5 146.273 149.929 3.657 H6 ASSISTANT TO BOARD/TOWN ADM 53.726 55 069 56.446 57.544 1.098 -PT OFFICE CLERK /BOARD CLERK 22.OOO 22.OOO

51 OOO SELECTMEN'S SALARIES

E4)ensgs 52OOO TOWN REPORTS 10.750 11 237 11 .000 11.757 '11.500 12.000 500 53200 EDUCATIONÆRAINING 3 200 2 1A'l 2.750 150 2.750 2.750 53400 TELEPHONE 525 450 505 525 525 53450 POSTAGE 700 291 600 540 400 600 200- 53480 PRINTING/ADVERTISING 1,300 3.1 90 1.500 3.385 1.500 1 500 s42oo oFFrcE suppueS 1.500 188 1.000 449 750 750 57100 TRAVEL/MEALS 1.750 2.287 1.600 3127 '1,600 3.000 1.400 57300 DUES/SUBSCRIPTIONS 3.500 3.936 3.400 3 736 3.750 3.800 50 59600 MISC. COMMTTTEE EXPENSE 150 146 20,0, 6,649 150 2.500 2.350 59500 S ELECTMEN NEWSLETTEFVNOTICES 9.600 3.500 16.100)

59650 M|SC. 2 1 1

rornl expe¡¡ses 32

torel sRl¡nrÈs a cxpÈnsÊs 221 22

53000 36.000 39.000 37.000 36.000 47.000 38.000 (9.0001

5l 000 fT SALARIES 5.500 1.447 3.750 2.500 11.2501 68600 IÏ EXPEN6E6 102.7AO 99,300 105.1 58 99.300 1 I 1.500 12.200

358 868 363.174

Added cost of monthly BOS newsletter to a new line Selectmen newsletter/notices ($800/month) in FY2019 which changes to quarterly in FY2020 with ths added cost ofpublic relations services to assist in outreach efforts. New Part Time Office Clerk to handle routine office work, board minutes and customer service, freeing up TA Asst. to pick up grant administration, proouromont oversight, and special projccts. Without this additional staff cost thc total budget here would only increase 1.50lo,

B-6 Town AdminÍstrator's Office

or ros rowN ruqLL a covul¡¡ FY-2017 FY-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-19 / FY-20 BUDGFIED ACruAL BUDGEÏED ACTUAL BUDGETED REQUESTED Change +/(-) Ð(FEI\¡SES 52OOO Ð(FEh¡SES SEASIDE ONE 1,750 1,748 4,000 4,807 4,000 5,000 1,000 sztso aEcrncny 25,300 33,306 26,500 35,045 28,000 30,500 2,500 52400 BU|LD|¡¡G Un¡¡nAnRUCe 18,000 8,799 16,500 6,605 16,500 12,000 (4 CUU 5261 O E-ÉVATOR IVAINTEMNCE 4,000 4,220 4,000 3,078 4,000 4,000 5268 1 EQUIFfIENT IVIA INTENAT\¡CÊ 4,750 4,349 3,000 5,986 3,000 4,500 1,500

52900 CUSTODIAL SERVTCES 13,000 1 8,158 15,000 '19,868 18,500 20,500 2,000 54500 CI.¡STODIAL SUFFLIES 2,700 2,905 2,OO0 2,695 2,000 2,750 750 s+sso wnTR 450 o t4 1,400 881 1,400 r,000 40c 58700 OFFICE EQUIFîÆNT/SUFFLIES 700 2,541 700 783 2,700 1,800 90ti

TOTAL Ð(FE¡{SËS 73,100 79,749 80, 1 00 82,050 1,950

Budget comment: Manchester Historical Museum no longer maintains Seaside 1 as of FY2018

Fr-2017 FY-2017 FY.2O1B Ft-2018 FY-2019 FY-2020 FY-19 IFY-20 01407 STREET LIGHTII{G BUDGETED ACTUAL BUDGFIED ACTUAL BUDGETED REQUESTED Change +(-)

52OOO STREET LIGHTINIG 95,000 94,614 1 102,303 40,000

Conversion to LED lights.

Revenues received from department FY2018:

AcctDescrÍpion ActRevBal FEES - SHORT-TERM PAYING GIEST 0.00 UCENSES-USED CAR DEALER r40.00 PERMMS-I,ODGINGHOUSE 200.00 LICENSES-LTQUOR 22,650.00 UCENSES-ONE( I)-DAY LTQUOR 140.00 LICENSES-TAK AND LI\IERY 50.00 UCENSES-SUNDAY ENTERTAINMENT 200.00 LICENSES-COMMON VICTUALERS 1,150.00 LICENSES-INNHOLDERS 100.00 FMS-UNDERGROI'ND STORAGE 50.00 RENTALS-SPRINT-SCHOOL ANTENNA 78,883.93 RENTAIS. STATION CELL TOWER 53,126.94 RENTAIS.WATER TOWER A NTENNA 32,978.50 FEES-CABLE 947.00 t90,616.37

B-7 This Page Intentionally Blank Administrative Su rt

Moderator

The Moderator is the presiding officer at Town Meeting. This is an elective office held for a one- year term. It is the responsibility of the Moderator to conduct the meeting so that all issues are discussed and voted upon in a business-like manner. The Moderator appoints a member of the Finance Committee for a three year term annually and any committees that are created by the Town Meeting and for which there is no provision by law or motion.

Tow n lvbderator F'(-2017 FY-2017 FY-2018 Ft-2018 FY-2019 FY-2020 Ft-19 tFY-20 0l't09 tvtoDERAToR euDGFr-Ð ACfUAL BUDGEIED AgruAL BUDGETED REQUES]ED TOR

Finance Committee

The Finance Committee is made up of seven members, previously nine members before October 2018, who are appointed for the purpose of advising the voters at Town Meeting. The Finance Committee researches each article in the warfartt, beginning with a study of individual Town budgets in November of each year. The Finance Committee meets with each Town department head along with the Town Administrator and Town Accountant, considers the merits of the individual budget in terms of the Town's total needs and the limits of the total monies available, and prepares the final budget reconlmendations for Annual Town Meeting. Additionally, the Committee reviews requests and makes decisions whether to transfer funds from the Reserve Fund for extraordinary or unforeseen expenditures over budget, that occur during the fiscal year. The Finance Committee is also responsible for a printed report, available to all voters two weeks before Annual Town Meeting, containing the warrant articles and the Finance Committee recommendations on each.

Orsanizational Chart

Finance Commiftee Albert M. Creighton, lll, Chair

Gail Hunter Secretary

Michael Pratt Andy Oldeman Sarah Melish, Vice Chair Mark Weld Scott M. Susko Ann Harrison

B-9 AdminÍstrative Support

FY-2020 Goals and Obiectives

a Present Town Meeting with an operating budget within the levy limit.

a Recommend a schooi budget that puts schools on sound financial footing

a Continue focusing on operating and capital budget projections.

o Focus on facility planning - planning, funding, timing

a Continue etlbrts with perfbrmanee tracking and working on gathering and analyzing comparable town data.

FY-20'17 FY-20't7 FY-2018 FY-2014 FY-2019 FY-2020 Ff -19 IFY-20 01 1 1'l Fll\.lAf{CE CO¡/ñ¡IITEE BUDGETED ACTUAL BUDGETED ACTUAL BUDGEIED REQUESTEÐ Change +/(-)

51000 FIl\'lANCE COr\4ñ4. SALARIES 2,000 3,000 3,573

Fxpenses 54200 OFFICESUFFLIES 120 25 120 96 120 120 57300 DIJES/SUBSCRPNONS 200 176 200 180 2AA 200

TOÏAL EçEIISÉS

TOTAL SAI-ARIS & 2,320 3,575 3,320 3,849 4,820 4,820

01113 RESERVEFUND

57810 RESERVEFUND 1 10,

BUDGET

Salary for minute taker changed from stipend to hourly inFY20l7. Moderator expenses included in Selectmen's budget forFY2A2A.

No revenues are assoçiateci or collectecl by these departments.

B-10 Town Clerk's Office

I)epartmental Statement

The Town Clerk's office, being a gatewayto the community, has a goal to provide exceptional service to the public. The Town Clerk's office is a central repository for municipal records, information and strives to assist the public to navigate municipal records, business and processes in a kind, courteous and expeditious manner. The Town Clerk's office is an available resource for departments, volunteer boards and committees and the public for administrative assistance in fulfilling their missions and goals. The Town Clerk is responsible for overseeing and maintaining accurate systems for the duties set forth in the Town Bylaws, Massachusetts General Laws and any other tasks assigned to this office that assist in continuing the smooth operation and furthering the beautification, safety and vitality of this community.

Town Clerkrs Offïce Organtzational Chart

Town Clerk Christina St. Pierre

Board of Reg¡strars Assistant Town Clerk (Part-time), Election Workers Adele Ardolino

Town Clerk's Office FY2020 Goals

o To find an efficient, cost effective means of hosting electronic voting at Town Meeting

To issue beach stickers and trash stickers in a way that relieves the work load and the time spent issuing them to individuals at the clerk's window.

a Completely master the Town's website hosting platform to be a repository for available digital records, and have the municipal website be the off,rcial Open Meeting Law posting platform.

a To create a box level inventory of municipal records so if a grant opportunity arises we can easily capture our projects that could fall under the grant requirements.

B-11 Town Clerk's Office

The Town Clerk's responsibilities include administering elections, registering and educating voters, physical set up and recording official actions of the Town Meeting, conducting an annual census and assisting with the decennial federal census, and recording, managing the inventory and preservation of official town documents and records. The municipal Clerk holds Regulations and Standing Rules of Boards and Committees, posts meetings of governmental bodies, administers the oath of office to town officials and provides local officials with counsel and information regarding the Open Meeting Law and Conflict of Interest Law. All non-criminal eitations are also adjudieated through this office. As the Record's Access Officer, this office provides timely and convenient access to public records and acts as the liaison between the requestors and Town officials. The Town Clerk also serves as the Parking Clerk, tracking parking tickets, accepting payments and hearing appeals for parking citations issued within the Town of Manchester by-the-Sea.

Town Clerk's Programs and Subprograms

Town Clerk

Liccnsing/Rccords Rcgistrm/Elcction Parking Clerk Management Programs Programs Programs r TownL/StateElections r CollectlonofParking o Vital Records ¡ Town Meeting Fines Birtho Marriage, Death o Yearly Town/School ¡ Hearings for Appeals ¡ BusinessCertificates Census r Beach,/Resident r Licensing . Voter Registration Parking Stickers Dog lVlarriage r Certilïcatio¡/ r Valioug Farking Raffle Permits Nomination Papers, Permits o Record Management Warrant Articles, Þ Town Meeting Initiative Petitions Þ Tow¡/State o Political Campaign Elections Fin¡nce Reporting Þ Planning Board Hearings Þ Board ofAppeals Hearings Þ Town By-laws Þ State Reporting

B-12 Town Clerk's Office

't'()wN ('t.F_RK

Summary FY 2017 FY 2018 FY 2019 FY 2020 Position FTE FTE FTE FTE

Town Clerk I 1 I 1 P.T. Clerk *.50 *.50 *.50 *.50

Total Full-Time Equivalent 1.5 1.5 1.5 1.5 *Part-time except for vacation time coverage for Town Clerk

01 139 TOWN CLEFI( FY-2017 Fv-2017 FY-2018 . FY-2018 FY-2019 ' FY-2020 FY-19 I FY-20 EUDGETO ACruAL BUDGETED ACruAL BUDGEIED RFOUSTED , Change +(-) I : çAL RTES À/t5 TOWN CLERK 80,221 82,227 78,000' 79,950 1,950

+s clenx 17,277 17,483 1 8,095 18,095 ÒVU|C (41 :1 9K Siipena acceptea ZOOì ¡ r,000 1,000 LOI{GB/fTY 200 300 scr leeve ewaRcK

51OOO TOWN CLERK SALARIES 97,698 96,799 100,010 92,356 96,095 99,045 2,950

FXPEI{SES 53450 POSTAGE 550 542 550 500 550 550 53480 FRINTINIG/A DVERTISIi\¡G 800 777 800 685 900 900 53970 RECORD FRESERVATION 3,000 2,945 2,700 1,105 3,000 1,000 (2,000) 54200 OFFICESUPFLIB 450 438 450 451 500 500 sztoo rRtva-ruenrs 600 400 399 600 1,000 400 57300 DTJES/SUBSCRIPr|OÎ\¡S 350 318 350 323 350 350

SAZOO OTFCE EOUIFII/ENT 1 777 1,000 1,000

TOTAL 6,050 5,274 6,250 4,240 6,900 5,300

TOTAL SALARIES & 103,748 102,073 1 260 1 995 1 1

* Clerk is also parking clerk, ZBA clerk and HDC clerk -- a full 33.5 hour work week in office plus stipends for the ZBAand HDC meeting and minutes. Office equipment increased for new desk equipment in FY2018.

B- 13 Town Clerkos Office

The following monies were collected by this office in 2018: * Beach stickers which is revenue for the beach operations.

AcctDescripion TOTAL PERMITS-BUSINES/BOATER PI-A,CARD 2,615.00 RECREATION. PARKING STICKERS 66,909.00

RECREATION-BEA CH PA S SES 134,868.65 FMS.MISCELI.A.NEOUS.TOWN CLERK 290.00 UCENSES-BUSINESS CERTIFICATES 2,695.00 LICENSES-DOG 17,730.00 UCENSES-MARRIA æ INTENTIONS s85.00 FEES.BOARD OF APPEAIS 5,505.00 FEES.VITAL CERTIFICATES 3,340.00 FEES-PI¿.NNINGBOARD 2,500.00 FMS-HISTORICDISTRICT 920.00 FINES-PARKING 58,330.00 FINES-DOGS 1,000.00 FINES-ITARBOR VIOI-A,TIONS 25.00 FINES-MARIruANA 0.00 FEES.SATEOFMAPS 10.25 FF"ES-STRF,ET IISTS 1,255.00 2,98,577,9Q

VTI'AL CERTIFICATES RECORDED IN 2OI8 Births 24 Deaths 42 Mntriages 21 There were 899 dog licenses issued in 2018.

B-14 Town Clerkos Offïce

01 1 15 E-ECTþN & REGISTRATION FY-2017 FY-2017 FY-2018 FY-2018 F'(-2019 F.(-2020 FY-19 tFY-20 BUDGETED ACTUAL BUDGFTED ACruAL BUDGETED REOUESTED Change +/(-) SALARJES E-ECTION OFFICERS 2,700 2,700 6,200 3,550 (2,650) nEesrnnns 800 800 800 800 clmcnr 300 300 300 300

st ooo aEclovnços. SALAR¡ES 3,800 2,024 7,300 4,650 rcE- 52700 CI-IAIRFEMAL 1,200 863 1,200 1,558 1,620 1.800' 180 53050 FROFESSIOML SERVICæ 1,300 825 1,300 1,425 2,O75 1,575 500) SETOO E-ECTONSOFTWARE 3,100 2,964 2,180 2,278 5,640 3,630 53450 FOSTAGE 1,600 1,775 1,600 1,580 1,600 2,500 900 53480 FRJMII{G/A EA/ERTISII{G 2,800 3,937 2,800 1,766 5,260 3,100 (2 54200 300 296 300 188 300 300 57100 TRAVE-/i/EALS 400 233 400 322 400 400 S8ZOO OFFCEEOUIFil,EIT 300 18 300 244 300 300 szorr aecrnoñcVorruc 6,000 6,000

ïOTAL ÐGEÎ.¡SES 10,914 10,080 9,361 23,195 19,205

TOTAL SALARIS & Ð(FET\¡SES 13,880 1 1,385 30,495 23,855

Electronic voting was previously voted separately and starting in FY2019 will be included \rvithin this budget. FY2020 has less elections than in FY2019.

Fv-2017 FY-2017 Fy-2018 FY-2018 FY-2019 Fy-2020 F-(-15 tFY-20 01235 PARKll.lG CLEFK BUDGETED ACTUAL BUDGETED ACTUAL BUDGETED REQUESTED Change +/C) slooo pnnxlruc cLEmi sÀr-n¡u-es 302

ITFì|FF.

53100 CO¡vFUTERFETS 7,000 't0,523 7,000 10,279 1'1,000 1 1,000 53480 FRlNTll.¡G/A DVERTISIiG 2,055 2,018 2,055 I ,195 2,150 2,150 54200 OFFCESUFPLIES 200 79 200 52 200 200 54201 BEACHPASSES 2,700 3,521 2,700 3,200 s,000 (200)

TOTAL Ð(FET\¡SES 11 16,141 I 1,955 11,525 16,550 16,350

TOTAL SALARIES & Ð(FENSES 23,473 27 763 3 715 102

B-1s This Page Intentionally Blank Accounting Department

Mission Statement

The Accounting Division is responsible for record keeping of all financial transactions of the Town; processing of all purchase orders, accounts payable and payroll warrants, and posting of receipts. Monthly reconciliations of accounts are performed and on a monthly and as needed basis this office provides departments with financial reports and information. The Accounting Division ensures the Town is in compliance with Generally Accepted Accounting Principles, Federal and State laws, and Town Meeting authorizations.

Organizational Chart

Town Accountant

Assistant Town Accountant

FY-2020 Goals and Obiectives

a Provide appropriate financial and auditing controls

Ensure the Town is in compliance with Generally Accepted Accounting Principles, Federal and State laws, rules and regulations, and Town Meeting authorizations.

Review policies and procedures within the department and update, establish and implement as necessary. a Continue to work on ways to ensure efficiency and accuracy with work flows within and outside the department Programs and Subprograms

Town Administrator

Town Accountant

Þ Financial Reporting Þ Legal & Regulatory Compliance Þ Budgetary Controls Þ Auditing Þ Payroll Þ Accounts Payable Þ Budget Projections and development Þ Procurementâssistånce

B-t7 Accountin ent

,\('('otjN'l't N(; t)Þ_ PAR't'M F.N't'

Personnel Summary FY 2017 FY 2018 FY 2019 FY 2020 Position FTE FTE F'TE F'TE

AccountingDepartment

Town Accountant 1 1 1 Assistant to Accountant .60 .60 1

Total Full-time Employees 1.5 1.6 2 2

01 I25 ACCOUNTNG FY-2017 FY-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-19 tFy-20 SALARIES BUDGETED ACTUAL REQUÉSTED AgfUAL BUDGETED REQUÉSTED Changê +/(-)

TOWN ACCOI.JNIANT 95,325 97,708 100,151 102,655 2,504 ASSSTA NT TOWN ACCOLINTANT 25,208 26,912 48,901 ' 51,072 2,171 LONGÉVfTY 200 200

51 OOO ACCOUNTING SALARIES 4,875

Ð{EI\¡SES

534s0 FOSTAGE 100 100 50 88 50 50 54200 OFFICESUFPLIES 1,000 2,O25 1,000 1,037 1,000 600 40c 57100 TRAVE-/MEALS 2.250 915 2,250 1,600 2.250 2,000 ¿JU 57300 DIJES/SUBSCRIFTIONS 1,000 1,606 1,000 1,698 1,000 1,700 700 58700 OFFCEECIUIFMENT 500 190 400 246 400 350 (50)

TOTAL Ð(FENSES 4,850 4,835 4,700 4,670 4,700 4,700

TOTAL SALARIËS & Ð(FENSES 125,383 125,368 129,320 129,290 153,752

Note: FY20l7 Asst. Town Accountant additional hours were included in DPV/, Water, and Sewer, FY20l8 combines into Town Hall operating as duties are shifted. FY20l9, DPW hours absorbed by clerk in the DPW department and Asst. Tol'rm Accountant paid 1009/o from accounting department. Allows the Town Accountant to fulfill Finance Director duties.

No revenues are associated or collected by this department.

B- 18 Assessors Department

Mission Statement

The Assessors are required by Massachusetts Law to list and value all real and personal property on an annual basis. Assessed values in Massachusetts are based on "full and fair cash value", or 100 percent of the fair market value as of January 1 of each year. To arrive at "full and fair cash value", the Assessors interpret the real estate market by analyzing property sales. This involves an analysis of market activity by each class of property.

Assessors are required to submit these values to the State Department of Revenue for certification every five years. In the interim years, Assessors must also analyze the real estate market and perform adjustments to values, as needed. This requirement is to make sure all property owners pay their fair share of taxes, on a yearly basis rather than every five years.

The office also administers the statutory exemptions, abatements, motor vehicle and boat excise. The office also compiles the necessary tax policy data used in the annual tax classification hearing.

The Assessors' office handles all permitting for building, electric, gas and plumbing. From when the on-line permit is entered until the work is completed.

The office handles the GIS (online mapping) site, which has a link on the Town's website. We update new lots, create new layers, update ownership, addresses, permits on properties and yard items (garages, shed, pools, etc.) on a regular basis.

See Building Department section for more information on permitting, inspections, etc.

Goals and Obiectives - FY 2020 a To assess all property, both real and personal "fair and equitable" and issue bills timely. a To issue all motor vehicle and boat excise commitments when received. a To increase the use of on-line permitting and licensing to all departments.

To have all departments using pictometry and GIS for planning and project management. o To find ownership of all the unknown areas in town for possible conservation, recreational and taxable land area. o To have our office work responsibly and efficiently

B-19 Assessors Department

.\ssFtss()RS t)t.. P.\R't'Nt þ_N'l

Summary FY 2017 FY 2018 FY 2019 FY 2020 Position F'TE FTE FTE F'TE

Principal Assessor I I 1 I

Administrative Assistant 1 1 1 I Part-time Clerk .50 .50 50 .50 Parttime Building Inspector .50 .50 50 .50 Part-time Electrical Inspector .25 .25 25 .25 Part-timc Scalcr of Wcights/Mcas. .25 .25 25 .?s Part-time Plumbing & Gas Inspector .25 .25 25 .25

Total Full-Time Equivalent 3.75 3.75 3.75 3.75

Board of Assessors & Town Administrator

Ginny Thompson, Principal Assessor

Elizabeth Dukes, Administrative Assistant to Assessor's Office Building, Plumbing, Gas and Electrical lnspectors (1/2 time)

Elizabeth Dukes, Adm inistrative Assitant to tsuilding Department (112time)

Elizabeth Heisey, Assistant to the Building Department (Part-time)

B'-20 Assessors Department

01129 ASSESSORS FY-2017 FY-2017 F-(-2018 FY-2018 FY-2019 FY-2020 Fv-19 IFY-20 SALARIES BUDGETED A TUAL BUDGETED ACTUAL BUDGETEÐ REQUESTED Change +(l

M-6 ASSESSOR 94,860 97,238 99,669 102,191 2,492 H.6 ADMIN. ASSISTANT 46,521 49,653 51,668 53,444 1,776 LONGÉVtIY 800 1,000 1,000 1,000 BACHELORS DEGREE STIPËND 350 350 350 350

5IOOO ASSESSORS' SALARIES 1 1 1 1 4,268

Ð(PENSES

53OOO RE1/ALUATION UPÐATE 10,000 10,000 9,875 9,875 9,075 9,875 53050 PROFESSIOML SERVICES 6,000 4,955 5,000 3,780 5,000 4,500 (500) 53450 POSTAGE 500 500 500 500 500 500 53555 GtS 10,000 10,386 9,500 9,500 10,000 10,000 54200 OFFICESUFPLIES 750 188 750 604 55990 COMPTJTER SUFPLY/SOFTWARÊ 8,675 8,875 9,200 9,200 9,570 9,900 330 57100 TRAVEL/MEALS 2,500 1,960 2.500 2 eoo 2,500 2,500 57300 DUES/SUBSCRIPTIONS 1,050 1,126 1,080 1,092 1,'100 1.100 58700 OFFICE EQUIPMENT 200 200

TOTAL

TOTAL SALARIES &

Admin. Asst. hour increased from 33 to 33.5 per contract within this department. Office supplies and equipment have been consolidated with the Building Dept budget.

Programs and Subprograms

Assessor

Assessing

Þ Property Evaluation Þ Property Inspections Þ Tax Abatements Þ Tax Exemptions Þ Motor Vehicle Excise Þ TriennialCertification Þ Yearly Property Review Þ BettermentAssessments Þ Boat Excise > GIS Þ Pictometry

B,-21 Assessors Department

From: Ginny Noyes Thompson, MAA - Principal Assessor Subject: Budget increases/decreases and explanations for FY2O2O

Account # account title increase/decrease amount 51000 Salaries $156,955 (+$4,268) MEMO - 2.5o/o increase for Principal Assessor and Administrative Assistant (2 days additional for admin Asst. due the way the fiscal year ends in FY2020), $800 longevity for Principal Assessor; $200 longevity and $350 stipend for Admin. Assist. for education degree.

53000 Revaluation $9,875 (same) MEMO - Every year of a four year contract is $9,875

53050 Professional Services $4,500 (-$SOO¡ MEMO - Permit inspections, personal property inspections, consulting

53450 Postage $500 (same) MEMO - We have 3 to 4 major mailings a yeer and then many smaller

53555 GIS $10,000 (+$500) MEMO -Annual Website $3,000, Yearly Map updates $3,000, leaves $4,000 for all other (which we need to cover work that gets done for the town and new layers put on the site). Also new update from current provlder to MapGeo.

54200 Office Supplies $0 (same) Memo - Sharing with building department expenses.

55990 Computer supply/software $9,900 (+$330) MEMO - Annual support fee for Assess-Pro, Patriot GIS and 2 annual support fee for ESRI

57100 Travel & Meals $2,500 (same) MEMO - Meetings and mileage for office. 3 part-time Board members and 2 office staff

57300 Dues/Subscriptions $1,1 00 (same) Memo - Dues/su bscriptions

58700 Office Equipment $0 (same)

Revenues received tiom department FY2018: Acct Description TOTAL PERMITS-BUILDING 91,976.67 PERMITS-ELECTRICAL 80,030.42 PERMITS-GAS 9,469.15 PERMITS-PLUMBING 12,574.57 PERMITS-DEMOUTION 0.00 FEES-COPYING 321.00 194,372.41

Please note Permit revenues relate to the Building Department which is in the Public Safety section.

B-22 Legal

Lesal and Other Services Exnenses

Town Counsel is appointed by the Board of Selectmen for a one-year term. Town Counsel serves as counsel to Town officers and committees and attends to the Town's legal affairs at the request of the Town Administrator. Under the Town By-laws, Town Counsel must give an opinion on the legality of the warrant articles. Other Professional Services may include consultants for operational audits, specialized human resources (HR) work, etc.

01I45 LEGAL & PROF. SER1/C6 FY-2017 FY-2017 Fr-2018 FY-2018 FY-2019 Fy-2020 FY-19 /FY-20 BUDGETED ACfr.lAL BUDGETED ACTUAL BUDGETED FEQUSTED Change +(-) Ð(FENS6 sso6o FRoÈEssorunl smr¡ces 87,303 11

TOTAL Þ(PENS6 126,431 1

May want to consider boosting this account if decide to provide additional staff (BoS Clerk, HR specialist) through contractor.

B-23 This Page Intentionally Blank Treasurer/Collector

Mission Statement

The Treasurer/Collector's office is responsible for providing secure and accurate collection and investment of all Town funds. Such funds include real estate, personal property, excise, and betterments as committed to us by the Assessors, as well as all water/sewer charges, state aid or reimbursement, and all other various departmental receipts of the Town. We disperse all funds on behalf of the Town in accordance with Town Meeting requirements through approved vendor and payroll warrants. The department also coordinates long and short-term borrowings for all Town authorized debt. The Treasurer/Collector must make an annual accounting for all receipts and disbursements and report on their official acts.

This office processes the payroll for all Town employees, as well as coordinates the administration of benefits as the liaison between employees and vendors for group health, retirement, dental, life, and supplemental insurances.

It is the mission of this department that its officers remain faithful to their oaths of office by serving in accordance with the laws of the Commonwealth of Massachusetts and the by-laws of the Town while maintaining high ethical standards. Customer service is a primary function of the office and all members of the public should expect to be treated with courtesy and respect.

Goals and Obiectives - trlf 2020

Treasury/Collections

o Through a combined effort between multiple departments and 3rd party resources, this department will aim to hold a supporting role in the development of a more thorough employee orientation and training process, specifically in the area of policy and procedural instruction. Being able to properly provide employees with expectations, as well as the training necessary to meet those expectations, makes a marked difference in the longevity and retum experienced with each employee. Providing assistance to the Town Administrator and Department Managers in developing methods to increase employee engagement and growth will be a main objective.

B-25 Treasurer/Collector

TRl._ \Stj Rt.R/('()t.t.u('-r()R

Personnel Summary FY 2017 FY 2018 F"r 2019 ßY 2020 Position F'TE FTE ['TE F'TE

Treasury/Collections Division Treasurer./Collector 1 I 1 I

Asst. Treasurer/Collector 1 1 1 1 Principal Clerk .20 .20 .20 .20

Total Full-Time Equivalent 2.2 2.2 2.2 2.2

Jvl ltrifcr 't'askcll, ClvllvlT, ClvllvlC ïreasurer/Collector

Cyndie A. Manos Assisiant Treasurer/Collector

Vacant Part Ïime Office Clerk

Revenues receipts by department FY2018:

Acct Dcscription TOTAL PERSONAL PROPERTY TAXES ' 594,688.40 REALESTATETAXES ' 25,703,098.27 TAX LIENS REDEEMED 33,375.70 MOTOR VEHICLE EXCISE ' t,076,1t4.68 OTHEREXCISE- BOATTAX ' t6,6zsJq INTEREST/PENALTIES ' eg,sn.øz PAYMENTS IN LIEU OF TAXES 8,440.90 INVESTN4ENT INCOME 70,300.73 FEES.MUNICIPAL LIENS 3,625.00 OTHER CHA,RGES-AFFORDABLE 8,092.50 27,583,418.94

B-26 Treasurer/Collector

0 I r 33 TREASURER/COLLECTpR F(-2017 Fv-2017 FY-2018 î(-2018 FY-2019 î(-2020 FY-19 / FY-20 BUDGEÍED ACTL,AL BUDGETED ACTUAL EUDGETÐ RECIUBTED Change +/(-)

89,047 91,273 93,555 95,894 2,339 FI.7 ASST TO TREASURER 49,902 51.',154 53,218 55,043 1,825 5-6 NIONUNION HOURLY* 8,000 8,200 8,200 40,000 31,800 t-o¡lcevnv 1,200 1,200 1,200 1,200

51 OOO TREASURETVCOLLECTOR SA LA RY 148 151, 137 35,964

F)@E/VSFS 53050 PROFBS¡O¡¿A|- Sm¡cs 14,250 12,199 14,700 13,448 14,700 14,700 53,150 BANKING Sæùasrnnm 53450 POSTAGE 9,300 9,300 9,500 I,1 70 9,500 9,500 54200 OFFICESUFPLIB 2,050 1,436 2,050 957 2,050 2,000 (50) sztoo rnRvalumls 1,000 269 1,000 1,065 1,000 1,100 100 szsoo DUæ¡suBscRmoNs 240 205 240 205 240 240

TOTAL E$EÌ{SB 23,408 27,540

TOTAL SALARIES & ÐGEhJSES 174,989 163 219,677 36 *Increase appears greater than2.5%o due to additional two days due to the way FY2020 ends. ** Proposed new PT Human Resource Specialist adds instead of the non-union hourly position which has been vacant the last few years. Shared HR specialist would be with us 3 half days a week handling all aspects of HR work which currently is not done as thoroughly as it should. One expected benefit will be avoidance of personnel grievances/lawsuits. V/ithout this addition budget isup 2.2o/o

Department Proqrams and Subprograms

Treasurer/Collector

Treasury / Collection

B-27 Zonin Board of A

The Zoning Board of Appeals (ZBA) is comprised of six members appointed by the Board of Selectmen. The ZBA hears petitions and applications for variances, special permits, comprehensive permits, and other appeals under lhe ZoningAct (MGL Ch. 404), the Anti-Snob ZoningAct (MGL, Ch. 408), and the Manchester ZoningBylaw.

01161 APPEqLS BOARD FY-2017 FY-2017 Fv-2018 FY-2018 FY-2019 FY-2020 FY-19 IFY-20 BUDGEIED ACTUAL BUDGEIED ACÏTIAL BUDGETED REQUESTED Change +/(l S-4 SRCLEFI(STEI\¡OGRA FHER u1 696 app6q¡$ eonno s¡unes 075

Ð(FENSES 53450 POSTAGE 4,000 3,000 1,009 '1,500 1,500 ss¿eo PRTNnN¡Gl¡ovrRrs ne 5,000 4,653 5,000 3,676 5,000 5,000 s¿zoo orFcÈsuppus 600 150 250 193 250 250 57340 FILINIG FtrtrS 4,000 900 3,000 1,200 3,000 2,000 (1,000)

TOTAL Þ(FETISES 13,600 5,703 11,250 (1,000)

TOTAL SALARIES & 16,511 32,576 20,716 31,609

Revenues received by this department in FY2018 are $5,505 for permits.

B.2B Plan t

Departmental Statement

To provide professional advice and technical expertise to elected officials, appointed boards and committees, Town staff and citizens to assist in understanding and addressing land use issues and priorities.

The mission of the Manchester Planning Department is to 1) support and oversee the functions of community wide land-use planning,2) to assist the Town's Land Management boards in managing growth and development through the administration of applicable land use bylaws and policies, and 3) to implement the community's long-term community vision. The Planning Departmentrecognizes the diverse and competing interests within the communit! and the necessity to consider and incorporate these interests within the planning process by encouraging and facilitating participation. The Department strives to actively promote community participation, interaction and dialogue throughout the planning and permitting process.

Planning and Development Arganizational Chart

Town Ad m ín ist rato r Land Use Boards and Committees

Town Planner

B-29 D rtment

FY2020 Goals & Objectives

GOALS AI\D OBJECTIVES

Community Vision and Goals througúr Long Term Planning

o Plan for and oversee the development of the Comprehensive Master Plan through open and inclusive cofitmunity planning processes. Undertake other land use plans and studies as needed.

Plan Implementation

Provide guidance to departments, boards and committees charged with implementing, monitoring and reporting on status of the Master Plan recommendations a Improve communication and collaboration among department staff, board and committee members. Develop an on-going cornmunity outreach initiative to increase and improve public involvemeni-

Effective Pormittine Process

o Provide p¡ridance and technical assistance to Permitting Boards to create and implement an efficient development review process. o Update land board applications and develop applicant guide. o Oversee study of and changes to zoning bvlaws, regulations and guidelines. o Facilitate board member training - continuing education.

Affordable Housin e lnitiatives

a Provide technical assistance and staff support to Manchester Affordable Housing Trust (MAHr) a Assist in public outreach and communications regarding Affordable Housing goals and initiatives.

B-30 Planning Department

01162 FLANNIhG BOARD i FY-2017 : Ff -2017 ' FY-2018 FY-2018 FY-2019 î(-2020 . FY-19 IFY-20 54UFÞ EUDGETÐ ACTUAL BUDGETED ACTI.AL I EUDGETÐ RECIUESTED r Change +i(-)

stooo ¿Àñrun¡c sonRD selAaæ

Ð(PET\sES 53050 PROFESSIOML SER/CES 17,000 12,662 7,000 40,000 7,000 6,500 500 $450 rcSTAGE 150 '150 150 400 150 100 ssa¡jo 500 641 500 1,661 700 500 200) s¿zoo órrcesupplræ 600 271 500 339 500 500 szsoo úEslsuescmmorus 300 101 300 38 300 500 200 58700 OFFICE EQUIFMENT 500 500

róiÁl 19,050

TOTAL SALARIES & 64.557 74,942 76,793 102,127 89,506 90,896

Salaries are for Planning Clerk and part of Town Planner pay. Town Planner hours increased from25 to 30 per week, and additional hours beyond this (10 hours) for housing initiatives to be funded by the Manchester Affordable Housing Trust have been included.

Revenues received by this department in FY2018:

Acct Description TOTAL FMS-PI-{NNINGBOARD 2,500.00 AFFORDABLE HOUSING TRUST 8,092.50 10,592.50

B-31 Emplovee Benefïts & Insurance

In its operation, the Town budgets certain overhead costs in the aggregate rather than distributing costs by department or program. Such overhead costs include comprehensive disability and property insurance, employee benefits of health insurance, retirement contributions, unemployment compensation, sick time buy-back, and worker's compensation.

Employee health insurance is provided per M.G.L. C. 328. The Town is insured through the Massachusetts Inter-local Insurance Agency (MIIA) which is owned and operated by the municipalities of Massachusetts.

Retirement contributions are made to the Essex County Retirement System which bases its assessment upon actual payroll plus a state-approved full funding schedule.

Unemployment costs are paid oî a pay-as-you-go basis as assessed by and paid to the State Division of Employment Security.

Worker's Compensation is available to those employees injured on the job. The Town is insured through the Massachusetts Inter-local Insurance Agency (MIIA) which is owned and operated by member municipalities of Massachusetts.

01171 FENSTONS FY-20't7 FY-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-19 / FY-20 BUDGFTED ¡crunl BUDGETED lcrual EUDGETÐ NEEUæTÐ Change +/(-)

FElISIONS 1 ,010,645 996,275 1,062,507 1,O47,225 1 ,1 68,756 1,285,632 1 16,876 Ã47n^ ñt^Àt f w ñrcr^rl ^^ñlrctnt

TOTAL

Pension cost basecl on total town salaries; additional increase due to DPrù/ director salary now retumed to salary line item from protêssional services.

Fl-2017 FY-2017 FY-2018 FY-2018 FY-2019 Fv-2020' FY-19/FY-20 INSURANCE AUDGEÍED ACTUAL EUDGFÍED ACTUAL BUDGETED

01177 51750 GROUP HEALTH INSURqNCE 1,559,928 1 1 1 1 1 1

01 173 517 10 WORKERS' COMPB{SATION I 67

01181 57400 CASUTLTY & LtABrLtfY 11 11

01175 51720 UNEMPLOYMENT COMP

01 176 52000 F|CA-MFD|CARF

TOTA L INSURA NCE Ð(FEIISES

Employees are picking up a larger share ofhealth insurance cost (new hires @ 35Yo, grandfathered gradually increasing to 30%o; new higher deductible plans have been instituted.

B-32 Public Safety

Public Safety

FY-2017 FY-2017 FY-2018 FY.2018 FY-2019 FY-2020 FY-l9 I FY-20 23,750/o BUDGE|ED Acaudl BUDGETED Aclua I BUDGE|ED REQUESTED Change +/(-) POLfCÊ SALARIES 1,552,253 'f,574,085 1,612,873 1,621,734 1,618,786 1,671,909 53,123 Þ(PEilSES 1'14,260 89,571 103,650 123,930 110,806 95,263 (15,543)

PARI{¡IG CLERK SALARIES 11,518 11,518 11 ,808 11,808 12,063 12,365 302 Þ(PEt¡SES 11,955 16,141 1,1 ,955 't1,525 't6,550 16,350 (200)

FIRE SALARIES 1,150,217 '1,131,918 '1,223,930 1,220,619 1,256,639 1,274,912 18,303 Þ(PENSES ,124,700 164,689 126,100 153,840 125,600 141,850 16,250

HARBOR I/l/\STER SALARIES 93,087 89,6't2 95,415 94,620 138,968 152,142 13,475 Þ(PENSËS 18,800 17,650 18,800 18,148 21,800 ,t9,300 (2,500)

zuILDII{G DEPARTMENT BTJILDIÀ¡G INSPECTOR & Stri¡IOR CLERK(P.T,} 44,106 46,243 47,396 ¡18,835 1,439 GAS/PLUM Bllìlc INSPrcTOR 12,351 12,351 12,660 12,660 12,977 13,302 325 SÊALERWGHT'S & MEASURE 3,395 3,000 3,000 3,000 3,200 3,000 (200) ELECTRICAL INSPECTOR 12,351 12,351 '12,660 't2,660 12,977 13,302 325 INSPECTORS Þ(PEIISES 4,800 4,728 4,800 4,477 4,800 4500 (300)

EM ERGEI{CY MANAGEMEìIT SALARIES 6,000 4,970 4,000 4,000 4,000 4000 Þ(PE¡rlSES 1,000 1,000 1,000 r,000 1,000 1,000 EII ERGEI{CY I'¡OTIFICATION 5,500 4,500 5,500 4,500 5,500 /t,500 (1,000)

ANIMAL CONTROL ,t7,500 Þ(PENSES 15,987 17,500 17,498 17,500 't9,500 2,000

. TOTALPTELICSAFETY 41et!0s3 uu,a72 3,311p91 r¡r0.Í13 I,a{0,t62 3,¡9e,360 r5,zs8 I

Police Department

Mission Statement

We, at the Manchester-by-the-Sea Políce Department, in partnership with our community, are committed to maintaining tranquility, respecting the sanctity of human life and reducing risk for all. We seek to accomplish this mission through accountability, transparency, strategic partnerships, community engagement, and the selection and professional development of high quality personnel. Above all, the Manchester-by-the- Sea Police Department seeks to provide services with compassion, dignity and the highest level of customer satisfaction.

Goals and Obiectives:

The Manchester bythe Sea Police Department recognizes that we are the conservators of a public asset. We are, therefore, accountable to our residents directly and through the Board of Selectmen. Because of this quintessential American affiliation, we embrace the maxim, "The police are the public and the public are the police." To this end, our objective is to serve all who work in, live in or visit the Town of Manchester by{he-Sea in a manner consistent with our mission statement and values. Our daily activities and strategic goals are formed by direct proactive engagement with community stakeholders. Specifically, our priorities are set by the public through routine and standardized daily encounters, accessibility to políce management and quality control mechanisms includíng citizen surveys and customer satisfaction call-backs. ln the furtherance of our objettives, the Manchester by-the-Sea Police Department seeks to systematically engage with five targeted group utilizing evidence based programs and self-initiated problem-solving techniques. These five groups and corresponding programming include:

1. Senior Citizens- Working in partnership with the Manchester Council on Agíng MBTS PD will identify our most at risk population. The Department will continue to participate in the TRIAD program which delivers senior initiatives, safety presentations, monthly luncheons, care-fít program and senior interventions. During this fiscal year we will begin to develop policies which standardize how officers interact with seniors who may suffer from dementia. This may include having Council on Aging staff available for "call-out" as a means to de-escalate volatile encounters. Additionally, the Department has implemented Smart911 technology to increase the level of pertinent health information and photos through voluntary d isclosure.

2. Juveniles- The Manchester by-the-Sea Police Department recognizes that interactions between law enforcement and juveniles can have unintended lifelong consequences. By setting the goal of building first name relationships with our young residents, officers can first act to intervene through deterrence and mentorship or nonviolent offenses. We accomplish this goal through continued partnership with our local school administrator and the Manchester-Essex CCI program. Moreover, we will be entering into an lnteragency Memorandum of Understanding for Schools with the Essex County District Attorney's Office. The c-1 Police Department

MOU will codify our joint goal of diverting nonviolent juvenile offenders away from the criminaljustice system and toward evidence based interventions. MBTS PD will continue our well established programs includíng directed school patrol, student safety presentations, Project Score and local internships.

3. Commqnity Groups- MBTS PD has established representative(s) at the following organizational meetings; Rotary, Chamber of Commerce, Bike and Pedestrian Committee and the Parking Ad hoc Committee.

4. Business Commun ln addition to participating in Chamber of Commerce events, MBTS PD engages the business community through the use of scheduled park and walks targeted at our downtown village area. Officers are encouraged to enter local businesse's and to develop a rapport with employees and owners. 5. Social Méciiã: MBTS PD recognizes that aportionof our resideñtrpreféito interact via online outlets. Whether because of busy lifestyles or nonconventional work hours, our goal is to give a venue for all to access information and provide constructive feedback. We accomplish this goal through the deployment of various social media tools. These tools include; Facebook, Twitter and a presence on the Town website. We are currently exploring other methods to become more accessible and to reach a wider audience.

FY20 Communitv Enqaqement Goals and Value Creation

Achieving Massachusetts Police Data-d riven traffic enforcement Accreditation Domestic Violence reduction Multi-agency school safety plan School Resource Officer Targeted traffic enforcement lncrease beach and harbor patrol Police transparency initiative Funeral escorts Summer of bike and motorcycle Station open house patrols Fully integrated police and fire Directed foot patrols dispatch Upgraded website Hoarding Task Force Vacation house checks

c-2 Police Department

Budget Form ll Summary

F.Y. 2019 Approved Salary: 1 ,618,786 Expenses: 1 10,806 g5,263 F.Y. 2020 Request Salary: 1 ,671 ,g0g Expenses:. F.Y.2020 lncrease Salary: 53,123 Expenses: (15,543)

F.Y.2020 Percentaoe crease Salarv - 3.280/" F.Y.2020 Percentaoe D Exoense - 14.030/"* *Majority of expenses offset by direct grant for radio/wireless as well as reduced fuel costs for new hybrid police vehicle for FY2O20

POLICE

Personnel Summary FY2017 FY2018 FY2019 FY2020 Position FTE FTE FTE FTE

Police Chief 1 1 1 1

Lieutenant 1 1 1 1 Sergeant 3 3 3 3 Patrolmen I I 9 I Administrative Assistant 1 1 1 1 Dispatchers 3 3 3 3 Part Time Dispatch 3 3 3 2 Part Time Special Police Officers 12 1 2 1 2 1 4 Part Time Matrons & Parking 5 6 5 5

Animal Control Officer 5 .5 .5 .5

c-3 Police Department

01200 PoLrcE FY-2017 FY-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-l9 / FY-20 BUDGETED ACTUAL BUDGETED ACTUAL BUDGETED REQUESTED Change +/(-) SALARIES CHIEF 111,544 117,875 120.822 123.843 3,O21 ACTING CHIEF 800 800 800 SERGEANTS 290,258 30r,068 314,312 322,429 6,11t PATROLMEN 518,552 528,983 503,430 547,822 44,392 RESERVES 99,51 7 102,021 104.572 1 09,598 5,026

CLERK/DISPATCHERS 153,504 1 55,357 1 62,968 167,065 4,O97 HOt-roRys 32,632 34,510 32,850 33,426 576 OVERTIME 56,375 57.445 57,M5 63,897 6,452 COURT 10,231 I 0,590 I 0,855 7,500 (3,355ì TRAINING 39,371 41.371 EMT 38,578 40,648 41,095 41,877 782 CRneen rNcENrvE 81,004 88,739 92,346 96,865 NtGHtOrrFERenml 30,51 4 30,51 4 28,914 28,326 OFFICER IN CHARGE 1 4,368 14,742 17,252 17,816 564 INSPECTOR 4,200 4.200 4,200 4,200 LONGEVIry 2,200 3,200 3,600 3,700 100 ROII¡II.¡6T RRîVE ASS ISTANT 38,730 48,157 50,835 53,244 uNrFoRM ar-r-own¡¡ce 3,300 3,300 3,600 3,600 PARKING ENFORCEMËNT 16,390 21.067 21,067 8,600 12,467 HOLIDAY OVERTIME COVERAGE 6,1 39 6,295 6,452 (6,452\, FIREARMS LICENSING 4,846 3,000

stooo rorR¡- sALARtEs

E)0)ENSES 52150 ELECTRICITY 350 243 350 222 350 220 130 52640 AUTO/TRUCK REPAIRS 9,500 3,018 8,000 15,947 8,200 8,200 szzso neñrnl prÉs 1.900 1,900 1,900 1,900 2,100 1,900 200

53050 PROFESSIOML SERVICES 12,000 14,039 1 0,000 16,450 11.456 1 0,000 53170 RADIO TECHNICIAN 7,400 400 7,400 5,024 7,500 53200 IRA|N|NG 9,000 6,237 9,000 1 8,1 36 9,000 9,000 53400 TELEPHONE 8,500 10,328 9,750 9,747 11,000 9,1 40 1,8tic 53450 POSTAGE 500 498 500 547 525 550 25 53480 PRINTNG/ADVERTSING 100 1,Q74 100 271 150 150 s¿zoo orptce sUPPL|ES 3,500 5,608 4,000 3.197 5,000 4,000 1,00c s¿aoo cRsoliN¡eloil- 31,000 18,316 23,000 20,428 23,000 20,428 54850 AUTO/'IRUCK SUPPLIES 2,500 674 1,650 666 2,475 2,1 00 175) ssooo tr¡ÈorC¡L S uÞp¡-leS 1,000 1,287 1,000 889 1,750 1,000 tou 55401 EQUIPMENT ssazo pof¡ce suppLtES 5,000 4,338 5,000 6,970 4,875 4,500 otu 55830 RADIO SUPPLIES 1 ,500 598 1,500 2,142 1,750 500 1,250 SSSOO Ut¡lFORf\,lS 1 7,000 16,355 1 7,000 16,073 1 7,000 1 8,500 1,500 57100 TRAVEL/MEALS 2,000 1,686 2,000 2,244 2,000 2,000 57300 DUES/SUBSCRIPTONS 1,500 2,975 1,500 3,075 2,675 3,075 400

TOTAL Ð@ENSES 'l

TOTAL SALARIES & E)@ENS 1,666,503 1

Firearms licensing: Assumes this can be handled by on-duty personnel Holiday overtime coverage consolidated into the overtime line.

c-4 Police Department

FY-2017 F\(-2017 FY-2018 FY-2018 FY-2019 FY-2020 Fv-19 tFY-20 01233 ANÍUAL CONTROL BUDGETED A TUAL BUDGETED ACTIIAL BUDGEÍED RECIUESTED Change +(-)

51OOO ANIÀÍAL CONTROL SALARIES

E(EËNgEg 52840 TRTrcK RENIAL 1,750 2,000 1,750 2,000 1,750 1,750 sgoso pRorrssorunl smvces 12,000 12,000 12,000 12,000 12,000 14,000 2,000 SO2OO fnnrufle 500 150 s00 325 500 500 53400 TH_EFf.|ONE 400 480 400 4t!0 400 400 53450 POSTAGE 50 50 50 50 50 53950 BOA RD}.¡G/zuTM NASIA 400 400 14 400 400 54200 OFFICESUPPLIES 100 114 100 76 100 100 54750 SUFFLIES 2,100 1,'192 2,100 2,571 2,100 2,100 s48so A uro/TRr.JcK surà¡s 100 100 31 100 100 57300 DUES/SUBSCRJPTIONS 100 100 100 100

TOTAL ,500 17,498 7

TOTAL SALARIES & Ð(FENSËS 17,500 15,987 '17,500 17,500 19,500 2,000

The Town entered into an agreement with the Town of Hamilton to share anímal control servíces

Receipts received by this Department in FY2018:

Acct Description TOTAL UCENSES-FIREARMS 1,425.00 FINES-COURT 13,074.08 FEES-INSURANCE REPORTS 15.00 FMS-SPECIAL DUTY.ADMIN 17,957.42 32,471.50

c-5 Police Department

Police Department Operational Breakdown

Chief of Police

Administration Training Patrol Division Special Services

Programs FY202O Priorities Programs Programs

Administrative Assistant Mandated 40hrs . Crime reduction Detective annual training . Conflict resolution r Record Keeping Þ Medical r Traffic Enforcement & a Court Liaison ¡ Accounting / Payroll Þ Legal updates Safety I Narcotics response . Flscal management Þ MPTG select r Calls for service a Sexual Assault . Budget prep Þ Firearms r Arrestee processing ínvestigator r Paid detail billing > Taser . Gare and custodyof Evidence collection . Grant writing/ Þ Defensive Tact detainees Evidence storage and management . School drop-offand audit br^^¡,,^Ë^-¡ Specialized Police ..- I aa¿ an¡l f¡r¡n¿l ^ lJlvÃ-ulJ-¡^L usvç1olrç Operations e lnternal human ¡ Beach Patrol t Social med¡a admin resource Patrol a COA liaisqn Þ Management r Harbor management a BTO compliance Crisis lntervention . Parking enforcement Þ a Flrearm Llcenslng lD Theft I Disaster preparation Communications Genter > Þ Evidence and rêsponse and background Processing r Emergency medical Seízed funds o Police/Fire dispatch Criminal . Þ Harbor Patrol and response Emergency medical Enforcement . School crisis lnvestigations dispatch Þ Opioid response response Grime Prevention o State PSAP Þ School evac . K-9 SAR Juvenile/School complianco simulation r Fleld tralnlng Liaison . 911 Compliance Þ Mental health first . Shift supervibion o Domestic Violence r 24-hour walk in aid . Shift scheduling intervention service Þ Unífied Command r lncident a 24hr on call . Smart911 monitoring with MFD and DPW documentation responsibility e GJIS compliance Þ OUI/Drug detection o Fleet maintenance r Non-emergency call Þ lnstructor . Equipment Executive Officer servíces qualification maintenance . 24-h¡ building r Station maintenance r Patrol commander security monitoring Dispatch r Detention facility r Policy documentation o Public record compliance and compliance requests Mandated 40hrs officer . Court requests annual training o Accreditation Mgr. o Radio equipment Fire dispatch ¡ lnternal Affairs maintcna¡rce Þ Suicide r ProjecU event planncr r Call fire fighter call prevention . Gonstruction liaison back Mayday . Case management o Monitor boatíng management and quality control channels Smart9ll r Training coordinator Crisis . Gitizen Complaint lntervention r Equipment lnventory . Acting chief

c-6 Police Department

*Personnel Explanation:

Police Salary $994,093

Educational lncentive $96,965

Holiday fi33,426

EMT 841,877

Uniform $3,600

Longevity $3,700

Differential $28,s26

Acting Chief $800

Officer in Charge $17,916

Court $7,500 lnspector $4,200

Overtime $63,897

Training $37,302

Reserve Offícer Coverage $109,598

Dispatcher/ Matrons $167,065

Admin Assistant $53,244

Parking Enforcement $8,600

Grand Total $1,671,909

c-7 Police Department

Career lncentive Holiday EMT Uniform Longevity

Chief $123,843 $15,480 Conley

Acting Chief $800

Lt. Fitzgerald $103,105 $600

Sgt. McCoy 872,844 $14,569 $3,698 $4,371 $300 $600

Sgt. Louf $72,844 $14,569 $3,698 $4,37'1 $300 $200

Sgt. Newton $72,844 $7,284 $3,698 $4,371 $300 $400

ToiaiSGT. þ¿'tó,c.t¿

Ptl. Ctary $62,184 $2,631 $3,109 $300 $400

Ptl. C. Locke $62,184 $13,991 $3,223 $3,809 $300 $zoo

Ptl. Johnson $62,184 $6,218 $2,894 $3,420 $300 $200

Ptl. lewis $62,184 $2,631 $3,10s $300 $200

Ptl. Richard $62,184 $3,109 $2,762 $3,265 $300

Ptl. Machain fi62,1e4 $6,218 92,894 $5,r 30 $300 $200

Ptl. A. Locke $59,536 $5,954 $2,771 $3,274 $300

Ptl. Gilson $59,536 $7,442 $2,834 $3,349 $300 $200

Ptl Meola $51,902 $300

TtI. PTL. $544,079

LaChance $350 $300 $200 Rotondo $350 $300 Grand Totals $983,518 $95,534 $33,426 $41,877 $3,600 $3,700

c-B Police Department

Differential 4 PM - 12 AM shift @ $11lshíft $3,615 SGTS 12 AM - B AM shift @ $15/shift $5,075

Differential 4 PM - Q Arú shift @ $11lshift 97,725 Patrolmen 12 Alvl - 8 AM shift @ $1S/shift $10,455

Differential $1,456 Dispatch

otc $17,816

Court Beyond tour of duty $7,500

lnspector Per contract $4,200

Overtime Beyond tour of duty $71,803

Training Beyond tour of duty $37,302 ln-Service Specialized training Training mandated by law (Offset by increased State 911 funding)

Reserve Coverage for vacations, personal days, $109,598 Officer sick leave, compensatory time Coverage bereavement leave open dispatch shifts

Parking May 29th thru September 4th $8,600 Enforcement

TOTAL $313,471

c-9 Police Department

Detail Breakdown of Salarv Soendino:

Salarv: Covers all full-time personnel

Career lncentive: This is a contractual benefit currently paid to B officers and 3 clerical union members

Holidav: This is a contractual benefit paid to 12 officers

E.M.T.: This is a contractual benefit paid to 12 officers

Lonqevitv: Thís is a contractual benefit paid to 7 officers and 3 clerical union members

Uniform: This is a contractual benefit pqid to 1/ officers

Differential: This is a contractual benefit paid to officers assigned to the 12 AM - I AM and 4 PM - 12 AM shifts

Dispatch Differential This is a contractual benefit paid to dispatchers assigned to the 12 AM * I AM and 4 PM - 12 AM shifts

Officer in Charqe: This is a contractual benefit paid to officers workíng a shift when no supervisor is available for duty

Gourt: This is a contractual benefit paid to officers attending court outside their tour of duty. There is a contractual four hour minimum per appearance lnspector: This is a contractual benefit paid to 1 officer assigned to investigative duty

Overtime Beyond normal tour of duty including inclement weather, special events, major incidents, follows up investigations, open shifts, illness, injury, vacation, compensation time, FMLA, extra coverage, other significant unforeseen occurrences.

c-10 Police Department

Holidav Coveraqe This is a contractual benefit currently paid to officers working on five major holidays (Thanksgiving, Christmas, New Year's Day, Memoríal Day and 4'n of July)

Traininq: Current law requires that all police officers in Massachusetts complete 40 hours of annual training broken down into B hours classes including: Legal Update, First Responder, firearms, defensive tactics and current topics in policing such as school violence prevention, Elder abuse and care, Procedural Justice and amber alert. Specialized training is determined by the chief of police based on current trends, risk assessment and leadership development.

All MPD officers are certifíed as Emergency Medical Technícians and, as such, they must complete a total of 30 credit hours and a 24-hour refresher course in a two year cycle. This totals an additional2T hours per year over the forty hours required by law.

Reserve Officers: Coverage for vacations, personal days, sick and injury leave, compensatory time, bereavement leave, special events, parades, Halloween, weather emergencies and 6 open dispatch shifts per week

Dispatch: 3 fulltime emergency dispatchers

Administrative Asst.: 1 full{ime administrative assistant for police/fire

Firqarms Ligensino Costs associated with firearms license processing

Parkinq Enforcement: Covers part-time enforcement personnel May- September

c-11 Police Department

Organizational Chart

Manchester-by-the-Sea Police Department Table of Organization

c-12 Manchester Fire Department

Mission Statement

The mission of the Manchester Fire Department is to provide rapid allhazards response including fire suppression and emergency medical services (EMS) to save lives, protect property and the environment, as well as minimize future incidents through prevention and public education.

Examples of "all hazards"

Paramedic EMS Dewatering Fire suppression Trench Rescue Vehicle Extrication Hazardous Materials Response Ice/Cold Water Rescue Lift Assist High Angle Rescue Animal Rescue Confined Space Rescue

FY2020 Goals & Obiectives

Our goal is to: 1. Provide high quality fire rescue and suppression, allhazards response, and emergency medical services to the citizens and visitors of Manchester-by-the-Sea (and the surrounding communities when requested);2. Comply with federal regulations and meet national standards to deliver the safest most effective customer service within a framework of fiscal responsibility and continuous process improvement; 3. Enhance citizen safety and minimize future incidents through prevention and public education.

Specific Goals are:

a Guarantee a minimum of four properly trained and certified firefighters expeditiously arrive at the scene of a structure fire in order to safely conduct initial interior rescue and suppression operations.

a Ensure an expeditious Advanced Life Support (ALS) response to an emergency medical services (EMS) call or the first call in a sequence of multiple emergencies.

o Assure rapid access to all occupied properties with an apparatus and vehicle fleet that is designed to conquer the Town's unique topographical, weather, and roadway challenges.

a Enhance the public safety communications architecture by installing the Pine Street water tower antenna and enhancing the combined Police/Fire Dispatch center through continued training and equipment upgrades.

a Inspect highhazard occupancies and places of assembly once per year

a Interact twice per year with all Kindergarten through fourth grade students and once per year with students in grades five through twelve.

c- 1s Manchester Fire Department

Organizational Chart

Adm¡nistratlve Asslstant {PT)

Captain Llêutenant Lieut€nânt lleutenant 2 Firef¡ghtervParamedlcs Call 2 Fireflghters/Paramedics Call 2 Fir€fighters/Paramed¡cs Call 2 Fref¡ghtert PaÞmedics cäll Fireflghters Firef¡ghters Firefightêrs Flrefighters

*Floater falls under any of the four schedules above as determined by the fire chief

Manchester Fire Rescue Programs and Subprograms

Firè Department Gencr¡l Admin¡strûtion

Fire Fighting / Rescue Fire Prevention Emergency Medical Programs Services Programs r Permits/ Inspections o Fire Suppression: Þ State Required Programs structural, outside, Þ Local required o Emergency Medical autoo and mutual aid Þ Life Safety Code response: o Hazardous Conditions Paramedic level Chemic¡l s¡ills or Þ Residenfial Smoke cnre, de.fìhrillatinn, leaks, Carbon Detectors anti-shock therapyn Monoxide emergencies, o Site & Building oxygen therapy, and homh scares plan reviews for fìre mutual aid o Service Calls: lock safety o In-house services: outs, wâter o Public education, Community blood evacuations, smoke includes school pressure clinic, CPR removal, mutual aid progrâms, fire drills, training & o Rescue: Extrication, Senior Citizen educ¡tion water rescue, lock-in, Safety conlined space & rope r Fire Prevention rescu€s Month open house and activities

c-16 Manchester Fire Department

F IRT]

Summary FY 2017 FY 2018 ßY 2019 FY 2020 Position FTE FTE F'TE F'TE

Fire Chief I 1 1 1

Captain 1 1 I I Lieutenants 3 J 5 J Firef i ghters/Paramedic s I 8 9* 9* {<* Call Firefighters 1 6 4 6** 6**

*Adds new "floater" to backfill leave time vacancies * *Actively responding/responded

Revenues received related to this department for FY2018

Acct Description TOTAL OTHER CHARGS-AMBI]IANCE 253,664.17 PERMITS-SMOKE AI-ARM INSPECTION 4,425.00 PERMITS-IIG 225.00 PERMITS-BII.STING 25.00 FMS-MISCELI..4.NEOUS-FIRE DEPT. 720.00 FEES-OIL BURNER INSPECTIONS 275.00 PERMITS-TANKREMOVAL 1,475.00

PERMITS-OPENBURNING 1 r80.00 261,989.17

Fire Rescue Department Programs:

We envision proposing the following programs within a Program Budget of the fire rescue department:

Administration 10% Facilities 1.55% Vehicles 2% Prevention and Educatíon 0.5% Primarily Grant Funded Emergency Medical Services 85.95%

c-17 Manchester Fire D artment

01203 F|RE FY-2017 FY-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-19 / FY-20 BUDGETED ACTL'AL BUDGETËD ACTUAL BUDGETED nEouesreo Cyìange +/C) SALARIES FIRE CHIEF 't13,Ot4 117,875 120,822 120.000 (822t FIRECAPIA¡N 70,144 71,õ22 75,661 2,249 F¡RE LIzuTENANT (PARA) 67,295 68, /1 3 70,431 72,584 2,'t5t FIRE LIEUÏE¡¡ANT (EMi) 64,298 65,653 bt,295 69,355 2,060 FIRE LIEUTEMNT (PARA) 67.295 68,713 70,431 72,192 1.761 FIRE FIGHTER (PARA) 61,177 62,466 64,028 (64,028) FIRE FIGHTER (PARA) 61,177 62,466 64,028 65,989 1,961 FIRE FIGHTER (PARA) 61,'t77 62.466 64.O28 65.989 1.961 FIRE FIGHTER (PAIìA) 61,177 62,466 64.O28 65.989 1,9ô1 FIRE FIGHÏER (PARA) 61,177 62,466 64.O28 65.989 1,961 FIRE FIGHTER (PARA) 61,177 62,466 64,O24 65,989 1,961 FIRE FIGHIB (PARA) 61,177 62,4â6 64,02tt 65,989 1,961 F¡RE FIGHTER (PARA) 56,470 59,685 61.565 (61,565 FIRE LIzuTEI.IANT ( PARA) 63,451 63,451 FIRE L IEUTEI\A NT ( E¡fT) 60,512 60,512 FIRE FIGHTER (PARA) 57,ô60 63,451 5,791 Ð(ECUï|V E ADMTN. ASST. (ROTONDO) 13,544 15,886 16,412' a26 ACTING LIzulEMNT 2,520 2,583 t a7q 2,975 CALL FIREFIGHTERS 70,420 68,000 27,900 27,000 CAREER INCENIIVE '11,400 12.000 't2,000 12,000 COMMUNTI'Y FIRE RESCUE EDUCATION 2,500 2.500 EMS TRCINING (FY17 prior - E M.T. TRAINING) 53,844 23,000 35,000 35.380 380 EMS COORDINATOR 1,500 1,500 3,000 3.000 't,365 32,239 oo.4 ¡o J4, rO I LONGËVfÏY 2,300 2,500 3,000 3,200 200 FIRE TRA INING (FY 17 prior - MECI-IANIC) 20,000 20.000 20,000 OVERTIME 89,150 136,000 1 14,000 105,00u ( 9,000) PAGER STIPË¡¡D 0,000 c,000 9,000 0,750 t5g SAFETY TrcH 3,750 3,750 3, ¡.50 3, ¡/5U UNIFORM ALLOWANCÊ 7,209 7,800 /,800 /,E0u qTltrÀt[Em [ /ttÞÉ æq/Ãrr^À¡ ^ËErÞ\

51OOO FIRESALA 7 1,131,918 1,223,930 303

FY2019 - Proposed new floating firefighter increase offset by reduction in call fire fighter and overtime which should be reduced by the new posltlon. FY-2017 Fl-2017 FY-2018 FY-2018 Fl-2019 FY-2020 FY-19 tFv-20 BUDGETED ACTUAL BI,JDGETED AqruAL BUDGEÏED REOUES1ED Change +/(-) E(PENSES 52100 MTURAL GAS 600 605 700 t/9 E0u 6U0 521 10 FIRE STATION UTLITIES 1,500 1,140 1,500 1,500 52150 ELECTRJCII-Y 7,000 8,156 7,500 4,320 7,800 7,800 52200 HEATING OIL 12,000 E,579 6,400 10,595 8,800 10,500 1,700 52400 BUILDING IVIAINTEMNCE 4.000 5,648 5,000 4,956 5,'100 5,000 (100) 52662 A PPA RATUSA/ EH fVlA INTENA NCE 18,500 61.134 18,000 30,669 17,000 17,000 52663 EMS PROGRAM 26,750 27,627 33,900 27,374 34,000 34,000 53170 RADIO ¡/AINTEMNCE/REPAIR 2,500 1,036 2,500 2,650 2,000 2,000 53201 TRAINING ECIUIP/MISC 23,000 13,417 3.500 7,116 2,50Q 7,000 4,500 53400 TELEPI-IONSWIRELESS 4,500 tt,õ7õ 4,900 5,193 5,500 5,400 (100) 54200 OFFICE SUFPLIES/POSTAGSMSC. 1,600 1,240 1,500 2,519 1,500 2,750 1,250 54382 EOUIFf\4ENYTOOLS 10,200 18,168 24,500 36,516 23,O0U 30,uu0 7,000 54500 CUSTODIAL SUFFLIES 1,550 2,540 1,200 1,995 1,600 2,000 400 54800 GASOLINVDIESEL 9,000 0.551 10,000 9,573 9,000 9,000 55990 COMPU'ÍER SUPPLIES/I.IARDWARE 1,000 1,257 1,500 339 1,500 1,000 (500) 57300 DUES/SUBSCRIPÍ IONS 2,500 2,055 3,500 6,097 4,000 6,100 2,100

TOTAL

TOTAL SALARIE.S & 1,296,608 1,350,030

c-18 Manchester Fire Department

Budget comment: Effectíve February 1,2019, Massachusetts will implement Federal OSHA (Occupational Safety & Health Administration) standards that will affect the fire service directly. The impact in adoption of OSHA will require additional safety measures in the form of equipment both for safety of firefíghters as well as operations at emergency scenes. At this time measures are still being researched but will undoubtedly come at increased expense for the FD. Any reductions in budget needs will place not only firefighter and the public we serve at risk but place liabilities on cities and towns in the form of fines and possibly more.

c-l9 Emergency Management

MISSION STATEMENT

To protect the Town by coordinating and integrating all activities necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual natural disasters, acts of terrorism, or other man-made disasters.

GOALS AND OBJECTIVES

Align mitigation, preparedness, response, and recovery activities with nationally recognized best practices to deliver the safest most effective customer service within a framework of fiscal responsibility and continuous process improvement.

Mitigation: Attempt to prevent hazards fiom developing into disasters altogether, or to reduce the etfects of disasters when they occur through intelligence, long range planning, and grant submissions with a focus on critical infrastrucfure.

Preparedness: Develop actionable disaster plans that focus on: communications; maintenance and training of emcl'gsnuy survices; warning melhods; ernergenoy shchers; evacuatiorr if necessary; staging, stockpiling, inventory, and maintenance of essential supplies and equipment; arrangement with suppiy vencÍors, cieveioping organizations of traineci voiunteers among our citizens, and Emergency Operation Center (EOC) guidelines.

Response: Mobilize available emergency services, citizenvolunteers, as weii as state, federal, and non- governmental organizations (NGO) to save lives and protect property.

Recovery: Facilitate short and long term activities in the aftermath of a disaster that: focus on the restoration of essential services and infrastructure; seek available state and federal reimbursement; replenish, refit, and prepare resources for the next disaster; conduct the necessary after action analysis; and make the required changes for the future.

BUDGET COMMENTS

Reduction in Emergency Management Salaries as the director position has been absorbed into the Fire Chief s responsibilities as of FY2018. Annual stipend allocated to Deputy Director.

No general revenues or benefits costs are related to this department.

c-20 Emergency Management

Fv-2017 Fy-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-19 tFY-20 01 231 FVIERGENCY IiIAMGEMENT BUDGEI-ED ACTUAL BUDGEÍED ACTUAL BUDGETED REQUESTED Change+(-)

01231 51oOO E M. SALARTES 6,000 4,970 4,000 4,000 4,000 4,000 otàst szooo E M. Ð(pENs6 1,000 1,000 1,000 1,000 1,000 1,000 01232 52000 EMERGE ICy NO'IIF|CAÎoN 5,500 4,500 5,500 4,500 5,500 4,500 ( 1 ,00c

TOTAL Ð(PEÌ{SB

Emergency notification is for the Town's reverse 911 call service. Possible merge this budget with the fire department operating budget.

Fire Chief

Emergency Management Deputy Director

c-21 Ilarbor Master

Mission Statement

The Manchester-by-the-Sea Harbormaster's mission is to provide marine enforcement, rescue, EMT and education services to boaters within the tidal waters of Manchester-by-the-Sea, Massachusetts. Identify and pursue state and federal funding sources for the improvement and maintenance of Manchester Harbor. The Harbormaster is dedicated to delivering these and other services to the boating community with courtesy and professionalism. Every effort will be made to foster a safe boating environment by maintaining a high state of readiness and cultivating partnerships with fisherman, recreational boat owners, marine business owners, and marine law enforcement agencies on the North Shore in order to make Manchester-by-the-Sea the safest boating waters in all of Massachusetts.

FY2020 Goals and Obiectives

Upgra

Budget Comments The additional funding for the Deputy Harbormaster approved for FY2019 is expected to alleviate some of the need for more on water enforcement.

c-22 Harbor Master

The Harbor salary and expenses are covered by waterway fees and boat excise fees. It could be set up as an Enterprise Fund. 19OOO |-|ARBORIIASTER FY-2017 F(-2017 P(-2018 FY-20't8 FY-2019 Ft-2020 FY-19 tFY-20 BUDGETED ACTUAL BUDGETED ACTUAL BUDGEIED RËQUESTED Change +/(-)

80,221 82,227 90,450 92,711 2,262 ASSISTANT HA RBOn rrnsrmslClrn< 1 2,866 1 3,1 88 13,518 13,856 338 DEPUTY I.I{ RBOR'\,IA SIER 35,000 35,875 875 OT POLCE PATROL 10,000 10,000

51 OOO |.IARBOR MASTER SALARIES 2 152,442

ÐGEI\¡SES 52OOO CAREOFFLOATS 3,500 5,580 3,500 8,306 6,500 4,000 (2,500) szo¿o Rwonnrx REPATRS 775 775 775 775 SZOSO eOnf Ð(PB.ISES 8,500 7,597 8,500 8,445 8,500 8,500 53050 PROFESSIOML SER/CES 500 450 500 673 500 500 53400 TB-EFIIONE 1,300 839 1,300 661 1,300 1,300 53450 POSTAGE 340 300 340 4 340 340 53480 PRINTIhIG/AD/ERNSNG 550 791 650 650 650 54200 OFFCESUFFI-IES 700 235 600 199 600 600 54800 GASOLINF/OIL 775 775 775 775 55OOO MEDCAL SUPFLIES 1,400 1,732 1,400 1,400 1,400 SSSOO UNFOFMS 300 300 120 300 300 57300 DTJES/SUBSCRmO¡¿S 160 125 160 --17.650 ÏOTAL 18,800 18fOO 21,800 ----ì __1¡@ TOTAL SALARIES & 1 1f87 107,262 160,768 * 1 63,1 79 FY2020 Proposed to add additional patrol presence during busy summer weekends. Without this addition, the budget would increase only 0.6vo.

Revenues received by the Department in FY20l8:

Acct Description TOTAL FEES-M OORING WAITING UST FEES 13,311.50 BOATTAX 16,625.00 MOORINGFEES 213,304.91 243,241.41

Note: rates/fees have been increased as of FY2017. This revenue stream is expected to cover costs related to the ongoing dredging efforts.

c-23 This Page Intentionally Blank Building Department

Building Department Mission Statement

The Building Department is responsible for administering and enforcing Massachusetts Codes regarding building, plumbing, gas, and electrical work; as well as the rules and regulations of the Massachusetts Architectural Access Board. In addition, the department administers and enforces all Town of Manchester's ZoningBy-laws. It is the mission of the Building Department to strive to ensure the public safety through inspection activities and continuous enforcement of all codes, rules and regulations designed to detect and correct improper andlor unsafe building practices and land uses within the Town.

FY2020 Goals

1. The Building Department will, to the best of its ability, maintain public safety and ensure compliance with all applicable codes and byJaws.

Objectives: o Inspect building, electrical, plumbing, and gas projects in a timely manner . Carefully review all permit applications o Investigate reports of violations o Enforce local zoningby-laws o Educate the public regarding the necessary procedures for obtaining permits o Recommend amendments to theZoningBy-Laws to the Master Plan Committee and Planning Board

2. The Building Department will provide the public with accurate code and zoning information.

Objectives: r Inspectors will be available to answer questions during posted ofÍice hours . Attend professional seminars and conferences and read pertinent literature to keep current on code andzoningissues o Refer the public to appropriate places to locate code and zoníngprinted materials o Consult with other town officials and legal counsel as necessary to ensure accuracy

3. The Building Department will efficientlyprovide the public with accurate records

Objectives: ¡ Maintain up-to-date listings of all permits pulled for public viewing o Require all plans be downloaded onto computerized permitting system - No large copies to be stored o Continue improvement on computerization of permitting information

c-2s BuildÍne Department

Building Department Programs and Subprograms

Inspector of Buildings

Inrpections Cr¡de Enforcement \ryelghts and lVleasures Zoning Enforcement

Programs Programs Programs Programs

r Review all permits r Plumbing Inspect all scales, a Board ofAppeals c Inspect all r W¡ring weights and meâsures a Planning Board renovations, r Gas for accuracy including: recommendations ol+¡¡¡+i¡n¡ 4.úw¡ 4ú¡vrrùt ¡¡w-^.., ?r o Building grocery stores, a Complaint construct¡on ¡ ADA Compliance pharmacies, gas Investigation r Coordinate with stat¡ons, medical, a Home other depts. postal, garden centers 0ccupations o lnspect aii day and farms a Denials care, restau!'ants, a Y¡rds S¡lcs rchools, meeting halls annually

lrtJt t .t)t N (; DFtP.,\R'tNt t..N'r'

Summary ßY 2017 FY 2018 FY2019 FY2020 PositÍon FTE FTE F'TE f,'TE

Part-time Building Inspector .50 .50 .50 .50 Part-time Clerk .50 .50 .50 .50 Part-time Sealer of Weights/IVIeas. .25 .25 .25 .25 Part-time Ëlectrical lnspector .25 .25 .25 .25 Part-time Plumbing & Gas Inspector .2s .25 .25 .25

Total Full-Time Equivalent 1.75 1.75 1.75 t.7s

c-26 Buildin rtment

FY-2017 FY-2017 FY-201 I FY-2018 FY-2019 FY-2020 FY-19 tFY-20 BUILDING DEPARTMENT 0121 3.01 229 BUDGETED ACTUAL BUDGETED ACTUAL BUDGETED REQUESTED Change +/G)

0I213 51OOO BUILDING INSPECTOR 20,918 21.441 21.976 22.526 550 01213 51000 H6 SENTOR CLERK 23.488 24,802 25.420 26,309 889

TOTAL

01 215 5lOOO GAS/PLUMBING INSPECTOR 12.35'l 12,35'l 12.660 12.660 12,577 I 3.302 325 01219 52OOO SEALER WGTS/MEAS EXPENSE 3,395 3.000 3_000 3.000 3.200 3,000 t200) 01221 51000 ELECT. 12.351 12,351 12.660 12.660 12,977 13.302 325 O 1229 52OOO INSPECTOR''NSPECT EXPENSES 4,800 4.728 4.800 4,477 4.800 4.500 (300t

TOTAL EXPENS 20 32 797 150

TOTAL SALARIES &

Building Department 001-200-1 13 Gas/Plumbing 001-200-1 15 Sealer Wgts/Meas. 001-200-1 19 Electrical 001-200-121 lnspector Expense 001-200-129

Account # 1 l3-51000 Salaries $48,585 (+1 ,1Bg) MEMo - 2.5o/o increase for Building lnspector and part-time Assistant.

1 15-51000 Salaries $13,302 (+32S) MEMO - 2.5o/o increase for Gas/Plumber lnspector

121-51000 Salaries $13,302 (+32S) MEMO - 2.5o/o increase for Electrical lnspector

1 19-52000 Expenses $3,000 (-$2OO¡ MEMO - Expenses for Sealer of Weights and Measures

129-52000 Expenses $4,500 (-$3OO¡ MEMO - Expenses for lnspectors

Revenues received by this Department in FY2018: Acct Descripion TOTAL PERMITS-BUILDING 91,976,67 PERMITS-ELECTRICAL 80,030.42 PERMITS-GAS 9,469.75 PERMITS-PLUMBING 12,574.57 PERMITS-DEMOLITION 0.00 FEES-COPYING 321.00 194,372.41

This is also included in the Assessor's section - as this Department is overseen by the Assessors.

c-27 This Page Intentionally Blank Public \torks

Department of Public \Morks

ffi FY-2017 FY.2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-19 / FY-20 't3.s40/" BUDêETED AcIual BUDGETED Actual BUDGETED REQUESTED Change +/(-) DæARTM E¡¡T OF PUBI.IC WORKS SALARIES 562,606 556,717 il1,449 æ1,137 825,55(t w,971 23,421

Þ(PENSES 394,850 286,846 412,250 380,536 353,250 358,950 5,700

BULOII{GS & GROUTüS SALARIÉS 75,265 7s,269 77,018 75,269 Ð(PENSES 45,000 ¡18,130 4ô,250 ¡l8,130

SI\¡OW REMOVAL SALARIES 32,000 55,467 32,000 55,570 32,000 32,000 Ð(PEI¡SES r70,000 14A,220 170,000 150,548 170,000 170,000

STREEÍ LIG}ITII,IG 95,000 94,614 100,000 102,303 40,000 ¡(l,000

SAUTAT¡Olf COM POSTllrlc/RrcYC Llltc SALARIES 22,5ñ 19,980 22,5ñ 12,973 21,000 14,000 (7,000) Þ(PENSES 59,000 il,828 ¡15,000 46,341 45,000 45,000

RI.BBISH COLLECTIOTÙßECYCL¡]'¡G 245,000 304,O44 410,000 425,905 395,000 ¡126,000 31,000

DISPOSAL 108,000 114,,ß8 82,000 90,599 120,000 .f20,000 " ' rsrl¡. xü¡¡rrnr ç ñ,i¡uö u,0ft6 r,soeørs r,?5s¡tt3 rBr¡¡ri 1gr0¡r0 1p0tr0o , 2,0il,921 !3l2r

D ent of Public 'Works

Mission Statement

The Department of Public Works strives to provide the highest level of municipal services for the benefit of our citizens, businesses and visitors in an environmentally sensitive, sustainable and cost effective manner. The Department of Public Works is responsible for maintaining the municipal infrastructure including streets, sidewalks, drainage, the water system, sanitary sewer system, cemeteries and managing solid waste collection and disposal.

Goals

The proposed 2020 operating and capital budgets are continuing the goals of the last year with minor adjustments. Listed below are some points that help explain where the department is, the progress made and our vision moving ahead.

HIGHV/AY DIVISION:

-Pavement: This year we completed paving projects on Lincoln Street, Harbor Street, V/oodholm Road, University Lane and Summer Street. Lincoln Street was the largest undertaking, repairing the road surface after extensive utility work the suflrmer prior. We also took this opportunity to lower the road at the pedestrian bridge for additional clearance. Other modest improvements were made to the drainage and curbing.

Future work will follow our pavement management plan which is currently being updated to reflect our work to date, capture the current state of repair, as well as include sidewalk inventory and assessment. At a minimum we will continue to coordinate our ongoing utility upgrades with roadway and sidewalk needs.

-Drainage: The Town has submitted our Notice of Intent (NOI) for compliance with the new MS-4 permit regarding storm water. The first years of implementation are anticipated to be devoted to completing an inventory of the storm water system and screening of outfalls for illicit discharges.

Infrastructure improvements were made on School Street, including Burnham Lane and Friend Street. Additional design progress was made for replacement of the Central Street Culvert. Construction will proceed as state permits are granted for the work, expected in late 2019 or 2020.

-Snow and ice: V/e plan to use only one outside contractor, reducing that number from over 12 thathad been used in years past, unless we have another historic snowfall. This has been accomplished by maximizing plow route efficiency and proper equipment purchases. Storm reports have been and will continue to be produced after each event to document the labor, equipment and materials used.

-Training: Safety training continues to be a priority. DPW is now subject to OSHA regulation. Credits toward insurance premiums were received for the participation in MIIA (the town's insurance carrier) courses. DPV/ workers are among the most at risk professions for work place injuries. D-l Department of Public \Morks

-Seawalls: Seawall and Revetment repair are being planned for 2019. The Town is currently pursuing state and federal funding for these projects and assessing options for repair or replacement. Construction at Morrs Pier and Reed Park are Scheduled for winter 2019.

-Sidewalks: Sidewalk inventory and assessment will be complete by late 2018. This information will be used in concert with the pavcment management plan and utility projects for future project implementation. Additionally the Complete Streets design concepts have been advanced to design. DPW has also procured and installed speed feedback signs and pedestrian activated crossing signals at strategic locations.

-Guardrail: Guardrail planning and construction is scheduled for 2019

GENERAL UPDATE:

.-The rigirt sizing of equipment anci better specifications fbr equipment purchases are resulting in rolling stock that fits the true needs of the Department and will have a longer life. This year we purchased the Mini Exeavator anel two trucks with plows. Next )iear we are ask_ing fot alarge durnp truck and sidewalk tractor to replace same equipment that is over 15-years old.

^'Facility: While we ârc right sizing and properly specifying equipment needs, the majority of the fleet is not housed under cover. Tliis renlains ä ü)iiuerrr l¡ecausc we rced to proteul the i¡ivesiirieni rnade in the equipmeni.

-Summary: Significant investment and progress was made this year to continue addressing our infrastructurc nccds. Although consttuction projccts arc always invasive, prnjects conrpleted this year complete on schedule and at or under budget. DPW appreciates our resident's patience and support during these projecti. V/e hope our efforts in public notice and effective oversight are meeting your expectations as endeavor to continually improve.

(Note the enterprise section for details on'Water and Sewer)

D-2 Department of Public Works

I) l,!\

Summary FV20t7 FY2018 FY2019 rY2020 Position FTE FTE FTE FTE

DPW Director I I 1 1

Admin Assistant I I 1.5 1

Proj ectlOperations Manager 0 1 I I PT Utility Billing Clerk 0.5 0.5 0.5 0.5

Highway Foreman I 1 1 I Asst. Highway Foreman I 0 0 0

Buildings & Grounds Foreman 0 I I 1 Highway Skilled Laborers 2 2 2 2 Highway Equip Operators 2 2 2 2 Mechanic & Mechanic Helper ) 2 2 2

Water Foreman 1 1 1 1 Water Operator I I I 1 Water Skilled Laborers 2 1 1 1

Sewer Foreman/Operator 1 1 1 1

Sewer Lab Technician 1 I I 1 Sewer Skilled Laborers 2 2 2 2

18.s 18.5 18.5 18

DPW Director

Administration Highway Div. Sewer Plant Div. Water DislSewer Collection Systems

r Record Keeping r Street Repairs and a Operate Sewer r Monitor all pipes and o Bill¡ng resurfacing Treatment Plant pump stations . Accounts Payable o Drainage Maintenance a Maintain and repair e Respond to system r Personnel & Improvements Pl¡nt prahlems 2417 Management e Snow & Ice Removal a Perform required lab r Inspect new hook-ups o Public Assistance r Street Maintenance work r Read, repair, replace ¡ Permitting ¡ Sweeping a 2417 monitoring of water meters o Household Waste r Basin Cleaning plant operations ¡ Submit required Management . Striping a Submit regular paperwork to state r Coordinate work of o Cracksealing paperwork to state r Work closely with engineers and o Sidewalk Maintenance contract vendor for contractors r Public Parking Lots fhe water treatment o Review requests for o Maintain Cemeteries plant Road cutso new and Parks subdivision roads, etc. . Maintain trees within . Plan capital projects public ways and parks and manage their construction

D-3 Department of Public 'Works

01401 DEPARTMENT OF PUBLIC WORKS FY-2017 FY-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-19 I FY-20 BUDGETED ACTUAL BUDGETED ACTUAL BUDGETED REOUESTED Change +/C) SALARIES REGULAR 474.006 462,849 735.650 757.971 22.321 PART TIME LABOR 40,000 40.000 42,000 42,000 LONGEVIry 4,900 4,900 5.900 4.300 11.600) OVERTIME 16.000 25.964 16,000 25,580 24,000 26,000 2,000 STANDBY 1 2,000 12.000 12.000 10.000 t2.000) WORKING OUT OF CLASSIFICATION 3.000 3,000 3,000 6,000 3,000 UNIFORM ALLOWANCE 2.700 2.700 3,000 2,7QO (300) BUYBACK 10,000

01401 51000 DPW EXPENSES 52010 MISC MAINTENANCE/REPAIRS 75.000 19,368 75,000 83,613 71,500 78,000 6,500 52100 NATURAL GAS 13,000 10.051 13.000 9,445 12,000 10,000 (2,000) 52150 ELECTRICITY 8,000 9,418 9.000 10.423 10.000 12.000 2.000 52175 TREEMAINTENANCE 15.000 15,226 25,000 22,439 28,000 28,000 52400 BUILDING MAINTENANCE 10.000 2.OM 10,000 1,022 15,000 1 1,000 (4,000) 52662 VEHICLE/EQUIP. REPAIRS 70,000 51,313 65.000 58.335 65.000 65.000 53050 PROFESSIONAL SERVICES 130,000 124,731 '145,000 131,385 2s.000 25,000 53200 TRAINING 3.000 140 3,000 3,000 4,500 1,500 EÔÁ^^ Ì-t J,OUU J. I IJ 3.500 ¿-óôz 4,û0û 3.200 (80û) 53¿180 POSTAGE 500 500 43 500 500 54200 OFFICE SUPPLIES 3.500 2,440 3,500 4,462 3,500 4,500 1,000 54800 FUEL/O|L 20,000 20.358 21.500 28,885 23,500 24,OgO 500 55360 MATËRIAL 20,000 5,313 1 /.0u0 2.1tJ4 18.000 18.000

55¿100 SIGNS 10,000 8,757 7,000 13,200 1 0,000 10,000 55401 EQUIPMENT/MATERIALS 10,000 '12.456 10,000 10,227 1 5,000 15,000 57100 TRAVEUMEALS 2,600 1,710 3.500 1.385 3.s00 4.000 500 57300 DUES/SUBSCRIPTIONS 75ü 408 750 706 750 1.250 500 58721 ATHLETIC FIELD MAINTENANCE 20,000 20,000 58770 PARKAND BEACH MAINTENANCE 25,000 25,000

TOTAL EXPE

TOTAL SALARIES & EXP

Operations manager salary is split between highway, water and sewer however for FY2019 the total of the salary is accounted for in the DPV/ salary line item with a one time end of year transfer from the water and sewer departments. This change decreases the risk of errors and reduces the amount of time on payroll records. The funds for the DPV/ Director are moved from professional services to salaries as we transition back to an in-house Director, not contracted.

FY-2017 FY-2017 FY-2018 FY-2018 FY-201 I FY-2020 FY-1 I / FY-20 01405 SNOW REMOVAL BUDGETED ACTUAL BUDGETED ACTUAL BUDGETED REQUESTED Change +/(,

51OOO SNOW SALARIES 000 56,570 32,000 32.000

EXPENSES 52ö62 VEHICLE/EOUIP. REPAIRS 20,000 26,453 20,000 30,328 20,000 20,000 52950 HIRED EQUIPMENT 40,000 26,736 40,000 45,226 40,000 40,000 54BOO FUEUOIL 20,000 10.144 20,000 4,218 20,000 20,000 55600 SAND/SALT 90,000 84.887 90,00c 70,776 90,000 90,000

TOTAL EXPENSES I 1 1 150 170 000 I

TOTAL SALARIES & EXPENSES 202,000 207.117 202,000 202,000

D-4 Department of Public Works

Fy-2017 FY -20't7 FY-2018 FY-2018 FY-2019 FY-2020 FY-19 tFY-20 BUDGETED ACTUAL BUDGETED ACTUAL BUDGETEÐ REC¡UESTED Change +/(, 01404 SAMTATION COLLECTION & DISPOSAL 304,044 41 31,000

oSnOsnl lszs,ss 108,000 11 120,000 1 20,000

r01443 SANIIAT|ON

19,980 1

ÐçENSES

s2ozo oPERATtorunl BxÞm5es 25,000 25,436 15,000 1 1,165 15,000 r5,000 54825 PAY AS THROW BAGS 34,000 29,392 30,000 3s,1 76 30.000 30,000

TOTAL 46,341

TOTAL SALARIES & Þ(FE¡ISES 81,550 59,000

L SANTA 559,550 581

Consolidated all dumpster costs for better management of costs and services. The recycling market collapse is causing cost increases.

Revenues received by the department FY2018

Acct Descripion TOTAL TRA SH-TRANSFER STATION STICKER 285,815.00 PERMITS-ROAD OPENING 8,161.63 SEV/ER BETTERMENT 2,192.01 SPEC. ASSESS INT. ADD TO TAXES 1,467.61 297,636.25

D-5 This Page Intentionally Blank Other Environmental

OTHER ENVIRONMENTAL

FY-2017 FY-2017 Fy"2018 FY.2018 FY-2019 FY-2020 FV-19 / FY-20 BUDGETED Actual BUDGETÊD Actual BUDGETED R€QUES'ED Change+/(-) HlsToRtc coMMtsstoN SALARIES 3,000 2,149 4279 2,907 4386 45t0 124 Þ(PE¡i6ES 1,200 700 ß2 700 860 150 co¡tSERvATroN coM iilsstoN SALARIES 6f,984 62,929 63,253 67,907 64834 7q657 11,823

Þ(PE¡tsEs 2,65r) 2,194 2,660 2,550 2,950 2,125 (625)

GORDON WOODS EXPE¡\8ES 1,2û 1,290 1,2æ

s4442 ¡ilmxmi

Historic Commission

The Manchester Historic District Commission functions as a regulatory commission for the benefit of the Town. The objective of the Historic District Commission is to provide an expeditious application and review process relative to the physical modification to the residences and businesses within the District

FY-2017 FY-2017 FY-2018 FY-20 t 8 FY-2019 , FY-2020 FY-19 / FY-20 01 481 HrSrO.RrC CO.ryi¿lSStON BUDGETED ACTUAL BUDGETEÐ ACTUAL BUDGEIED REQUESTED Change +/(-)

51OOO H|STORIC DISTRICT SALARIES

Ð(PENSES s3oso PRoFEsslorun I senú lcEs 1,000 500 500 (500) 53450 POSTAGE 50 50 50 50 500 450 53480 PRINTING/A DVERTISING 150 150 402 150 150 54200 OFFICE SUFPLIES 200 200

TOIAL

Professional services not needed hówever taking this in house requires increased postage as mailings are done by staff. Higher fees are expected to cover this additional cost.

Total revenues for fees received by this department in FY2018 is $920.

E-1 Conservation C ommission

DEPARTMENTAL MISSION STATEMENT

To serve the residents of Manchester in protecting the public interests associated with our local wetland resources; and to enhance, acquire, protect, and manage conservation lands for the public good.

GOALS AND OBJECTIVES

Goals 1. Provide services to Manchester residents such as assisting with wetlands applications, answering questions regarding regulations and open space issues, following up on reported violations, etc. 2 Carefully consider all permit applications that come before the commission to ensure that resouroe area performance standards aro boing met and that projects are carried out in such a manner as to protect those resource areas. a J Issue wetlands and related permits to applicants within the timeframes established by state and local regulations. 4. Take the opportunity to educate the public through the permitting process, web postings, nerrvspaper articles, community access TV and open space planning. 5. Participate in open space planning, management and the seven year action plan as specified in the Town's Open Space and Recreation Plan. 6. Enhance commission managed open space through improvements as outlined in the Open Space and Recreation Plan.

Obìectives l. Carefully consider all permit applications that come before the commission to ensure that resource area performance standards are being met and that projects are carried out in such a manner as to protect those resource areas. 2. Issue wetlands and related permits to applicants within the timeframes established by state and local regulations. 3. Educate the public through the permitting process, web postings, and newspaper articles and open space planning. 4. Provide services to Manchester residents such as assisting with wetlands applications, answering questions regarding regulations and open space issues, following up on reported violations, etc, 5. Participate in open space planning, management and the seven-year action plan as specified in the town's Open Space and Recreation Plan. 6. Enhance conservation commission managed open space through improvements as outlined in the Open Space and Recreation Plan. 7 . Support the acquisition of open space and the creation of conseryation restrictions for the pulposes of natural resource preservation, watershed protection, flood control, passive recreation, fisheries and wildlife habitat. 8. Continue membership in the Massachusetts Association of Conservation Commissions and actively participate in conferences and workshops.

E-2 Conservation Commission

Town Administrator

Grants Conservation Administrator Administrator

Administrative

Assista nt/M i nute Ta ke r

0 1 487 CO¡,¡SER1/AÏON COMMTSSTON FY-2017.l FY-2017 FY-2018 FY-2018 Fy-2019 FY-2020 Fr-19 trt-20 BUDGETED ACTTIAL EUDGETM A TUAL AUDGETÐ n¡ouæio Change +/(-)

6,525 7,299 7,481 10,515 3,034 53,268 CO¡¡SR¡AÏO¡¡ n Or,¡rruSfn¡fOn CHnS ARTONf 40,974 41,998 ¿16,468 4,470 GRANT A DVIINISTRATOR IVA RI RELLY- 14,980 15,355 19,674 4,319 ++ SS{IOR CLR( (fta làlner) 2,191

51000 coN. coMM. 61,984 62,926 63,253 67,907 64,834 76,657 11,823

EIPB{SF 53450 POSTAGE 500 536 500 750 550 600 50 sã¿aä PRlNrnÌ.¡c/a ov mnslr..c 250 250 92 400 100 üUU s42oo oÈncesuppltEs 500 435 500 473 500 475 s7ìoô rnnvanmals 200 155 200 65 200 150 57300 DUES/SUBSCRmOMS 700 684 700 552 800 600 ¿uu 58700 OFFICE EC¡UIFMENT 500 384 500 618 500 500

iornl B

01488 52OOO COROOiI WOOIS e

TOTAL SALAFXES & 65,884 1

*NOTE: Salaries were previously combined into one total. Boost to staff hours: Each of the three part-time staff is given a small boost in weekly hours. Currently work is not getting done timely or staff are incurring unpaid hours to complete their workload. Projects are becoming more complicated and abutter scrutiny has increased as more marginal lands are brought under development. The new hours represent a l4o/o increase. Without these additional hours the budget is up 2.5Yo.

Revenues received by this department for FY2018: Conservation fees $11,402

E-3 This Page Intentionally Blank

HUMAN SERVICES

FY-2017 FY.2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-15 / FY-20 BUÞGETED Actuat BUDAETED Actual AUDGETEI) RESUES¡ED Change4(-) HEALTH SALARE¡ 62,30ö 56,864 63,880 57,052 66,444 649r0 (528) EXPENSE¡ 58,650 16,44t 63,626 u,287 5¿550 52,800 250 verERANS'SRV|CÊS Þ(PENSES t6,050 14,500 14600 14600 r4500 t6,000 500 VETERANS' BENERTS 500 600 .16,360 28,800 20,000 (8,800)

COUtrlClL ONAGI¡|G SALARES 140,451 142,261 145,42O 164,304 t60,316 168,224 7,908 Þ(PENSF 16,qO ß,22A 16,550 1a,o22 17,126 18,026 900

33s,e66 i i',.-B..ig¡?5b :

Board of Health F-l

Board of Ifealth Departmental Statement

The Board of Health will continue to serve the people of Manchester by protecting the public through efficient implementation of the various programs, including those programs that are mandated by the Commonwealth of Massachusetts, Division of Public Health. The Board of Health will continue its proactive approach to all health concerns by emphasizing prevention and public education. Board of Health Fy-2020 Goals and Objectives

The Manchester Board of Health will continue every effort to protect the public health of the residents from the very basic health threats to ever-changing health issues. We will continue to refine our focus on innovative health prevention programs while keeping up with new mandates created by the State.

Organuational Chart

Board of Health

Animal Part-time Nurse Office Clerk lnspector

Health Department Programs and Subprograms

Board of Health

Environmental Services Communicable Diseases Licensing Health Promotion & Disease Control Programs Programs a Food Establishments . Septic inspection o Tuberculosis Control a Septic System Programs o Food Service Inspection o Tracking ofall Installers a Immunizations o Household Hazardous Waste reportable a Septic System Haulers a Hypertension o Mosquito Control communicable a Swimming Pools screening . Tobacco Control diseases & their a Bathing Beaches a Flu Clinics o Title V follow-up a Hepatitis B program o Beach Water Testing a Home visits r Building Permit Review I Education & Referral o Housing Inspections Board of Health F-2

lt F_.\t.'t't I t)t.. P.{R't.lvt FtN't'

FY2017 FY2018 FY2019 FY2020 Position FTE FTE FTE F'TE Part-time Nurse .30 .30 30 .30

Administrative Assistant 75 75 .75 75

Total Full-Time Equivalent 1.0s 1.05 1.05 1.05

01501 HEALTH FY-2017 FY-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-19 / FY-20 BUDGETED ACTIIAL I BUDGETED ACTUAL BUDGETED REOUESTED Change +/(-)

39,165 40,144 41,148 40,461 (687) S-10 PUBLIC HEALTH NURSE 21,840 22,386 22,946 23,105 159 t-orucevnv 1,000 1,000 1,000 1,000 E.S. OEGRE 350 350 350 350

51OOO HEALTHSALARI$ 65,444 64,916

ÐGEI'¡SES 53050 FROFESSIOI\A L SERl/ ICES 45,000 32,738 38,000 22,176 37,000 36,000 (1,000) ÈaAa^ r¡nÁ¡ r rxrcæòrinr¡ t Ãnn ? Ãnñ ^nn 53200 rnnn¡n¡c 500 500 500 500 53450 POSTAGE 400 14 300 38 250 250 Sg¿eO PRNfll'lG/R OVemrS¡¡¡C 800 829 700 1,208 700 700 54200 OFFTCËSUPPLI$ 700 197 650 556 600 600 55OOO MDICAL SUPPLIß 3,250 4,461 5,000 4,908 5,000 5,250 250 57100 TRAVE-/MEALS 300 135 300 250 250 57300 DUES/SUBSCRpïOMS 200 250 175 150 250 250 ssgoo r-AzRRDous wÀsrÈ collrcr¡oNs 4,500 4,859 5,000 3,772 5,500 6,000 500

TOTAL Ð(PENSB ,650 45,447 34,257 52,550 52,800

TOTAL SALARIB A E(PEISæ 1 117,994 117,716

Professional services pays for an engineer to review septic plans and installations. Applicants pay a fee which covers this cost. Board of [Iealth F-3

Revenues received by this department in FY2018:

Acct Descripion TOTAL PERMITS-PERC TESTING 2,695.00 PERMITS-FOOD SERVICE PERM ITS 6,880.00 LICENSES-CAMP LICENSE 135.00 LICENSES.POOL 630.00 PERMITS-WF]Í I r00.00 PERMITS-KEEPING OF ANIMAI"S 30.00 PERMITS.TITLE V INSPECTION REV 2,700.00 UCENSES-SEPTICPUMP 5,935.00 UCENSES-StrTIC SYSTEMS 1,760.00 PERMITS.DIS. WORK CONSTRUCTION 3,525.00 FMS-COMM-FLU CLINIC REMB. 4,291.68 28,681.68 Veterans Services

Veterans Services Mission Statement

The mission of the Veterans Services Office is to provide financial and medical aid assistance to needy veterans (andlor dependants) in accordance with Mass General Laws Chapter 115, CMR 108, through the Commonwealth of Massachusetts Department of Veterans Services (DVS). The state will reimburse the Town 75Yo of the expense of authorized assistance provided to veterans in Town of Manchester. It is also our mission to assist veterans who may not be eligible under Chapter 115 by working with them to get proper alternate sources of help (i.e. VA, SS, & ssr). FY-2017 FY-2017 FY-2018 FY-2018 FY-2019 F-(-202A FY-19 IFY-20 01 551 VEIERAT.IS SER/ICES BUDGEÍED ACTUAL BUDGETED ACTUAL BUDGEIED REOUS'ÍED Change +(-)

51OOO VEÏEMNS'AGENT

EçENSES 53050 PROFFS|ON¡CL SER/CES 14,500 14,500 14,500 14,500 14,500 15,000 500 53450 POSTAGE 100 542Û0 OFFTCESUPfì-|E 200 sztoo tRRvalvpqls 150 57300 DIJES/SUBSCRPnONS 100

TOTAL 15,050 1

57700 VEÍERAI\S' BENEFTß 500

TOTAL SALARIF & Ð(FET\¡SES 15,550 I

The Town oiManchester entereci into an agreement with the City of Gioucester's veteran's department in FY2016 to provide veteran's services. The Town receives 75o/oreimbursement for veteran's benefits paid out to Manchester veterans. FY2019 several benefit awards have been granted.

Veteran Services Programs and Subprograms

Director Veteran Services

Veterans Programs

a Outreach and education of available veterans benefits a Assist¡nce & referral I'or VA, SS, and SSI benefits a Administration of 75%o state reimbursements a Coordination of Community/ Schools Involvement in Memorial Day celebrations

F-4 Council on

Departmental Mission Statement

By keeping our elders as integral members of the community and supporting them through community services, resources and intergenerational activities, we endeavor to improve their well-being and enjoyrnent and quality of life.

The basic purposes of the Elder Services Department are:

1. To identify the total needs of elders in the community; 2. To educate citizens and enlist the support and participation of all to meet the needs of elders and to recognize such assistance; 3. To design, advocate for andlor implement services to fill these needs or to coordinate existing services; and 4. To cooperate with the Massachusetts Executive Office of Elder Affairs and the Area Agency on Aging and to be cognizant of State and Federal legislation and programs regarding elders.

Organizational Chart

COA Director

COA Board Friends of COA (7-LL Members)

Volunteer Coordinator/ Van Drivers (3) Outreach Workers Administrative Assistant

Volunteers

F-5 Council on Aging

FY-2020 Goals & Obiectives

Goal 1: To provide comprehensive programs and services to promote the physical, emotional and social needs of the individual and senior community as a whole; culminating with more far- reaching programs to meet the growing demands.

Objectives:

o Continue to offer wellness programs to enhance the well- being of our senior population

¡ Develop more intergenerational activities and programs

r Provide one or more activity and,/or event daily for seniors to engage in

Goal?z To develop a Senior Center, to house the Council on Aeine office and perhaps the Veteran and Board of Health offices. Development of such a facility would not only enhance the lives of our senior citizens through increased social and wellness programs, but it would also provide additional meeting spaçe for Town Boards and Committccs.

Objectives:

a Pruvide more cultural prog'aming and events on a regular rotation

a Develop activities to enhance the increasing social needs of our senior citizens

o Provide more hands-on assistance in arcas such as fucl assistance, supplemental nutrition assistance program (SNAP) benefits and SHINE (Serving the health insurance needs of everyone)

a Develop, manage and operate a daily lunch program

a Create an environment that is warm and welcoming for all residents of Town who are over the age of 60 andlor disabled or about 33olo of our population

F-6 Council on

('ouncil on .-\ging

Summary FY 2017 FY 2018 FY 2019 FY 2020 Position FTE FTE FTE FTE

Human Service Director 1 I i 1

Adm. AssistantA/olunteer Coordinator I 1 1 1 Van Driver#1 t/3 I /3 t/3 I/3

Yanhver#2 t/3 1 /3 U3 1 /3

Van Driver #3 t/3 1 /J t/3 1 /3

Total FUII-Time 3 3 3 3

ottr¡lrafxÌ ot sallþt StwE¡vcarficlt oi ¡Gr¡rG Ito6 t^tts I ¡f ¡€t^rMs 'ltf

DnECTOf, OF SE!üOR $ER\ICIES/COA

¡gÍvrTf,¡r?yriÍr dtrtrGtf Ìt¡ttt(nï¡T¡i a ldr¡,-L- f Tl*lb¡r I fF.l Oìtþ r búrh-b o Strf/frrfib r Ladþrh¡r¡ r h./fl¡(b 0 ei-tb I llútr-Èár r hiù*ì¡n/ o hJb¡¡i¡firr r ßil{bih¡n * I T¡åI 0 ùrrLi b-È.a, . C;ùbt I Hrl}t tb-r,hvJ a lHrth a l-!¡túdâ'{ü r ldirn*tArtfil lrir I ttdå.*./r+ i lr¡5 t hJ6* r 5*H¡r¡ o llh+ù¡r a ùrkdr I lIprritrl5Hr tr*rbc*rfFrp:l

F-7 Council on Aging

0153I COUNCIL ON AGING FY -2017 FY-2017 FY-2018 FY-2018 : FY-2019 FY-2020 Fv-15 IFY-20 BUDGETED ACTUAL BUDGEÍED ACTUAL : BUDGTTÐ REQUESTED : Change +/(-) SALARIES M2 DIRECTOR-SR SERVICES 69,096 75,000 78,875 83,000 4,125 S.3 VAN DRIVERS 44,172 45,763 47,O31 4E,505 1,474 S.4 SENIOR CLERK 26,663 28,157 28,860 30,969 2.109 LONGEVIry 500 500 500 700 200 SENIORWORK OFF 4,500 4,500 EÐUCATION STIPEND 550 650

51OOO COA SALARIES

Ð(PENSES 52640 Ar.J10 /AN REPAIRS 196 52850 FUNCTIONS/RENTALS 500 75 500 205 250 250 53400 TELEPI{ONE 1,475 1,649 1,475 1,330 1,650 1,650 53450 POSTAGE 350 350 250 250 54200 OFFICESUPPLIES 1,475 1,619 1,475 2.282 1,475 1,575 100 54800 GASOLINSOIL 7.500 6,062 7,500 8,701 8,500 9,200 700 571 00 TRAVEL/MEALS 2.200 1.961 2,000 1,740 2,000 2,100 100 57300 DUES/SUBSCRPNONS 500 ooo 500 545 500 500

TOTAL

TOTAL SALARIES &

Director last year of pay adjustment. **$10,000.00 of 3tâte Grant monies will be used to supplement operational expenses

Three part-time van drivers- one works 17 hours per/wk.; two split the month (one works two weeks and the other works two weeks- averaging 14 hrs. per week)

No general revenues received by this department in FY2018.

F-8 Council on Aging

Projections: All age and over 60 for Manchester by the Sea: by 2025 the all age population will drop to 4,846 while the over 60 will soar to 37o/o or L,792. By 2035 the all age population will drop to 4,478 and the over 60 to 1,709 or 38.2Vo. The services/needs provided by the Department of Senior services/Council on Agrng will grow as the population of over 60 grows.

Annual statistics are up overall, most notably Health Insurance advocacy (SHINE) at25o/o, outreach at9o/o, and wellness/fitness at33%. Transportation is up 4Yo overall.

F-9 This Page Intentionally Blank Library

Library

Mission Statement

The Manchester-by-the-Sea Public Library, small and suburban, functions as a civic hub of its community by providing all residents and other users with a balanced range of resources and activities, meeting educational, cultural, and recreational needs. The library serves as the center for lifetime learning and enjoyment, providing access and pathways to success for all.

A knowledgeable lifuary staff provides high-quality reader's guidance, research and assistance using local resources and interlibrary materials and services. The welcoming environment of the facility promotes maximum resource utilization.

FY-2020 Goals & Objectives

a The Library is engaging in communitymeetings, focus groups, and gathering data to focus on use of space, resources, and retain high integrity of purpose in serving the community inpreparation for filing our state Strategic Plan for 2021-2025. With the newly renovated Teen Space, we will be fine tuning programs and services to this population for both immediate service and planning. a The Library will continue work on a technology plan to assess, implement and procure appropriate and engaging technology. The training for both staff and patrons will accompany this, as well as appropriate policy of use for educational and recreational technology needs.

G-1 Library

Manchester-by-the-Sea Public Library Programs and Subprograms

Library Trustees

Library Dirßctor

LIBHARV DIRECTOR ADULT SERVICES YOUTH SERVICES CIRCULATION, INTER Administration LIBRARIA¡{ LIBRARIAN (birth -18 LIBRARY LOA¡Í Reference years of age and care- LIBRARIANS r Budgeting& givers Circulation Accounting a Research & r Grant Writing information seryices I Circulation r Check in/out mâterials o Facility Management a Collection development a Reference ¡ Overdue & billing r Personnel management a Technology o Pre-school library notices & development coordination coordination r Patron accounting . Policyrecommendation a Staff& patron training a Summer reading r Reserve system & implementafiou o Reader's Advisory r Interlibrary lo¡n r planning t Internet Access t Vacation programs ¡ Collectiondevelopment r Collection & services Technical Service a Readers adv¡sory r PatrorrÌegistl'at¡on development a Cataloging a Collection r Materials control r MaterialsAcquirition a Processing department r Readerts advisory r Consortium a Mending a SchooVlibrary development & a Technology Support coordination rnanagerneni I StaíiTraining a Buriget Control o State reporting/ Interlibrary loan regulatory compliance

G-2 Library

t.t tìt{,\R\

Summary FY 2017 FY 2018 FY 2019 Fv 2020 Position FTE FTE FTE F'TE

Director I 1 I 1

Circulation/Interlibrary loan librarian 1 I 1 1

Adult Services librarian 1 1 1 1

Youth Services Librarian 1 1 1 1 Young Adult Librarian 30 .30 30 .30 Cataloger 15 .15 15 .15

library technicians Part time 1 1 I I Custodian Part time 15 .1s 15 .15

Total Full-Time Equivalent 5.60 s.60 s.60 5.60

Personnel Explanation:

STAFFING - Library is open 48 hrs. Per week, not including Sundays

r Director 40 hrs. per week min. r Circulation/Interlibrary loan librarian - 33.5 hrs. per week o Adult Services librarian - 33.5 hrs. per week r Youth Services Librarian - 33.5 hrs. per week ¡ Young Adult Librarian- 12 hrs. per week r Cataloger - 6 hrs. per week r Part time library technicians - (assistants) total of 34 hrs. per week ¡ Custodian - 6 hrs. per week

L¡brary D¡rector

Llbmry technic¡ans Youth Servíces Adult Services circulation/lnterllbrary Custodlan Part time Cataloger Adult Pârt timê L¡brãrian librarlan loan llbrarian

G-3 Library

O.I601 LIBRARY FY-2017 FY-2017 FY-2018 Fv-2018 FY-20'19 Fy-2020 FY-19/ FY-20 BUOGETED ACTUAL BUDGETED ACTUAL BUDGETED RFQUESTED Change +(-) SALARIËS rVF6 DIRECTOR 80,450 82,461 84,523 86,636 2,113 H-7 Head of Adult Services step tll October 2013 49,1 59 50,387 51,647 53,443 1,796 I-I7 CIRCULATIOMINTER LIBRA. 50.656 51,922 53,220 55,043 1,423 H.7 CHILDRËAIS LIBRARIAN 47,740 48,933 47,594 53,443 5,849 s-s clmxs 1: rr¡ 31,000 37,375 38,310 39,593 1,283 s-7 CATALOGER (2 PT) 8,500 8.521 8,734 9,026 292 S-5 CUSTODIAN 6.200 6,355 6,514 6.732 218 YA LIBRARIAN 15,500 15,887 16,284 16,829 545 LONGEVTTY '1,300 1,500 1,500 I,500 oecnes¡peruo 1,450 '1,450 1,450 1,450 VACATION COVERAGE 5,000 5,250 5,381 5,516 135

51OOO LIBRARY SALA Ð(PENSES 52150 E_FCTRICTY 5,500 5,501 6,000 6,036 6,000 6,100 100 52200 HEATNG OIL 6,500 3,946 6,500 4,239 5,000 4,25Q 52400 BUILDING REPAIRS 4,500 ô,007 4,612 3,'t27 5,500 5,500 sz¿¡t cofr¡çiùralsvE Ct-EA[.llNlC 1 1,500 - 1 1,604 1't,787 12.336 12.500 12.500 sz¿ss secùnrYnLARM 312 312 312 286 312 312

TOTAL ÐçENSES 723 1

TOTAL LIBRARY SALARIES & 449,517 0 11

Sunday hours added to the Town's operating budget in FY2018 which v/as previously supported by private funds.

Revenues received by this department in FY2018: Library Fines $687.19

G-4 Recreation

PARKS & RECREATION

FY-2017 FY-2017 FY-2018 FY-2018 FY-20'tS FY-2020 FY-''g tFV-20 2,420/" BUDGE|ED Aclual BUDAETED A,ctual BUDGÉTED REQUESTÊD Change +lG) PARI(S & RÊCREAÎION DPARTMENT SALARI¡S 134,930 1t7,422 136,163 t36,163 138,283 112,721 4,438

Þ(PEI¡SES 8,550 8,472 8,300 7,305 8,334 7,009 (726)

SINGI]IG BEACH OPERAÍ IONS SALARIE9 63'88¡f 63,884 67,084 ú,266 70,2U 72,0*t 1,757 Þ(PñtsEs 11,325 14,229 r3¡00 13,800 t6,800 10,300 (5oo)

LIFEGUARÞO SALARIES 51,411 46,769 9,614 50,637 57,814 59,259 1,445 Þ(PEi¡SES 3,¡lo0 3135 3,400 3,,O0 3,400 3,'l{to

TITKS POINT & CROWELL CIIAPE- SALARIg¡ 6,000 4,163 6,000 5,726 6100 6,400 Þ@EltsEs 30,370 23'pp,z 30,370 20285 30,3?0 30,870 500

OTHRRECREATION MEIIORAL DAY 3,000 3,000 3,000 3,000 3,000 3,000 FOIRTHOFJULY fi,000 1{,000 12,000 12,000 13,000 14000 1,000

355,ooo lre

Parks & Recreation

Recreation Department Mission Statement

The Recreation Department is responsible for the planning, coordination, supervision and evaluation of all recreational programs and services for the Town of Manchester-by-the-Sea. The Department provides administrative oversight of ocean beaches (including Singing Beach), community parks, and the scheduling of athletic fields, a community picnic pavilion and a community chapel. Also the Director provides technical advice to the Manchester 4th of July Committee in planning and implementing its annual celebration.

The Manchester Parks & Recreation Department strives to offer programs and services that help to enhance quality of life through parks and exceptional recreation opportunities. We provide opportunities for all residents to live, grow, and develop into healthy, contributing members of our community. In addition, we strive to maintain and improve our attractive and inviting parks and grounds, as well as provide safe and efficient public buildings.

Recreation Department FY -2020 Goals

Improve maintenance at all parks. o Evaluate and remove, repair or replace perimeter fencing where needed. r Evaluate existing play equipment for on-going maintenance and replacement

Continue to provide recreational facilities and programs that address the needs of all residents o Improving Sweeney Park; including parking, basketball court and bathroom facilities o Provide recreational offerings at parks o Provide expanded playscape facilities at parks to improve recreational opportunities for small children and families . Expand programming to include new nature based activities o Install additional water fountains, particularly at the larger parks with both low bowl type spigots for dogs and water bottle niling stations to encourage reusing water bottles o Explore methods to assist football league with additional field space o Provide additional picnic tables and benches ., Look to develop dog policies in the parks and on the beaches that is consistent with what the residents wishes , including regulation signage and baggies for waste collection

Improve safety and sense of security for park users ¡ Develop a plan to monitor parks and beaches, including expanded police presence and possibly cameras o Remove and replace outdated play equipment r Add safety surfacing around play equipment o Improve drainage and uneven fnphazards at Masconomo Park through proper grading and hydro seeding the park to acquire plush grass for playing and passive recreation o Replace select equipment and facilities to maintain functionality o Continue to enhance barrier-free/ ADA approved access to park and beach facilities

H-1 Parks & Recreation

Parks & Recreation Department Organizational Chart

Director of Parks & Recreation

Program Director Beach Head Operations Lifeguard Manager

School ?layground At¡ Program Assistant Assistant Staff Head Beach Staff Lifeguard Manager

Lifeguards Beach Facility Attendants

H-2 Parks & Recreation

Programs and Main Responsibitities by season

Recrcation Recreation Director Commission

Fall Winter-Spring Summer Prcgrarns Progmrns Progmms

a Homets After r Homets After r SumtneL School Pncgmm School Prograrn Playground a After School ¡ Day trips o Week long clinics Activities. r Winter Basketball and progmrns. a Special Events ¡ Winter Prograrns . Day Tl'ips a Review and Set r Raise money for 4r' r Scheduling fields Policies for rentals ofJuly Celebration and facilities and ¡ Hirc & Train rnonitoring use. Seasonal Staff

Rl.l('t{t...\ t't()N Summary FY 2017 FY2018 F',Y2O19 FY2020 Position FTE FTE F'TE F'TE

Recreation Director 1 1 1 I

Program Coordinator 1 I I I T easonal Employees 43 43 43 43

Revenues received by this department in FY20 I 8:

Acct Descripfion TOTAL RECREATIO-NON-RESIDENT PARKING 37,460.00 RENTAIS-TUCK'S POINT 32,184.00 RENTALS-CROWFI T Çt¡,4P¡¡ RENTAL 1,700.00 RETAILS - ATHIETIC FIELD 15,325.00 RENTAIS-KAYAKRACK 2,775.00 RENTAIS-SINGING BEA CH CANTEEN 16,500.00 FffiS-FILM/PHOTO 2,500.00 108,4¿14.00

RECREATION REVOLVING RECREATIONRECEIPTS 253,239,74 PI-A. YGROTIND RECEIPT S 57,315.00 CONCERTS RECEIPTS 6,373.36 316,928.t0

H-3 Parks & Recreation

0l 021 RECREATION DEPARTn/ENT FY-2017 FY-20'17 FY-2018 FY-2018 Ft-2019 F r-2020 FYIg / FY.2O BUDGEÏED ACruAL BUDGEÍED ACTUAL BUDGE|EÐ REQUÊSTED Change +/C) SALARIES RECREqTION DIRECTOR 85,619 85,619 86,475 88,636 2,161 FROGRAM COORDINATOR 49,3'11 50.5¿14 51,808 54,085 2,277

51OOO RECREATION SALARIES 1 1 36,1 63

P(FENSES 53200 EDUC,CTIOMTRA INING 2,O16 2,038 2,O16 1,666 2,O50 1,600 s¡¿so posrncÊ 600 692 350 300 350 300 S3¿AO FR|NI-|Ì,IG/RDVERTISING 1,000 1,307 1,000 583 1,000 900 s+zoo orrcesuættrs 584 303 584 421 584 534 55990 COtvPt¡TER SUFPLIES 1,500 1,117 1,500 1,481 1,500 1,500 57100 TRAVELiMEALS 2,200 2,455 2,zQQ 2,311 2,200 2,200 Ã7ân^ n lEê/er ¡Þê^ôrffr^rrc 050 560 650 524 650 575

iorÀL a

TOTAL SALARIES & Ð(FENSES 144,463 1

rv-zoil FY-2012 w-zorc Fy-zo1g FY-2019 FY-2020 FY-19 / FY-20 27000 srNGtNc BEqcH 9FERATTONS NUOCNCN AgfUAL BUDGETED ACruAL BUDGFTÊD RECIUESTED Change +(-)

14ô^^ ôrirltr¡^ J rvvu Jf rgf rg ohu r JA|ñNæ i

E(PENSES 52100 MTURAL GAS 900 631 900 527 900 800 10c s2rso el-ecrRtCrry 3/b 200 115 200 200 sz¿oo eúl-or.tc RFnRs 1,750 2,551 1,750 3,060 3,000 3,000 52430 RUMBING 2,500 z,si:o 2,194 2,500 2,500 53400 TELEHIONË 1,000 731 1,000 585 1,200 1,000 200) s¿zso súmps 3,000 1,851 3,000 2,834 3,000 3,000 55400 SIGNS 500 zoó 500 410 500 500 58575 ËQUIFMENT 3,300 3,720 3,300 2,615 3,500 3,300 58580 OFF-SEASON SANITATION 1,000 1,630 650 1,460 2,AOO 2.000

TOTAL 13,800

TOTAL SINGING BEACI-I OPERA 87 1

3OOOO LIFEGUARDS 51 OOO LIFEGUARD SALARIES 51 763

52000 Ð(PB.ISES

TOTAL LIFEGUARDS 14 1

ÏOTAL SINGING BEACH & LIFEGUARâS 1

H-4 Parks & Recreation

FY-2017 FY-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-19lFY-20 BUDGETED ACTUAL BUDGETED ACTUAL BUDGEIED RFQUESTEÐ Change +/(-) 01638 ruCK'S POINT& CROWELL CIIAFEL

51OOO TUCK'S POINT SALARIES 6,000 6,400

Ð(FEI\ISES 52100 NIATURAL GAS 200 101 200 530 200 200 52150 E-ECTRCTTY 770 711 770 979 770 770 52200 HEATING OIL 6,500 3,516 6,500 4,965 6,50C 6,500

52400 BUILD¡NG I'/IAINTEMNICE & REPAIRS 13,000 11,948 '13,000 7,382 1 3,000 13,000 52430 LAI¡/N AND GROUNDS 3,500 3.'113 3.500 2.26Q 3.500 3.500 52895 CLEANI¡IG SERVCES 4,500 2,586 4,000 89 4,000 1,000 (3,00( 53050 PROFËSSIONAL SERVICES 1,400 1,1ô1 1,QO 3,519 1,400 1,400 s¿iso súpplrs 500 856 1,000 561 1,000 1,000 53400 ïelephone 1.000 1.000 52430 Hurnbing 2,s00 2,500

TOTAL

TOÏAL TT'CK'S 36,370 770 37 500

î{-2017 FY-2017 FY-2018 Fv-2018 FY-2019 FY-2020 w-19 IF(-20 BUDGEIED ACruAL BUDGFTED ACruAL BUDGETEÐ REQUES'IEÐ Change +i(-) 01640 OTHER RECREATION

TOÍAI. OI1IER RECREANOru

H-5 This Page Intentionally Blank Debt Service

DEBT SERVICE

F,Y-2017 FY-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-19 / FY-20 10.9æ/ô BUDGETED Actuel BUDGETED Actud I BUDGETED REQUESlED Chdngø +fi-) DEBÍ SERVICEPRINCIPAL, INTEREST & FETS MATURING PRII.¡CIPAL 1,623,704 1,344,370 1,22'1,815 820,403 1,170,97 883,365 1287,0221 LONG TERM IT'ITEREST 31+087 167,437 39q829 171,332 371,339 34e,150 122,1891 TÊMPORARÍ LOANS/INTEREST 30,000 45,431 30,000 23,352 30,000 (30,000) WPAÎ ADMINISTRATION FEE 1,026 '1,o25 244 2,141 2,503 2,24 (2561

',1¡ági6a. 1,2U,763 ,

Debt Service

Debt service is the payrnent of principal plus interest for moneys borrowed by the Town. The Town's borrowing includes long-term debt for capital investments in which there is an expectation of realizing future benefits over a reasonably long period of time; and short-term debt which is undertaken in anticipation of revenues. Capital investments by Town policy are limited to those items or projects having a useful life in excess of five years and a cost of at least $ 10,000.

Most long-term debt issued by the Town is repaid within 15 to 20 years of the issuance of the bonds which are used to finance the debt. Larger projects are typically repaid over a 20 year term. Rapid retirement of debt decreases the interest at which borrowing occurs, and the total amount of interest paid for the borrowing.

FY-2017 FY-2017 î(-2014 FY-2018 FY-201 I FY-2020 1t-19 tFY-20 DÊBT SEÍIVICE PRINCIPAL, INTEREST & FEES BUDGEIED ACruAL BUDGEIED ACruAL BUDGETED RK¡UESTED Change +/G)

01 701 59100 ÍVIATURING FRINCIPAL 1,221,815 820,403 1 .'151.779 883,365

otìzt sstsó lorue rm¡¡ nnmesr

017 41 59250 TËIIFORARY LOA NS/IMERËST 30,000 23,352

01701 59125 WPATADì/INISTRATON FEE

TOTAL DEBT 1 ,o't7

lbtalDue Loan Subsidies Budqeted FY-2Q2O FY-2020 FY-2020 Water tullution AbatenÞntTrust (96-49-A) Ffincipal 65,000 19,312 45,688 lnterest 1,788 1,788 tVtrrnicipal Rrrpose Loan of 2003 (c.O.) Rincipal 165,000 165,000 lnterest 12,900 12,900 fvfrnicipal Rrrpose Loan of 20f 1 (G.O.) Frincipal 185,000 1 85,000 lnterest 60,769 6U,7tr9

Municipal Rrrpose Loan of 2014 (G.O.) Êinc¡pal 1 00,000 100,000 lnterest 37,500 37,500 Municipal R:rpose Loan of 2017 (G.O.) frinc¡pal 107,677 107,677 lrìterest 29,318 29,314 Municipal RJrpose Loan of 201S (G.O.) Ff¡nciDal 260,000 260,000 lnterest 208,663 208,663

lotal fÌinc¡Dal 902,677 19,312 883,365 Total lnterest 350,937 1,788 349,150

Total Due 1,253,614 21,099 1,232,515

I-1 Debt Service

Debt Proieetions

Summary Debt fâlêof Set¡c€ ssu6d Outsland¡nd FY-2O w-21 FY-22 FY.23 FY-24 Fv-25 y'Vater Pollution Abat€ment Trßt {96-¿9-A} 65.000.00 65.000.00 1 aA7 4ô i2t16tna unic¡Dal Purooss Loân of2003 lG.O.ì Pr¡ncioâl â¿5 noo oo 145 00n oô 1nn nnô nô l6ô nnn no 110 onn no lntêræl 3l) 300 00 12 gon oo q 200 nô 5 ßno oo t 60n ôô 05126111 Múnic¡bal PurDôrê I ôân ôf2o1l lG o \ P¡¡no¡Dal 1.410.000.00 1A5 000 00 1As OnO nO lAO OnO OO 1AO O00 00 180 000 o0 180.000.00 377.137.5A 60.768.76 55 21A 76 ¿c.668 76 44.284.?6 38.868.76 35.243.76 02tlah¿ Il¡uDic¡oal PurDosê Loan of 2014 lG ô \ I lnn ôno nn '100.000.00 '100.000.00 100.000.00 100.000.00 '100.000.00 1nô oon on ?45 noo oo 33.500.00 31 COn nÕ 2 500 0n 25 50ô 00 ñÁ113117 MuniclÞal PurÞosê Loan of 201 7íMCWT| 1 ¿659?OOO Iîa â77 lln n1a 11t¿ 0 â6 270 67 710 lnt6.*t )72 979 A) t9 ?14 t7 1ß6 2Á 9Ê6 ?2 716 t1 419 20 îat 03129/1 I Mrrnlclbâl p'rñôça I ôân ôfrnl lG ô I PrinciÞ¿l 4 910 000 0n ,6n ono n0 ,75 0îi în ?no noo on ,qn n00 00 305 00n o0 32s 000.00 lntêræt J.569.912.50 20a â62 5î 1q5 ß62 50 1Al fi2 50 1â7 912.5n 1s3/12 50 '1 38.1 62.50

TotalPrinc¡Dall 10.f95.920.00 902.677.00 850.0t8.00 a22.409.OO 764.861.00 651.270.00 672.710.00 ? 446 A1a 350.937.16 322.746.12 295.645.76 268.997.58 tLt 2n¡ 16 ,16 qqq q6 '^

r-2

ENTERPRISE FUNDS

lFt{fEBÊRFB nuup$' :.t:;- å:r' il''fÉ1r.Ìr.'r n 1iiír'ii }t FY-2017 FY-2017 FY-2018 FY-2018 FY.201S FY-2020 FY-.tg / FY-20 11.03Vo BUDGÊTED Actual BUDGEîÊD Actuat BUDGETED RESUESTED Change +/o SEWER FUND SALARIES 269,899 258,871 290,315 301,233 274,762 284,ã54 9,792 EXPENSES 285,750 282,871 324,750 241,539 352,150 318,300 (33,850)

WATER FUND SALARIES 236,306 235,862 241239 26t,986 224,533 232,071 7,638 DISTRIBUTION EXPENSES 144300 132,724 142,800 138,685 158,000 163,500 5,500 TREATMENT ÉXPENSES 532,694 551,904 u0,212 551,940 674,862 591,000 16,138

1,58s,125 i', ' . , .r': 5-¡rg

Enterprise Water & Sewer

WATER A.ND SE, DPARTMENT

The water division's responsibility is to provide reliable, clean, drinking water to the majority of the town. The water treatment plant uses water from Gravely Pond and the Lincoln Street V/ell to supply the Town with the water needed by the community. The distribution system - the array of water pipes underground - is maintained 2417 inorder to deliver water throughout the Town. The water division also maintains the sewer collection system and pump stations. The pipes underground are maintained by the town's staff, and the water treatment plant is operated by a private vendor. The vendor also is responsible for compliance testing and reporting.

The sewer division operates the wastewater treatment plant located behind Town Hall. The plant treats effluent from roughly a third of the town. The plant operates 2417 and is monitored continuously for proper operations through a computer system called SCADA. Managing and operating the plant requires the work of four fuIl-time employees per state regulations. An in- house lab produces the necessary reports on the quality of the treated flows. Complying with the numerous regulations requires a considerable amount of monitoring and reporting. Because of the amount of infiltration and inflow removal work that has been done, the large fluctuations of volumes have been reduced. Salinity remains a problem, but again the volume has been reduced.

Both departments operate as enterprise funds, meaning that fees charged for water and sewer are used to support the operating costs of the divisions. Fees have and likely will need to continue to increase as rrye deal with the significant capital needs both operations have.

GOALS:

WATER DIVISION:

-Distribution system maintenance/improvements: As part of the unidirectional flushing program, all hydrants and valves were inspected and operated. Sixty (60) hydrants were identified as needing to be repaired or replaced and numerous valves. About % of the hydrants were replaced this past year along with valves. The second half of this work should be completed by the end of 2018. This will result in the critical components being addressed so we have far better control over the distribution system.

A capital efficiency plan has been completed. This has identified $40 million in needs. It has been layered with the pavement plan as the first step to a comprehensive asset management plan. Storm water information produced by the MS 4 requirements, when implemented, will be another layer. Sidewalks, signs and other assets will be added as available. The goal is to produce an assessment of the complete infrastructure so effective planning can be done.

-Flushing: The directional flushing program continued where operating valves allowed, as outlined in the plan. This has been successful, using less water and getting a more effective cleaning in less time.

-Water System: A firm yield analysis was conducted on Gravely Pond, so the capacity is identified. Work continues to reduce unaccounted for water amounts. The Lincoln Street

J-1 e Water & Sewer improvements removed a restriction in the main line that serves the east side of town. Approximately 1500-feet of water main was replaced on Ocean Street. This side of Ocean Street has experienced several breaks over the years and the new pipe is PVC rather than cast iron, which is adversely impacted by the tidal and saltwater ground water conditions.

SETVER DIVISION:

-The WWTP plan has been completed, identifying about $4 million in required upgrades. This year we replaced the muffin monster (channel influent gnnder), as well as other pumps and otarden" drives that were failing. The comingyear we will continue replacing equipment and the plant by moving critical components above the flood line.

-The town' s 3 pump stations were upgraded/replace d in 2017 and 201 8. They all report data to a cell phone and are operated by a consistent pump and control types. In 2018 we added backup generators and appurtenancos for the pump stations as well.

-The Harbor Loop improvements are scheduled for Spring/Summer of 2079. DPV/ is currently assessing options for rehabilitation or replacement. When complete, we will again focus on locating and removing sources of VI and infrastrucfure improvements.

J-2 EnterprÍse \Mater & Sewer

6OOOO SEWER FUND FY-2017 FY-2017 FY-2018 FY-2018 FY-201 I FY-2020 FY-19 IFY-20 BUDGETED ACTUAL BUDGETED ACTUAL BUDGETED REQUESTED Change +/G) SALARIES REGULAR SALARIES 229,619 260.035 239,482 248,354 8,872 LONGEVITY 2.200 2.200 2.200 1.000 t1.200) DISTRIBUTION SALARIES SHARE STANDBY 8.880 8.880 8.880 10.000 1.120 WORKING OUT OF CLASSIFICATION 3.000 3,000 3,000 .000 t2.000) OVERÏIME 15,000 15.000 22.097 20.000 23,000 3.000 UNIFORM ALLOWANCE 1.200 1,200 1,200

SIOOO SEWER SALARIES 9.792 EXPENSES 52010 MISC MAINTENANCE/REPAIRS 30,000 '17,446 40,000 41,063 45,000 42,000 t3.000) 52100 NATURAL GAS 17.000 10.975 12.500 8.075 I 2.500 12.500 52150 ELECTRICITY 78.O01) 90,046 82,000 92,381 92,000 100,000 8.00 52400 BUILDING MAINTENANCE 13.000 8.815 10.000 3.839 13.000 13.000 52662 VEHIOLE/EQUIP. REPAIRS 20,000 16,297 20,000 5,920 20,000 10,000 (1 0,000 52901 SLUDGE REMOVAL 37.000 72.O20 60.000 27.609 75.000 35.000 (40.000) 53050 PROFESSIONAL SERVICES 35,000 13.406 42.000 6.304 30.000 30,000 53400 TELEPHONE 2-000 1,352 2,500 'f ,393 1.50i 1.300 (200', 53450 POSTAGE 1,200 2.798 1.200 2.110 3,000 2,500 (5001 53480 PRINTING/ADVERTISING 3,000 1,884 2,500 1,662 2,500 2,000 15001 54200 OFFICE SUPPLIES 1.750 2.844 1.750 2.447 2.750 3,000 250 54800 FUELiO|L 'r,500 430 1.000 1,975 1,000 2,000 1_000 55401 EQUIPMENT/MATERIALS 13.000 13.116 13.000 5.987 16.000 16.000 55551 DISTRIBUTION MATERIALS 5,000 9.235 6.500 10.950 '10,000 15,000 5,000 55880 CHEMTCALS 25.000 20,358 27,OO0 27,278 25.000 30.000 5.000 57100 TRAVEUMEALS 2.500 990 2.000 1.308 2,000 2,500 500 57300 DUES/SUBSCRIPTIONS 800 858 800 1,238 900 1,500 600

TOTAL

TOTAL SEWER SALARIES & 541 742 772

CAPITAL 85.000

SEWER INDIRECT COST CONTRIBUTORY PENSIONS 71.251 71.251 57.622 57.622 61.944 65.840 3.896 GROUP HEALTH INSURANCE 65,209 65.209 68.338 68,338 72,438 75,336 2,898 WORKERS' COMPENSATION 9_000 9,000 9,000 9,000 9,000 9.000 FIREiAUTO/LIABILITY 10.000 10.000 10.000 10.000 10.000 10.000 FICA-MEDICARE 3,300 3.300 3,500 3,500 3,500 3,500 DEBT SERVICE 339.815 339.815 287,600 275-113 276.176 230.463 ø5.713) ADMINSTRIATIVE SALARIES 13.400 13,400

ÏOTAL SEWER INDIRECT COST 407 {38.919)

TOTAL SEWER 1 1 7 125 1

Sewer indirect costs recalculated to reflect actual costs. Administrative salaries in indirect costs are the portion of the operations manager's salary that is now shown as 100% appropriated in the DPW, however sewer and water will pay an annual one-time portion.

J-3 Enterprise Water & Sewer

6.1OOO WATËR FUND FY-2017 FY-2017 FY-201 8 FY-2018 FY-201 I FY-2020 FY-19 / FY-20 BUDGETÊD ACTUAL BUÐGETED ACTUAL BUDGETED REQUESTED Change +/(-) SALARIES REGULAR SALARIES 205,006 213.939 192.233 156.771 4.CJÓ LONGEVITY 2.100 2.10rl ?,100 1.300 18001 WORKING OUT OF CLASSIFICATION 3,000 3.000 3,000 3,000 OVERTIME 25,000 25.000 37.970 26.000 30.000 4,000 UNIFORM ALLOWANCE 1.200 1,200 1,200 1,000 (200

61000 51000 WATER EXPENSES 61001 52010 MAINTENANCE 40,000 45,557 40.000 82.043 45.000 50.000 5,000 61000 52662 VEHICLE/EOUIP, REPAIRS 6.000 9.909 5,000 4,511 10,000 10,000 61000 53050 PROFESSIONAL SERVICES 35,000 28,1 90 35.000 9.475 35,000 35.000 61000 53333 CROSS CONNECTIONS 10.000 3_562 10,000 2,250 10,000 10_000 6 1000 53400 TELEPHONE 1,000 156 500 500 100 (40n1 OlUUU 5345U POSTAGE 1_800 3.3S8 1,800 1,ô10 4,000 4_000 61000 53480 PRINTING/ADVERT¡SING 4,000 6,337 4.000 1.459 4.000 4.000 61000 54200 OFFICE SUPPLIES 1.000 2.423 1,000 2,152 3,000 3.000 61000 54800 FUEL/OIL 4,000 3,703 4,000 4.538 5,000 5,000 ô1000 55401 FQTJIPMFNT/MATFRIAI S 20.000 23.121 40,000 28,417 40,000 40,000 61000 55551 ÐISTRIBUTION MATERIALS 20.000 4.806 61000 57300 DUES/SUBSCRIPTIONS 1.500 1.'lâ'l 1,500 2,131 1,500 2,400

TOTAL DISTRIBUTION WATER

ùuÞ-t u ¡AL vv/\t trt( utù I KtE U I tuN i3,038

62000 WATER TREATMENT FY-?O17 FY-2017 FY-2018 FY-2018 FY-2019 FY-2020 FY-15 tFY-20 BUDGETED ACTUAL BUDGETËD ACTUAL BUDGETED REQUESTED Change +/G) ËXPENSES 52100 NATURAL GAS 500 500 500 500 52I50 ELECTRICITY 88,000 123.055 88.000 121.612 125.000 130.000 5,000 52901 SLUDGE REMOVAL 3.000 53050 CONTRACT SERVICES 349,924 349,716 360.442 360.422 365,000 375,000 10,000 53051 OUTSIDE LAB TESTING 3,000 616 3,000 2,000 2,000 53400 TELEPHONE 500 1,366 500 1.620 500 500 55880 CHEMTCALS 52.000 4ô.066 52,000 38,293 s0,000 50,000 57980 REAL ESTATE TAXES 35.770 31.085 35.770 29.594 31.862 33.000 1,138

TOTAL WATER TREATMENT EXPENSES 551 s04 16.'138

SUB,TOTAL WATER DISTRIBUTION 29.176

Merged distribution materials with equipment/materials. Eliminated sludge removal, no longer necessary.

J-4 Enterprise Water & Sewer

FY-2017 FY-2017 FY-2UA FY-2014 FY-2019 FY-2020 FY-19 / FY-20 BUDGETED ACTUAL BUDGETED ACTUAL BUDGETED REQUESTED Change +/C)

WATER INDIRECT COST CONTRIBUTORY PENSIONS 4s,378 45,378 43,217 43,217 46,458 49,571 3,1 13 GROUP HEALTH INSURANCE 38,981 38.981 48.886 48.886 50.108 52,112 2,004 WORKERS' COMPENSATION '10.500 10.500 10.500 10.500 10.500 10.500 FIRE/AUTO/LIABILITY 11.550 '11.550 '11.550 't 1.550 '11.550 11.550 FICA.MEDICARE 3,300 3,300 3,300 3,300 3,300 3,300 ADMINISTRATATIVE COSTS 13,400 13,400

TOTAL WATER INDIRECT 1 7

,| ,| TOTAL DISTRIBUTION WATER 1 198 704 1 964 71'l

TOTAL ENTERPRISE FUNDS 61,316

Water indirect costs recalculated to reflect actual costs. Administrative salaries in indirect costs are the portion of the operations manager's salary that is now shown as 100% appropriated in the DPW, however sewer and water will pay an annual one-time portion.

Revenues collected by these departments in FY20l8:

WASTEWATM/SE\MHI TOTAL UTILXTY USAGE RECETVABI.ES 1,186,028.94 SEWERHOOKUP 42,9N.00 TRANSFER FROM GENERAL FLIND 30,000.00 1,258,928.94 WATR UTtr.f,TY USA @ RECETVABLES 778,159.95 OTHER I-TTILXTY CHARGES 0.00 WATERHOOK{JP 7,850.00 SALE OF WATERMETERS 24382.31 UTtrJTY USAG RECETVABLES 526,940.49 1,333,332.75

J-5 This Page Intentionally Blank Non-Appropriated Expenses

Non-Appropriated Expenses

Non-Appropriated Expenses

Beyond the specific appropriations contained within the Budget Article and other Town Meeting articles the Town must account for those expenses which do not require or prohibit votes of appropriations. Such costs include various state assessments for services, county assessment for county services, tax title implementation, budget overdrafts in snow and ice removal, court judgments, and an amount estimated for tax abatements and exemptions.

N O N. AP PRO PR I AT ED EXP E N SES FY-2017 FY-2017 FY-2018 FY-201 I FY-2019 FY-2020 FY-l9/FY-20 BUDGETED ACTUAL BUDGETED ACTLJAL BUDGETED REQUESTED Change+/o IIb, - OTHER AMOUNTS TO BE RAISED TAX TITLE 10,000 2,801 10,000 2,517 10,000 10,000 CHERRY SHEET OFFSETS (Library) 5,067 5,100 5,602 5,602 SNOW & ICE DEFICITS 100,000 100,000 100,000 CPA OFFSET TOTAL ttb. - OIHER AMOUNÎS fO BERIA/SED -ir*ìñ AUOWANCE F O R ABAT EMENTS & ÐEMPTIO NS 224.747 -s,eî t9s,489 1g/,3/1 200.o00 2,629

01 8OO STATE & COUN¡Y,ASSESSMENT 4,540 3,720 3,720 3,720 56390 MOSQ U\TO CONI'ROL 39,096 35,596 39,096 3tì,0/0 38,593 38,593 56400 AIR POLLUTION CONTROL s,405 3,405 3,405 3,310 3,394 3,394 56410 MET. AREA PLANNING COUN 2,662 2,662 2,662 2,t3/ 2,796 2,796

56610 MBTA 1 13,52: 113,523 1 1 3,523 115,443 1 18,249 1 18,249

TOTAL STATE E COUNTY.4SSASSMENT 163,228 1öö,906 1A3,ZZA 161,280 166,752 166,752

T O TAL N O N.APP RO PRI ATED 484,õ40 't61,707 4/7,81õ 143,797 479,725 482,354 2,629

K-1 This Page Intentionally Blank Public Education

PublÍc Education

01391 RE. GIOML SCIiOOL ASSESSÍVCNIS

Erpenses FY-2017 îf-20't7 FY-20'18 FY-2018 FV-2019 Ff-2020 FY-19 I FY-20 ACTLIAL BUDGETED BUDGETED

Manchester,/Essex Reglonal School Dislrlct 813,861 1

Manchester/Essex R€ gional School Dlstrlct Debt 1

Total Manchester/Essex Re{ionai School I}strlct

t¡orth Shore AgrÍcultural & Techn¡cal School 1

TOTAL REGIOML SCIiOOL

Budget History

t Mancheste¡/Essex Reg¡onâl School District Expenses a Manchester/Essex Regional School Distr¡ct Debt I North shore Agricultural & Têchnical school

14,73A,6!5 73,320,239 73'473,86! 14,274,6e8

1,465,285 1428,956 !,403,a97 7,367,463 86,657 69,243 97,6aa 102,572

FY.ML7 w-20L8 FY-20!9 FY-2020

L-1 Public Bducation

All Debt ($25MM, $5MM, $1.964MM) Combined

Fiscal Debt Obligation Chg. Vs. Prior Yr Year MBTS Essex MBTS Essex Total change FY.2O $1,367,463 $ô71,302 (36,427.49) (17,872.51) (54,300.00) FY-21 $1,324,324 $650,141 (43,139.53) (21,160.47) (64,300.00) FY.22 $1,2ee,165 $632,400 (36,159.01) (17,740.99) (53,900.00) FY.23 $1,252,006 $614,659 (36,159.01) (17,740.99) (53,e00.00) FY-24 $1,088,688 $533,251 (1 63,31 8.1 1 ) (81 ,408.64) (244,726.76) FY-25 $1,0s5,128 $s16,811 (33,560.21) (16,439.79) (50,000.00) FY.26 $1,021,567 $500,371 (33,560.21) (1ô,439.79) (50,000.00) FY-27 $988,007 $483,931 (33,560.21) (16,439.79) (50,000.00) FY-28 $951,091 $465,848 (3ö,916.23) (18,083.77) (55,000.00) FY.29 $916,222 $448,767 (34,869.06) (17,080.94) (51,950.00) FY.3O $881 ,630 $431,821 (34,592.19) (16,945.31) (51,537.50) FY-31 $684,014 $335,018 (197,615.e1) (96,803.48) (294,419.38) FY-32 $655,018 $320,814 (28,996.01) (14,203.99) (43,200.00) //n ñA? Ãnl FY-33 $628,128 $307,e41 \4vrvvv. rv, \ rvr ¡ r Ã.TvJr \-v, vv4i vv, Total $14,101,449 $6,912,776

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so FY-20 tY-21 FY-22 FY-23 tY-24

L-2 CapÍtal Projects