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Home My WebLink About2015-09-01 Board of Selectmen Packet� orre a 4 `a "e Office of the Town Manager 16 Lowell Street Reading, MA 01867 To: Board of Selectmen From: Robert W. LeLacheur, Jr. CFA Date: August 27,2015 RE: September V Agenda 781 - 942 -9043 townmanaser@ci.rea din¢. ma.us www.rea di nama.aov /town - manager Carl McFadden will appear in front of the Board at 7:20pm next week to discuss minor changes to the wildly popular flag football program, and seek permission to continue to receive an amplified sound permit, given these changes. Next we will have a representative in from BUSA Liquor, who would like to be able to pledge their liquor license, an act that requires a vote from the Selectmen. - The third item will be several appointments for your volunteer boards. The Volunteer Appointment Subcommittee met earlier this week, and must again meet next Tuesday to continue their work to make suggestions to the full Board. In your packet this weekend is their work to date. Carolyn Wilson and Martha Sybert from the School department will be in to request that the Board approve an Inter Municipal Agreement between Reading and Wakefield to share a Special Education Program foryouth ages 18 -22. On Monday August 31" the School Committee will vote on this IMA. Both the Selectmen and School Committee in Wakefield have already approved it. I will review the financial articles that will be presented to Town Meeting with an emphasis of the proposed changes to the Facilities department. Chairman Dan Ensminger will then lead a discussion about Selectmen communication policies. Things to discuss are email responses to both individual and group emails, and information sharing with fellow board members, keeping in mind Open Meeting laws. I am happy to play whatever role the Board wishes in this process and Matt Kraunelis will be able to assist. The Board will then conduct an evaluation of the Town Manager. Lastly we have a brief update in an Executive Session on the Rocco's landfill case that went rhough Town Meeting. DRAFT - BOARD OF SELECTMEN 2015 AGENDAS 2015 8/2712015 Staff Estimated Office Hour September 1, 2015 John Halsey 6:30 Amplified Sound permit (McFadden) LeLacheur 7:20 Busa Liquors Pledge of License LeLacheur 7:30 Appointments Animal Control Advisory Committee, CPDC, Conservation Commission, Recreation Committee, Mystic Valley Elder Services, Climate Advisory Committee 7:40 Intermunicipal Agreement with Wakefield for Post Program for Special Education students Carolyn Wilson & Martha Sybert 8:00 Preview Town Meeting Articles - focus on financial items LeLacheur 8:15 Board of Selectmen Communication Policy Ensminger 8:30 Town Manager evaluation Ensminger 9:00 Executive Session Litigation: Rocco's landfill update LeLacheur 9:30 ember 15, 2015 375th Celebration Alan Foulds 7:20 Vote to discontinue old Accuvote machines and approve the new voting machines LeLacheur 7:30 Discussion about moving local election to March 1, 2016 and combining it with the State Presidents] Primary LeLacheur 7:40 Public Hearing Private Road Acceptances Town Counsel 8:00 Close Warrant for November Town Meeting LeLacheur 9:30 September 16, 2015 PSC 7:30 Financial Forum with School Committee, Library Trustees and Finance Committee FY16 budget Office Hour October Kevin Sexton 6:30 Public Hearing Approve Classification & Compensation LeLacheur 8:00 Vote November Warrant Articles October 20, 2015 Town Accountant Quarterly Report Angstrom October 28, 2015 PSC 7:30 Financial Forum with School Committee, Library Trustees and Finance Committee FY17 budget Office Hour November 3, 2015 Barry Berman 6:30 Town Meeting November 9, 2015 Monday Town Meeting November 12, 2015 Thursday Town Meeting November 16, 2015 Monday November 17, 2015 Liquor License Renewals December 1, 2015 Office Hour Dan Ensminger 6:30 December 15, 2015 Approve Licenses - non- alcohol Future Agendas Joint Meeting with RMLD Commissioners Joint Meeting with School Committee Multi Board/Committee Summit Reading 2020 Community Meeting Downtown Parking Strout Avenue Master Plan Recurring Items Close Warrants by Sep 23/Nov by Mar 3 /Apra Review BOS/TM Goals MarJuly -Dec Tri-ann Review Customer Service survey results Feb & Aug Semi -ann Review Regionalization efforts as needed Appointments of BCCs June Annual Approve Classification & Compensation June Annual Appoint Town Counsel June Annual Tax Classification Hearing October Annual Approve licenses December Annual Reports to BOS Town Accountant Report Qtrly RCTV members Report Semi -ann CAB (RMLD) member Report Semi -an n MAPC member Report Semi -ann BOS Appointed Boards, Committees & Commissions NEW Annual Reading Housing Authority Report Annual Reading lee Arena Report Annual DRAFT Readine 2020 FY16 Working Groups & Goals R2020 -1 _ Community Partners - Regional LeLacheur(Chair); Ensminger, Halsey, Cormier, Kraunells Goal #1- Examine possible future regionalization opportunities Goal #2 - Strengthen area community relationships Goal #3 - Examine Town /School Integration opportunities R2020.2 Community Partners- Non Profit/Private Feudo(Chalr); Ensminger, Halsey, Delios, Urell Goal #4- explore creative public /private partnerships Goal #5 -Conduct Master Plan for Human /Elder Services R2020-3 Services & Performance Measurment Kinsella(Chair); Arena, Berman, Wilson, Heffernan, Angstrom Goal #6- Suggest ways to gather data and measure performance Goal #7 - Develop peer community approach as is helpful to the organization 82020.4 Communication Krounelis(Chair); Ensminger, Sexton, Lannon, Furlla, Segalla Goal 98 - Website improvements Goal #9 - Improve board & committee communication Goal #30 - If'seeciick0x' selected, plan rollout in town departments Goal #11- Re- evaluate community-wide R911 communication tool & uses R2020.5 Strategic Planning Wllson(Chair); Halsey, Berman, LeLacheur, Burns, Delios Goal #12 - Complete Economic Development Action Plan Goal #13 - Complete Hazard Mitigation Plan as required by FEMA and MEMA Goal #14- Recommend composition of an ad hoc Mater Planning Committee R2020 -6 Strategic Real Estate Dellos(Chalr); Halsey, Sexton, Letacheur, Zager, Huggins, Feudo Goal #15- Collaborate on Haven Street /Post Office redevelopment project Goal #16 - Collaborate on train depot proposed housing project Goal #17 - Review downtown parking in light of MF Charles redevelopment Goal #18- Complete Four Priority Development Areas study Goal #19 - Recreation improvements Goal #20- Public Works Facility or Facilities Goal #21- Complete Library Building project Goal #22 - Oakland Road property R2020 -7 Strategic PoUcV LeLacheur(Chalr); Ensminger, Arena, Burns, Cormier, Perkins, Kraunells, Ureli Goal #23 - Comprehensive Review of Zoning Bylaws project Goal #24 - Targeted Review of General Bylaws Goal #25 - Targeted Review Selectmen's Policies R2020-8 Internal Operations Lannon, IOnsella, Zager, Huggins, Perkins, Furilla, Segalla, Heffernan, Angstom Goal #26 - Human Resources: Town Staffing Sustainability Goal #27 - Complete Legal Review of all union contracts Goal #28 - Complete technology initiatives: productivity /communication Goal #29 - Complete Review of Library Services Goal #30 - Comprehensive financial review and suggested path forward Town of Reading 10 Meeting Minutes Board - Committee - Commission - Council: Volunteer Appointment Committee Date: 2015 -08 -25 Time: 6:00 PM Building: Reading Town Hall Location: Conference Room Address: 16 Lowell Street Purpose: General Business Session: General Session Attendees: Members - Present: Chairman Kevin Sexton, John Halsey Members - Not Present: Others Present: Paula Schena, Town Moderator Alan Foulds, Bylaw Committee Chairman Stephen Crook, Board of Selectmen Chairman Daniel Ensminger, David Zeek, Albert Couillard, Brian Lindmark, Emily Sisson, Christopher O'Donoghue, Joyce Guild Minutes Respectfully Submitted By: Secretary Paula Schena Topics of Discussion: Climate Advisory Committee David Zeek was interviewed for a position on the Climate Advisory Committee. He noted he is a retired Engineer from Raytheon. He did mostly proposal writing and management at Raytheon. He volunteers at the Sierra Club and serves on the Energy Committee which will be proposing a resolution for the Board of Selectmen to approve in the near future. John Halsey asked if he has attended any meetings and If he is familiar with the cardboard recycling. Mr. Zeek indicated he has attended meetings and attended the ribbon cutting ceremony for the cardboard recycling container in the CVS parking lot. He is also in favor of community solar. John Halsey noted that the only problem with solar is you can only sell back so much. Mr. Zeek noted that as a town, we would never generate enough to sell back. Only enough to reduce rates. Conservation Commission Albert Couillard was interviewed for one position on the Conservation Commission. He noted he has been a contractor for 26 years and 9 of that in Reading. He is building a house in Reading and has appeared before Committees of the Town. Kevin Sexton asked about a conflict of interest and Mr. Couillard noted that he would have to abstain from anything he was involved in. John Halsey asked how his appearance before the Conservation Commission went and Mr. Couillard noted he received what he asked for. Kevin Sexton asked him about correspondence he had seen regarding trees that were mistakenly removed on one of his projects. Mr. Couillard noted that he appeared before CPDC last night and he will plant more trees. He did not know how many trees or what type to plant. There was a staff or committee omission about the ratio of trees and he also had Page 1 1 / Volunteer Appointment Subcommittee Minutes - August 25 2015 - pace 2 to speak with the Tree Warden on what type of trees he wanted. Kevin Sexton asked why he is Interested in Conservation Commission and Mr. Couillard noted he just wants to volunteer on what he knows about. John Halsey asked which term he would be interested in and Mr. Couillard noted the 2017 term. Kevin Sexton asked if he had attended any Conservation Commission meetings and he indicated no. Conservation Commission member Jamie Maughan noted that the Commission meets four times a month including site visits and Mr. Couillard noted that should not be a problem. Community Planning and Development Commission The Committee interviewed Brian Lindmark for an associate position on the Community Planning and Development Commission. Mr. Lindmark noted that he Is looking to get involved in some way. Kevin Sexton explained the bylaw change for associate members. John Halsey asked if he was interested in any other Boards of Committees and Mr. Lindmark noted his main interest is in real estate. Recreation Committee The Committee interviewed Emily Sisson for a position on the Recreation Committee. Ms. Sisson noted that she grew up in Reading and took advantage of the Recreation programs then. She then moved out of Reading and now she is back. Her daughter is participating in the Recreation programs. Kevin Sexton asked if she was aware of the time commitment and she indicated she was. Bylaw Committee Bylaw Committee Appointment Committee members Alan Foulds, Stephen Crook and Daniel Ensminger joined the meeting at 7:40 p.m. Kevin Sexton noted that Christopher O'Donoghue had applied for multiple committees with the Bylaw Committee being his first choice. The Bylaw Appointment Committee appoints members to the Bylaw Committee and asked if they could interview him first. Stephen Crook asked why he Is interested in the Bylaw Committee. Mr. O'Donoghue noted that he was an officer in his fraternity In college and he worked with Bylaws. He handed out a set of bylaws that he created. He noted that his major was in history and minor was in political science. Stephen Crook reviewed the schedule and noted that the Bylaw Committee tends to be more reactionary. Mr. O'Donoghue Indicated he was familiar with that. He noted that people would go to him and ask him to create a bylaw not vice versa. Stephen Crook asked if he was appointed to the Bylaw Committee would he be willing to take on a leadership role as Chairman and Mr. O'Donoghue Indicated he would. Alan Foulds asked If he had any problems speaking at Town Meeting and Mr. O'Donoghue noted he did not. Kevin Sexton asked Mr. O'Donoghue if he was still interested in serving on any other committees and he noted not at this time. A motion by Ensminger seconded by Crook to adjourn the Bylaw Appointment Committee meeting at 6.50 P.m. was approved by a vote of 3 -0 -0. �7 Page 1 2 Volunteer Appointment Subcommittee Minutes - August 25. 2015 - page--2 Animal Control Appeals Committee The Committee interviewed Joyce Gould for one position on the Animal Control Appeals Committee. She noted she grew up in Reading, moved away and has been back for 12 years. She wants to make sure that all avenues are available for dog owners. She commended the Town for using canine training in the past as an avenue for problem dogs. She is Interesting in serving on a committee that is not very active due to the fact that she sometimes has to travel out of town for a week or two for work and she doesn't receive much notice when this happens. John Halsey noted there is one vacancy and two applicants. He asked if she was interested in an associate position. Ms. Gould indicated it doesn't matter. Sexton moved to recommend Albert Couillard to a position on the Conservation Commission with a term exoirina June 30. 2018. Kevin Sexton noted he had concerns because Mr. Couillard is a contractor. John Halsey noted that he thought knowledge of building is a good but agreed there is a lot of activity in Reading. Kevin Sexton noted that he feels recusing puts the rest of the Commission on slippery ground. John Halsey asked if his answer to cutting down the trees was satisfactory and Kevin Sexton notes those things worry him. John Halsey noted that his other matters involving the Conservation Commission went smoothly. There being no second on the motion, it was decided to invite Mr. Couillard in to discuss it with the full Board of Selectmen at their next meeting. Stephen Crook noted that he was at last night's CPDC meeting. Mr. Couillard's subcontractor is the one who cut the trees down by mistake and it was a staff omission regarding the two to one ratio. He worked with the Tree Warden and was cooperative. Stephen Crook suggested having him file a conflict of interest form if he is appointed. A motion by Halsey seconded by Sexton to recommend Emily Sisson to a Position on the Recreation Committee with a term expiring June 30. 2018 was approved by a vote of 2 -0 -0. A motion by Halsey seconded by Sexton to recommend Brian Snell to a Position on the Mystic Valley Elder Services Board of Directors with a term exoirina September 30, 2018 was approved by a vote of 2 -0 -0. A motion by Halsey seconded by Sexton to adjourn the meeting at 7:30 p.m. was approved by a vote of 2 -0 -0. Respectfully submitted, Secretary Page 1 3 w o ° Town of Reading 16 Lowell Street 3 Reading MA 01867 pi; -5 by 8 17 Office of the Town Clerk fax: 781 - 942 -9070 781- 942 -9050 website: www.readingma.gov Applica tion for Appointment to . ///�� Boards, commi/ttees and Commissions tL Name: aUj11fr2d /-fL�fr,7 C • Date: d /� (Last) (First) (Mid ) Address: Phone (Home): — - - Phone (Work): - . / Which number should be listed? C °1.11//- d4h'e- Occupation• 2 Number or Are you a registered voter in Reading? e$ E -mail address: Place a number next to your preferred position(s) (up to four choices) with number 1 being your nrsr priority. (Please attach a resume if available) _ Animal Control Appeals Committee _ Audit Committee _ Board of Appeals _ Board of Cemetery Trustees _ Board of Health Board, of Registrars Bylaw Committee Celebration Committee _ Climate Advisory Committee Commissioner of Trust Funds community Planning and Development Conservation Commission _ Constable _ Contributory Retirement- Board Council on Aging Cultural Council Custodian of Soldiers' and Sailors' Graves Please outline relevant experience for thg position(s) e _ Economic Development Committee _ Fall Street faire Committee Finance Committee _ Historical Commission _ Housing Authority _ Human Relations Advisory Committee _ MBTA Advisory Committee _ Metropolitan Area Planning Council Mystic Valley Elder Services RCN Board of Directors _ Recreation Committee _ RMLD Citizens Advisory Board _ Town Forest Committee _ Tralls Committee West Street Historic District Commission _ Zoning Board of Appeals Other 7 /NVahtedf A)DAe ;AJ4 &).1 W-7 L/OCr4/ U)'95+G12!/yf7%>7 !W %7l},J/e% h -eUUJs 0157/51 Ovoid rqL Khe rJYl.scR✓Yisan Crm/h /ssinr,_ F1,21 t1 y W OFq Town of Reading 16 Lowell Street $EL'EtVED F Reading MA 01867 TOWN CLERK READING, MASS. Town Clerk "ll J4 20 pp x: 781 - 942 -9070 781 - 942 -9050 weBs�e: . readingma.gov Name: z" akhj A(art Date: (Last) (First) M (Middle) Address: X63 Pzart Read q MA 01$10 Phone (Home): _ -- Phone (Work): 1`161 II Which number should be listed? npy7lp_ Occupation: i�2�kre'i Number of years in Reading: Are you a registered voter In Reading? � E -mail address:- Place a number next to your preferred position(s) (up to four choices) with number 1 being your first priority. (Please attach a resume if available) _ Animal Control Appeals Committee _ Audit Committee _ Board of Appeals _ Board of Cemetery Trustees _ Board of Health Board of Registrars Bylaw Committee Celebration. Committee 1 Climate Advisory Committee Commissioner of Trust Funds _ Community Planning and Development _ Conservation Commission _ Constable _ Contributory Retirement Board _ Council on Aging _ Cultural Council _ Custodian of Soldiers' and Sailors' Graves _ Economic Development Committee _ Fall Street Faire Committee _ Finance Committee Historical Commission _ Housing Authority _ Human Relations Advisory Committee _ MBTA Advisory Committee _ Metropolitan Area Planning Council Mystic Valley Elder Services Permanent Building Committee RCN Board of Directors _ Recreation Committee _ RMLD Citizens Advisory Board —Town Forest Committee _ Trails Committee _ West Street Historic District Commission _ Zoning Board of Appeals Other Please outline relevant experience for the position(s) sought: eJecb('tca( enai Weer yofUr bza -6-r 5iermQjta6 worV na en engl a issw-& y .S orw Town of Reading 16 Lowell Street 3 Reading MAROU6PK � �r TOWN CLERK °•� READING. MASS, Town Clerk fax: 781 - 942 -9070 781 - 942 -9050 2415 AUG -tl P 21 )-1 1 website: www.readingma.gov Application for Appointment to Boards Committees and Commissions Name: / rnionf)iazk 8zl1c, .1 pout, QC` Date: (Last) (First) (Middle) Phone (Home): Phone (Work): _ Which number should be listed? Occupation: z mr4n6e Loq,, nr -p-ge L Number of years in Reading: 1� Are you a registered voter In Reading ?_ E-mail address: Place a number next to your preferred position(s) (up to four choices) with number 1 being your first priority. (Please attach a resume if available) _ Animal Control Appeals Committee _ Audit Committee _ Board of Appeals _ Board of Cemetery Trustees _ Board of Health Board of Registrars _ Bylaw Committee _ Celebration Committee _ Climate Advisory Committee _ Commissioner of Trust Funds Community Planning and Development _ Conservation Commission _ Constable _ Contributory Retirement Board _ Council on Aging _ Cultural Council _ Custodian of Soldlers' and Sallors' Graves Economic Development Committee _ Fall Street Faire Committee _ Finance Committee _ Historical Commission _ Housing Authority - _ Human Relations Advisory Committee _ MBTA Advisory Committee _ Metropolitan Area Planning Council -Mystic Valley Elder Services _ Permanent Building Committee _ RCN Board of Directors _ Recreation Committee _ RMLD Citizens Advisory Board _ Town Forest Committee _ Trails Committee _ West Street Historic District Commission _ Zoning Board of Appeals Other Please outline relevant experience for the position(s) sought: ; 'm m do'E�r, I�isc+ c'> �Irs. TrTff�tf�% �T:^ ✓ISL�:rr),>•!1r- JJl��..- r��ri� �Tr•T.;��:i r. j l / / ♦ I, L .r/ y -6 orq Town of Reading 16 Lowell Street RECEIVED 3 Reading MA 01867 TOWN CLERK READING, MASS. Town Clerk go' gfij 7'1- 70 781- 942 -9050 we site: www.readingma.gov Name: `SrhSOrt (Last) Address: -14 Application for Appointment to Boards Committees and Commissions DI % Date: Sllljls Phone (Home): _ _. Phone (Work): Which number should be listed? YTOrnL I ahs$rai Iti{ p� / 6trut - n�..„�rv... AYI[t9Gr Number of veam In Rearlinn' ( Are you a registered voter In Reading? T . E -mail address: Place a number next to your preferred position(s) (up to four choices) with number 1 being your first priority. (Please attach a resume if available) _ Animal Control Appeals Committee _ Audit Committee Board of Appeals _ Board of Cemetery Trustees _ Board of Health Board of Registrars Bylaw Committee _ Celebration Committee _ Climate Advisory Committee _ Commissioner of Trust Funds _ Community Planning and Development _ Conservation Commission _ Constable _ Contributory Retirement Board _ Council on Aging _ Cultural Council Custodian of Soldiers' and Sailors' Graves Economic Development Committee _ Fall Street Faire Committee _ Finance Committee _ Historical Commission _ Housing Authority _ Human Relations Advisory Committee _ MBTA Advisory Committee _ Metropolitan Area Planning Council Mystic Valley Elder Services _ Permanent Building Committee RCTV Board of Directors J— Recreation Committee _ RMLD Citizens Advisory Board _ Town Forest Committee _ Trails Committee _ West Street Historic District Commission _ Zoning Board of Appeals Other Please outline relevant experience for the position(s) sought: - V)04& lovt 4Uti nooerk%XWA. 4o Styvc My Gow-ruu kA 0_.A twbw�w ^ y �dYcr S3 LheyNnt ) D t all I1 i Qecpnf 4n ew 1 aS 4. per 1 a� orq Town of Reading 16 Lowell Street Reading MA 01867 RECLIVED i TOWN CLERK mop „a READING, MASS, Town Clerk AA� f x: 781- 942 -9070 Town Clerk 205 JUL 30w€b,jCe5jTw.readingma.gov Application for Appointment to 7-� Boards Committees and Commissions Name: %f'08Bjq ' ,1flP/�1�� W Date: f :10—zo5— (Last) (First) (Middle) ^ Address: �Z ��-6 —yam by) /s �l%C��h/ Phone (Home): _ Phone (Work): Which number should be listed? _/, =I Occupation: , Paz /6f: KX” /ALA? Number of years in Reading: �L Are you a registered voter in Reading? E -mail address: Place a number next to your preferred position(s) (up to four choices) with number 1 being your first priority. (Please attach a resume if available) - Animal Control Appeals Committee _ Audit Committee _ Board of Appeals _ Board of Cemetery Trustees _ Board of Health Board of Registrars Bylaw Committee _ Celebration Committee _ Climate Advisory Committee _ Commissioner of Trust Funds _ Community Planning and Development Conservation Commission Constable Contributory Retirement Board _ Council on Aging _ Cultural Council _ Custodian of Soldiers' and Sailors' Graves Economic Development Committee _ Fall Street Faire Committee _ Finance Committee _ Historical Commission _ Housing Authority _ Human Relations Advisory Committee _ MBTA Advisory Committee _ Metropolitan Area Planning Council Mystic Valley Elder Services _ Permanent Building Committee _ RCN Board of Directors Recreation Committee _ RMLD Citizens Advisory Board —Town Forest Committee _Trails Committee _ West Street Historic District Commission _ Zoning Board of Appeals Other Please outline relevant experience for the positions) sought: 6 � 7��uE� not /�a? � N-9 42 Dudley St Reading, MA 01867 July 30, 2015 Town of Reading Board of Selectmen Daniel Ensminger, Chairman 16 Lowell St Reading, MA 01867 Dear Mr. Ensminger: I wish to be considered for the open position on the Animal Control Appeals Committee (ACAC). I retired from the Reading Police Department after 31 '% years. During that time as a patrolman I responded to many dog calls for complaints ranging from excessive barking, bites, loose or running off leash and feces not being picked up. Then as Support Services Division Commander, I became more involved with dog complaints since the Animal Control Officer (ACO) reported to me. I assisted and coordinated investigations with the ACO on any serious dog complaint, usually involving dog bites. In two of those investigations we determined the dogs to be vicious and the owners subsequently requested a review by the ACAC. The ACO and 1 made the presentations before the committee on April 21, 2009 and March 15, 2012. The cases were resolved when both families ultimately moved from Reading, one immediately and the other within a year after the dog was required to be permanently restrained. Based upon my experience with investigations and an understanding of the functions of the ACAC I believe I am qualified to serve on the Committee. As an aside, while growing up my family always had dogs and cats. However, I currently do not own a dog. I look forward to meeting with you at your earliest convenience Richard ob ns RICHARD W. ROBBINS 42 Dudley St Reading, MA 01867 OBJECTIVE To be appointed to the Animal Control Appeals Committee EXPERIENCE Reading Police Department Reading, MA Lieutenant 2009 -2015 Executive Officer. As second in command of the Department, the principal responsibilities included, but were not Invited to, assisting the Chief of Police in the day - to-day operations and business of the Police Department, supervising police personnel in the performance of their official duties, maintaining discipline, providing and documenting training. Support Services Division Commander. Supervised the following personnel: Safety Officer, Armorer/Fleet Maintenance Officer, Community Service Officer, Animal Control Officer and die Parking Enforcement Officer. 2007 -2009 Criminal Division Commander. Supervised 4 detectives, one of which was the Department's court prosecutor. Reviewed all arrest and criminal complaint reports to ensure all elements of the crime charged were met prior to going to court. Reviewed all other reports to determine if a detective follow up was required. Coordinated all major crime investigations working with State and Federal agencies as needed. Conducted Internal Affairs investigations of officers who had complaints made against them in the course of their job performance. Evidence maintenance and control. Registered local sex offenders. Police liaison with Reading Elder Services and Reading Housing Authority. -1997 -2007 Night Shift Division Commander. Supervised 4 night sergeants, 11 patrolmen and 15 Public Safety Dispatchers. Revamped hiring process for Public Safety Dispatchers. Emergency medical services coordinator for police officers and dispatchers. Police liaison with the fire department. Maintained the cellblock area. Continued my involvement in crime prevention activities, Department representative for the Criminal Justice Information System (CJIS) and in- house computer training including . cruiser laptops. Implemented the FBI's new NIBRS (National Incident Based Reporting System) that replaced the UCR (Uniform Crime Report) system. Sergeant 1986 -1997 Supervised night officers and dispatchers on the midnight to 8:OOAM and the 4:OOPM to midnight shifts. Whenever acting as the Officer in Charge, reviewed all submitted arrest and incident reports ensuring accuracy and that all legal and proper procedures were followed. Assumed responsibility for maintaining personnel training for the Criminal Justice Information System (018). I continued crime prevention programs through community lectures, the Citizen Police Academy and organized an annual motor vehicle glass etching program to help deter car thefts. Served as police liaison with the Eaton and Birch Meadow elementary schools. Designed and implemented the Town's TRIAD program for senior citizens. Started the Department's recycling program. - N -i Patrolman 1983 -1986 In addition to providing patrol and enforcement duties, appointed the Department's Crime Prevention Officer. State certified as a rape investigator, motor vehicle accident investigator and infrared breath test operator. Provided CPR and first aid training to Department personnel prior to the Municipal Police Training Council's providing this training at its yearly In Service training 1981 -1983 Bay State Ambulance & Hospital Rental, Inc. Malden, MA Supervisory Coordinator Coordinated five Division Supervisors in ten offices throughout Massachusetts for a company of 150 employees and forty-five ambulances. Ensured all employees and vehicles met State requirements under M.G.L. Chapter 11 IC. Initiated a revision of the service's policy and procedure bandbook. Improved and standardized the purchasing system for supplies and materials. Researched bids for new service contracts. 1980 -1981 Massachusetts Dept of Public Health- Ambulance Regulations Boston, MA Public Health Facility Surveyor Conducted licensing, spot inspections and follow up evaluations on municipal and private ambulance services on the South Shore and Cape Cod. Investigated complaints of inadequate or inappropriate ambulance cue. 1978 -1980 Bay State Ambulance & Hospital Rental, Inc.. Malden, MA Emergency Medical Technician Provided emergency medical care and transportation as well as non - emergency transfers for routine medical appointments. ACCOMPLISHMENTS 1997 Top candidate in Chief's Assessment Center following Chief Marchand's retirement 2007 Assigned the challenging task of ensuring the Department maintained the 155 State mandated standards that resulted in the Department's successful first Re- Certification EDUCATION 1996 Anna Maria College Paxton, MA Master of Arts: Criminal Justice 1974 St Joseph's College Philadelphia, PA Bachelor of Science: Psychology u�l I urn ao Town of Reading 16 Lowell Street Reading MA 01867 Town Clerk - fax: 781 - 942 -9070 781- 942 -9050 website: www.readingma.gov Application for Appointment to Boards Committees and Commissions Name: Gould Joyce Ellen Date: 21 August 2015 (Last) (First) (Middle) Address: 17 John St Reading MA 01867 -2719 Phone (Home): Phone (Work): _ Which number should be listed? Home Engineer Number of ears In Reading: (21 +12) 33 Occupation: 9 Y 9� — Are you a registered voter in Reading? Yes E -mail address: _ Place a number next to your preferred positions) (up to four choices) with number 1 being your first priority. (Please attach a resume if available) )( Animal Control Appeals Committee _ Audit Committee _ Board of Appeals _ Board of Cemetery Trustees _ Board of Health Board of Registrars Bylaw Committee _ Celebration Committee _ Climate Advisory Committee _ Commissioner of Trust Funds _ Community Planning and Development _ Conservation Commission _ Constable _ Contributory Retirement Board _ Council on Aging _ Cultural Council _ Custodian of Soldiers' and Sailors' Graves Economic Development Committee _ Fall Street Faire Committee _ Finance Committee _ Historical Commission . _ Housing Authority _ Human Relations Advisory Committee _ MBTA Advisory Committee _ Metropolitan Area Planning Council Mystic Valley Elder Services _ Permanent Building Committee _ RCN Board of Directors _ Recreation Committee _ RMLD Citizens Advisory Board _ Town Forest Committee _ Trails Committee _ West Street Historic District Commission _ Zoning Board of Appeals Other Please outline relevant experience for the position(s) sought: I am a responsible dog owner - and have taken Basic and Advanced Obedience at K -9; including "Canine by pat Town has a responsibility to fairly enforce gafe dog ownership N/I 2/ rq Town of Reading 16 Lowell Street Reading MA 01867 ?5 PM 3' 26 Office of the Town Clerk fax: 781- 942 -9070 781 - 942 -9050 website: www.readingma.gov Application for Appointment to Boards. Committees and Commissions Name: Mcl Pan Heather Knthlpen Date: nR19519n1F (Last) (First) (Middle) Address: 90 rmpn St Reading t Phone (Home): _ - Phone (Work): Which number should be listed? Hnmp Occupation: RucinPCS Systpms Analyst Number of years in Reading: 9 Are you a registered voter in Reading? Ypc E -mail address: _ Place a number next to your preferred position(s) (up to four choices) with number 1 being your first priority. (Please attach a resume if available) _ Animal Control Appeals Committee _ Audit Committee _ Board of Appeals _ Board of Cemetery Trustees _ Board of Health _ Board of Registrars _ Bylaw Committee _ Celebration Committee _ Climate Advisory Committee _ Commissioner of Trust Funds _ Community Planning and Development 7 Conservation Commission _ Constable _ Contributory Retirement Board _ Council on Aging _ Cultural Council _ Custodian of Soldiers' and Sailors' Graves Economic Development Committee _ Fall Street Falre Committee _ Finance Committee _ Historical Commission _ Housing Authority 1 Human Relations Advisory Committee _ MBTA Advisory Committee _ Metropolitan Area Planning Council Mystic Valley Elder Services _ RCN Board of Directors _ Recreation Committee _ RMLD Citizens Advisory Board _ Town Forest Committee _ Trails Committee _ West Street Historic District Commission _ Zoning Board of Appeals Other Please outline relevant experience for.the position(s) sought: I am Innking to hprnme more involved in the, town Sine hprnmingla resident ?"years ago; and I have a lot of passion around promoting the understanding and recognition of diversity in the community. y -l3 The Commonwealth ojMassaehuseas _ Alcoholic Beverages Control Commission ❑ For Reconsideration 239 Causeway Street Boston, MA 02114 www.mass.gov /abet FORM 43 MUST BE SIGNED BY LOCAL LICENSING AUTHORITY 101600009 Reading 09/01/2015 ABCC License Number City/Town Local Approval Date TRANSACTION TYPE Wlease check all,elevant tr cti 1 New License ❑ New OB'¢er/Direcmr ® Pledge of License ❑ Change Corporate Name ❑ Transfer of License ❑ Changeof Location ❑Pledge of Stock ❑ Seasonal to Annual ❑ Change of Manager ❑ Alteration of Licensed Premises ❑ Transfer of Stock ❑ Change of License Type ❑ Cordials/Liqueurs Permit ❑ Issuanceof5tock ❑ New Stockholder ❑ other ❑6-Dayto7 -Day License ❑ Management/Operating Agreement ❑Wine& Malt to All Alcohol Name of Licensee Busa's Reading Liquors, Inc. DNof Licensee D /B /A Busa's Reading Liquors Manager Andrew C.Busa ADDRESS: 345 Main Street CITY/TOWN: Reading STATE FMA7 ZIP CODE 01867 Annual All Alcohol Package Store Annual or Seasonal Category W Awh w &Mek Wm•. Type: IMm�.M.o�anasa. MehaCONabI Smre. fennYnnPmaa. mJ - omplete Description of Licensed Premises: i Application Filed: Aug 6, 2015 Advertised: I Abutters Notified: Yes _❑ No ❑>< Date &Time Date& Attach Publication Licensee Contact Person for Transaction Michael E Rubin Phone: 617 - 973-6110 ADDRESS: 1800 Boylston Street CITY/TOWN: Boston STATE MA ZIPCODE 01199 Remarks: The L.1 Licensing Authorities B, ABCC Remarks: NcMOIk Beverages CaHrol Camml W an RtlpFSaaamone Ececutive grMa -�-b I Posternak POSIPRNAK 8LANKS7BN 8 LUNB UP August 4, 2015 Town Manager's Office 16 Lowell Street Reading, MA 01867 ATTN: Paula Schena Office Manager Re: Busa's Reading Liquors Inc., d/b /a Busa's Reading Liquors ABCC License No.: 101600009 Dear Ms. Schena: Enclosed please find the following documents: oP1t AIln _6 AU Michael E. Rubin 617- 9736110- 617- 722-4911 FAX nnrubin@pbl.cam 1. ABCC Retail Alcoholic Beverages License Application Monetary Transmittal Form; 2. Check in the amount of $200.00 made payable to the Commonwealth of Massachusetts; 3. Copy of Certificate of Good Standing from MA DOR; 4. Copy of Secured Promissory Note, evidencing funds from pledgee, Berkshire Bank; 5. Copy of Pledge Agreement; 6. Copy of Liquor License; 7. Copy of Vote authorizing pledge; and 8. Petition for Change of License. Please issue a pledge of the license at your earliest convenience. Thank you for your attention to this matter. Sincerely yours, Michael E. Rubin MR/lmc Enclosures 1853025x1/18245 -1 Prudential Tower 8110 Boylston Street Boston, MA 02193 -8004 617. 973.6190 fax 617.3672115 w .pbl.conc The Connrmnwealth ofMassachasetts US Alcoholic Beverages Control Commussion 239 Causeway Street Boston, MA 02114 www.mass.eov/ahcc M5 4116 -6 pM Ir} 12 PETITION FOR CHANGE OF LICENSE 101600009 Reading ABCC Omnse Number Cay/rown Reading Liquors, Inc D/B/A Busa's Readirl respectfully petitions the Licensing Authorities to approve the Change of Manager ❑ Alteration of Premises Pledge of Lkense/Stock ❑ Cordial & Liqueurs Change of Corporate Name/DBA ❑ Change of Location Change of license Type (§12 ONLY, eg. "dub' to "restaurant) ❑ Change of Manager Last- Approved Manager. Requested New Manager. ❑x Pledge of License /Stock- Loan Principal Amount $ 1,500,000.00 Interest Rate: PR Payment Term: 7/1M2076 Lender. Berkshire Bank ❑ Change of Corporate Name /DBA• La t- Approved Corporate Name/DBA: Requested New Corporate Name /DBA: ❑ Change of License Type Last - Approved License Type: Requested New License Type: ❑ Alteration of Premises: (must fill out attached financial information form) Description of Aheration: ❑ Change of Location: (must fill out attached financial information form) Ian - Approved Location: Requested New Location: S' natureoLicensee wn�vevx r 11'17 ss m Date Signed 07f29/2015 m. rye pry -Must have Certificate of Good Standing from MA Department of nue /� 3 Additional Space Please note which question you are using this space for. of License /Stock Payment Term: Annually renewable SI N The Commonwealth of Massachusetts Priat.Fo Alcoholic Beverages Control Commission 239 Causeway Street Boston, MA 02114 www.mass.ov /ahce RETAIL ALCOHOLIC BEVERAGES LICENSE APPLICATION MONETARY TRANSMITTAL FORM APPLICATION SHOULD BE COMPLETED ON -LINE, PRINTED, SIGNED, AND SUBMITTED TO THE LOCAL LICENSING AUTHORITY. REVENUE CODE: RETA CHECK PAYABLE TO ABCC OR COMMONWEALTH OF MA: $200.00 (CEIBCK MUST DPNOTE THENAMEOP TNELICCN56ECORPORATION, LLC, PARTNERSHIP, ORINDIV[DUAL) CHECK NUMBER $4b$ 1 IF USED EPAY, CONFIRMATION NUMBER A.B.C.C. LICENSE NUMBER (IF AN E uNCUCum&EE,CAN BE OBTAINED PROMTHEcrry): 101600009 LICENSEE NAME: usa's Reading Liquors, Inc. DIWA Busa's Reading Liquors ADDRESS: 1345 Main Street I CITY/TOWN: Reading STATE® ZIPCODE 101867 ❑ New license ❑ New OlficerMirector ❑X Pledge of License ❑ Change Corporate Name ❑ Transferof License ❑ Change oflocation ❑Pledge of Stock ❑ Seasonal W Annual ❑ Change of Manager ❑ Alteration of licensed Premises ❑ Transfer of Stock ❑ Change of Dcenw Type ❑ Cordials/Liqueum Permit ❑ New Stockholder ❑ Issuance of Stock ❑ Oth ❑ GDayWDay Ocense ❑ Management/Operating Agreement ❑Wine& Malt to All Alcohol THE LOCAL LICENSING AUTHORITY MUST MAIL THIS TRANSMITTAL FORM ALONG WITH THE CHECK, COMPLETED APPLICATION, AND SUPPORTING DOCUMENTS TO: ALCOHOLIC BEVERAGES CONTROL COMMISSION P. O. BOX 3396 BOSTON, MA 02241 -3396 0 Fax Server 7/20/2015 9:54:48 AM PAGE MASSACHUSETTS DEPT. OF REVENUE PO BOX Iwo BOSTON. MA OUN MARK E. NUNNELLY, COMMISSIONER CHARLENE HANNAFORD, ACTING DEPUTY COMMISSIONER 20c Notice .onsoz BUSAS READING LIQUORS INC TIP ID •1000M 345 MAIN ST Date READING MAGI 867-3616 Bureau 90619 2/002 Fax Server OP u7/16M5 CERTIFICATE CERTIFICATE OF GOOD STANDING AND /OR TAX COMPLIANCE The Commissioner of Revenue certifies as of the above date, that the above named Individual or entity Is In compliance VAth Its lax obligations payable under M.G.L. a 62C. Including corporation excise, sales and use taxes, sales tax on meals, sales and use tax on Boats/RV, withholding taxes, room occupancy excise and personal Income taxes, with the following exceptions. This Certificate certifies that individual taxpayers are in compliance with Income tax obligations and any sales and use taxes, sales tax on meals, Wihholding taxes, and /or room occupancy taxes related to a ads proprietorship. Persons deemed responsible for the payment of these taxes on behalf of a corporation, porinerehip or other business entity may not use our automated process to obtain a Certificate. This Cer6flosts does not cer ify that the entity's standing as to taxes such as unemployment Insurance administered by agendas other than the Department of Revenue, or taxes under any other provisions of law. Taxpayers required to collect or remit the following taxes must submit a separate request to tartly compliance: Alcoholic Beverage Excise, Cigarette Excise, International Fuds Tax Agreement, Smokeless Tobacco or Ferry Embarkation. THIS IS NOTA WAIVER OF LIEN ISSUED UNDER GENERAL LAWS, CHAPTER 62C, SECTION 52. Very truly yours. Charlen , Actl eputy Commissioner Sbb SECURED REVOLVING TIME NOTE $1,500,000.00 July 14, 2015 Boston, Massachusetts On July 14, 2017, for value received, the undersigned, BUSA BROS LIQUORS, INC., a Massachusetts corporation, STATE ROAD LIQUOR MART, INC., a Massachusetts corporation, BUSA'S READING LIQUORS, INC., a Massachusetts corporation, BUSA WINE & SPIRITS OF WESTFORD, INC., a Massachusetts corporation, VINEBROOK CORPORATION, a Massachusetts corporation, DOHERTY BROS. MARKET, INC., a Massachusetts corporation and HIGHLANDER PLAZA LIQUORS, INC., a Massachusetts corporation (collectively, the "Borrowers "), jointly and severally, promise to pay BERKSHIRE BANK, a Massachusetts banking corporation (the "Bank ") at the office of the Bank located at One Van de Graff Drive, Suite 202, Burlington, Massachusetts 01803, or such other place as the Bank shall designate, the principal sum of One Million Five Hundred Thousand ($1,500,000.00) Dollars (or if less, the aggregate unpaid principal amount of all advances and loans outstanding made under the Revolving Loan pursuant to a Loan Agreement of even date between the Bank and the Borrowers, as may be amended from time to time (the "Loan Agreement ")), together with interest on unpaid balances payable monthly in arrears on the first (1 ") day of each calendar month, commencing on the first day of the first month next succeeding the date hereof at a fluctuating interest rate per annum equal to the Prime Rate in effect from time to time. The "Prime Rate" shall mean the rate of interest designated in "Money Rates" section of The Wall Street Journal, from time to time as its "Prime Rate" in effect for domestic commercial loans, it being understood that such rate is a reference rate and not necessarily the lowest rate of interest charged by Bank. In the event that The Wall Street Journal announces more than one "Prime Rate ", the highest rate shall be applicable hereto. In the event that the Prime Rate is no longer published or announced, or becomes unascertainable for any reason, the Bank shall designate a comparable reference rate, upon prior written notice to the Borrower, which shall be deemed the "Prime Rate" hereunder. The rate of interest payable by the Borrower shall be changed effective as of that day on which a change in the Wall Street Journal Prime Rate becomes effective. Interest shall be calculated on the basis of actual days elapsed and a 360 -day year. If any payment hereunder is not paid in full when due or after the occurrence of an Event of Default hereunder, interest on such unpaid balances shall thereafter accrue and be payable at a per annum rate equal to four (4 %) percent greater than the rate of interest otherwise applicable to such balance (the "Default Rate "). In no event, however, shall advances evidenced by this Note bear interest rate in excess of the maximum interest permitted by applicable law. If any payment or installment to be made hereunder, whether interest, principal or both, shall not be paid within ten (10) days of the date when due, then, in addition to interest and without limiting the Bank's sb' rights by reason of such default, there shall be paid, upon demand, a late charge equal to five (5 %) percent of any such payment or installment. At the option of the Bank, this Note shall become immediately due and payable without notice or demand upon the occurrence at any time of any of the following (each an "Event of Default "): (i) the failure to pay in full and when due any installment of principal or interest hereunder, (ii) the occurrence and continuance of an Event of Default under the Loan Agreement; or (iii) the termination of the Loan Agreement for any reason. This Note is issued pursuant to the aforementioned Loan Agreement, to which reference is made for a complete description of the rights, obligations, limitations and restrictions of the Borrower and the Bank. The Borrower hereby authorizes the Bank to charge the amount of all payments, when due and payable hereunder, against the Borrower's loan account created pursuant to the Loan Agreement. Any and all deposits or other sums at any time or times credited by or due from the Bank to, and all securities or other property in possession of the Bank, for safekeeping or otherwise and belonging to, any maker, endorser, or guarantor of this Note, are and shall be subject to a security interest in favor of the Bank to secure payment of this Note and the payment and performance of any and all other liabilities and obligations, direct or indirect, absolute or contingent, due or to become due or that may hereafter be contracted, of said respective maker, endorser or guarantor to the Bank. During the continuance of any of the foregoing events of default specified above or upon non - payment of this Note or any of such liabilities or obligations whenever due, and at any time or times thereafter, without any demand or notice, except to the extent as notice may be required by applicable law, the Bank may sell or dispose of any or all such securities or other property and may exercise any and all of the rights accorded the Bank by the Massachusetts Uniform Commercial Code. Upon the occurrence and during the continuance of any of the foregoing events of default, the Bank may apply or set off such deposits or other sums. The provisions of this paragraph are cumulative to, and non - exclusive of, any other rights that the Bank has with respect to such deposits, sums, securities or other property under other agreements or applicable principles of laws. The Bank shall have no duty to take steps to preserve rights against prior parties as to such securities or other property. The Borrower agrees to pay all costs of collection, including reasonable fees of attorneys. No delay or omission on the part of the Bank in exercising any right hereunder shall operate as a waiver of such right or of any other right of such Bank, nor shall any delay, omission or waiver on any one occasion be deemed a bar to or waiver of the same or any other right on any future occasion. The Borrower and every indorser or guarantor of this Note regardless of the time, order or place of signing waives presentment, demand, protest and notices of every kind and assents to any one or more extensions or postponements of the time of 2 Sbg payment or any other indulgences, to any substitutions, exchanges or releases of collateral if at any time there be available to the Bank collateral for this Note, and to the additions or releases of any other parties or persons primarily or secondarily liable hereunder. All rights and obligations hereunder shall be governed by the laws of the Commonwealth of Massachusetts and this Note shall be deemed to be made under seal. WITNBSS: !'nom Print Name: Wf1NE S: Print Name: 1/ �ZH:rl:l:i:il BUSA BROS LIQUORS, INC. By. Name: Title:�� F.1 IF-1 �h • •• t• Koi7. %1.M! ,w�; BUSA'S ADING LIQUORS, INC. By: Name: Title:__,., 1p BUSA WINE t• OF ••D INC VIII /� it i Title: d�Sl�elti� -'(bq WITN VINEB�RO�O�K CORPORRAATTIIIOON By: Print Name: tL 12 Title: WI'I'NES Print Name: DOHERTY BROS. MARKET, INC. By a ame: i � Title: 0 � �_ L—j- HIGHLANDER PLAZA LIQUORS, INC. By: Print Name. Title: THIS NOTE IS SECURED PURSUANT TO THOSE CERTAIN SECURITY AGREEMENTS (ALL ASSETS), EACH OF EVEN DATE HEREOF, GIVEN BY EACH OF THE BORROWERS IN FAVOR OF THE BANK. SIGNATURE PAGE — SI,100. .W SECURED REVOLVING LIME MOTE (JULY, 3YI5) S:\WOG% nkR ANKVW99WWMM&884.DOC S Lib BERKSHIRE BANK PLEDGE OF ALCOHOLIC BEVERAGE LICENSE KNOW ALL MEN BY THESE PRESENTS that Busa's Reading Liquors, Inc., a Massachusetts corporation, having a principal place of business at 133 Massachusetts Avenue, Lexington, Massachusetts 02420 (the "Pledgor "), being the holder of a Retail Package Goods Store license to sell All Kinds of Alcoholic Beverages not to be drunk on the premises located at 345 Main Street, Reading, Massachusetts (the "License ", a copy of which is attached hereto as Exhibit A , in order to secure the payment of a certain loan evidenced by a Secured Revolving Time Note of even date in the maximum principal amount of One Million Five Hundred Thousand and 00 /100 ($1,500,000.00) Dollars (the "Note ") made by Pledger, Bus Bros Liquors, Inc., State Road Liquor Mart, Inc., Buss Wine & Spirits of Westford, Inc., Vinebrook Corporation, Doherty Bros Market, Inc. and Highlander Plaza Liquors, Inc., jointly and severally, payable to the order of Berkshire Bank (the "Pledgee "), and also to secure all other existing or future obligations and liabilities of the Pledger to the Pledgee, whether said liabilities are direct, contingent, liquidated or unliquidated and in consideration of the making by Pledgee of the loan evidenced by the by the Note, Pledger does hereby covenant and agree for itself and its successors and assigns, with the Pledgee, as follows: 1. That Pledger grants to Pledgee a security interest in the License. 2. That Pledger and its successors and assigns will keep in force and duly renew said License. 3. That neither the Pledger nor its successors or assigns will, without fast obtaining the written consent of the Pledgee or the Pledgee's successors or assigns, transfer the location of, assign or surrender the License or any renewals thereof. 4. Upon the occurrence and continuance of an Event of Default (as defined in the Note), Pledgor for itself and its successors and assigns, irrevocably authorizes and empowers Pledgee, and Pledgee's successors and assigns, for and in the name of Pledger, and its successors and assigns, to make such disposition of the License as the Pledgee sees fit without further consent from Pledger. 011 5. Pledgor and Pledgee acknowledge that the pledge of the License provided herein is subject to prior approval by the City/Town of / Licensing Board and by the Commonwealth of Massachusetts Alcoholic Beverages Control Commission. IN WITNESS WHEREOF, the undersigned Pledgor has caused its name to be signed under seal this le day of July, 2015. PLEDGOR: BUSA'S READING LORS, By: Name: Title: — �4evc -- PLEDGEE: BERKSHIRE BANK By: Name: Christopher P. DeF nzo Title: Vice President SIOMFORE PAGE - PLEDGE OF ALCOHOLIC BEVERAGES LICENSE- BUSA BROS LIQUORS, B . S:\W OMANK RMMIK\IY76MM3�27753.D0CX 3b iz EXHIBIT A Copy of the License ,►, 13 obi N THE LICENSING BOARD OF THE TOWN OF READING HEREBY GRANTS A RETAIL PACKAGE GOODS STORE LICENSE to Expose, Keep for Sale and to Sell All Kinds of Alcoholic Beverages Not to be Drunk on the Premises License No.101600009 TO: BUSA'S READING LIQUORS, INC. D /BIA BUSA'S READING LIQUORS, 346 MAIN STREET, READING, MA on the following described premises: First floor approx. 5888 sq. ft. front entrance, rear service entrance This license is granted and accepted upon the express condition that the licensee shall, In all respecls, conform to all the provisions of the Liquor Control Act, Chapter 138 of the General Laws, as amended, and any rules or regulations made thereunder by the licensing authorities. This license expires December 31, 2015, unless earlier suspended, cancelled or revoked and Is subject to the following conditions: All Bylaws, Rules and Regulations of the Town of Reading and of the Commonwealth of Massachusetts shall be followed, and also subject to a satisfactory inspection of the establishment by the Town Manager; In Testimony Whereof, the undersigned have hereunt ffi d their cial signatures this 18a day of November, 2014. The hours during which Alcoholic Beverages may be sold are: Monday-Saturday From 8:00 a.m. to 11:00 p.m. except 8:00 a.m. to 11:30 P.M. The day before a holiday. Sunday E SIN r From 10:00 a.m. to 11:00 p.m. LIC BOAR E EI THIS LICENSE SHALL BE DISPLAYED ON THE PREMISES IN A CONSPICUOUS POSITION WHERE IT CAN EASILY BE READ. obi N BUSA'S READING LIQUORS, INC. (a Massachusetts Corporation) UNANIMOUS WRITTEN CONSENT OF THE BOARD OF DIRECTORS As of July -41 2015 The undersigned, being all of the Directors of Busa's Reading Liquors, Inc., a Massachusetts corporation (the "Corporation' 1, hereby consent, pursuant to Massachusetts General Laws, Chapter 156D, Section 8.21, and the By -laws of the Corporation, to the following actions by unanimous written consent in lieu of a special meeting of the Board of Directors: RESOLVED: That the President, Treasurer or any other officer or agent of Bum's Reading Liquors, Inc. (the "Corporation ") or any one or more of them be and they are hereby authorized and empowered to borrow or obtain other financial accommodations, from time to time, from Berkshire Bank (herein "Secured Party") such sum or sums of money as any of said officers may deem necessary or advisable for the purposes of the Corporation. RESOLVED: That the President, Treasurer, or any other officer or any agent of the Corporation, or any one or more of them, be and they are hereby authorized and empowered to enter into and execute on behalf of the Corporation a security agreement(s) and/or a mortgage(s) with Secured Party relating to the granting of a security interest, pledge, assignment, negotiation and guarantee to said Secured Party of accounts, contracts, contract rights, general intangibles, chattel papers, instruments, documents; and all forms of obligations owing to the Corporation arising from or out of the sale of merchandise and/or the rendition of services or however otherwise, and all proceeds thereof, collectively referred to as "Accounts ", and/or relating to the granting of a security interest, consignment, pledge, mortgage or other hypothecation of any and all of the inventory and any and all of the machinery, equipment, goods or other property, now or hereafter belonging to or acquired by the Corporation, to or with said Secured Party and/or to enter into and to execute on behalf of the Corporation a mortgages) relating to the real property of the Corporation, of whatever kind or nature and wherever situated, and from time to time to modify or supplement said security agreement(s) or mortgage(s) and to make and modify, or supplement arrangements with said Secured Party as to the terms or conditions on which such Accounts we to be pledged, assigned, negotiated or guaranteed to said Secured Party, and as to the terms or conditions on which merchandise or other property, now or hereafter belonging to or acquired by the Corporation, may be consigned, pledged, mortgaged or I836322A/I N 10 otherwise hypothecated to or with said Secured Party, and they and each of them and any person or persons hereafter and from time to time designated by any of them to act for the Corporation are hereby further authorized and empowered from time to time to assign, transfer, deliver, endorse, negotiate or otherwise transfer and/or guarantee to said Secured Party and its assigns any and all Accounts now or hereafter belonging to or acquired by the Corporation, and for said purposes to execute and deliver any and all assignments, schedules, transfers, endorsements, contracts, guarantees, agreements or other instruments in respect thereof and to make remittances and payments in respect thereof as provided by any security agreement entered into with Secured Party, and they are further authorized and empowered from time to time to consign, designate, pledge, mortgage or otherwise hypothecate to or with said Secured Party merchandise or other property whether real personal or of whatever kind or nature and wherever situated, now or hereafter belonging to or acquired by the Corporation, and for said purposes to execute and deliver any and all consignments, promissory notes, security agreements, financing statements, designations, schedules, mortgages, agreements, instruments of pledge and/or other instruments in respect thereof, and to do and perform all such other acts and things deemed by such officer or agent necessary, convenient or proper to carry out, modify or supplement any such agreement and arrangements made with said Secured Party, hereby ratifying, approving and confirming all that any of said officers or agents have done or may do in the premises. RESOLVED: That until said Secured Party receives notice in writing of any change or limitations of authority of any officers or any agents of the Corporation, said Secured Party is authorized to rely upon the authority and power set forth in these resolutions. RESOLVED: That any one of the officers and/or persons authorized by the foregoing Resolutions, acting singly, may by written instrument famished the Secured Party delegate to any other officer or person the same authority which is vested singly and individually by said Resolutions in the person(s) or officer(s) so delegating authority, which written delegation shall be in such form as may be requested by the Secured Party and may be subject to such restrictions and limitations as may be indicated thereon. [Remainder ofpage intentionally let blank) [Signature page to follow.) 1939322rItI%l o Sbi� [Signature page to Unanimous Written Consent of the Board of Directors] IN WITNESS WHEREOF, the undersigned has executed this instrument to be effective as of the day and year first written above. S -1 To x MIW14M -n 18383Riv1/14410 -10 s�� TOWN OF READING Town Manager Evaluation FY 2015 SUMMARY OF INDIVIDUAL EVALUATIONS 9/1/2015 SfI FY 2015 Town Manager Evaluation Summation Town Manager: Robert LeLacheur Step 1: Summary of Ratings for FY'15 Goals (DNM =Did Not Meet: M =Met: E= Exceederl� MAJOR GOAL AREA: Ov DE JH KS JA BB MW R2020 -1 Community Partners - Regional M M M M M P R2020 -2 Community Partners — Non -Profit I Private M M M E DNM Community Engagement R2020 -3 Services & Performance Measurement M M M M DNM P R20204 Communication M M DNM M M R2020 -5 Strategic Planning M M M E M R2020E Strategic Real Estate M M E M M R2020 -7 Strategic Policy M M E E M R2020 -8 Internal Operations M M M M M Step 2: Summary of Performance on Standards (U= Unsatisfactory: NbWesds Improvement: P= Proficient: E= Exemplary) Indicators Unsatisfactory = Perfarnance on a standard or overall has not significantly improved following a rating of Needs improvement, or performance is consistently below the requirements of a standard or overall and is considered inadequate, or both. Nafds ImprovemenoDevdoping = Performance on a standard or overall is below the requirements of a standard or overall but is not considered to be Ov DE JH KS JA BB MW Unsatisfactory at the time. Improvement is necessary and expected. Proficient = Proficient practice is understood to be fully satisfactory. This is the rigorous expected level of performance. Exemplary= A rafing of Exemplary indicates that practice significantly exceeds Proficient and could serve as a model of practice regionally or statewide. Standard I: Leadership and Professional Culture E P E E E Standard II: Management and Operations E P E E E Standard III: Community Engagement P P P P P 1 FZ FY 2015 Town Manager Evaluation Step 3: Add Summary-Level Evaluator Comments on Attainment of Goals and Performance on Standards: Comments and analysis are recommended for any rating but are reguired for an overall Standards rating of Needs Improvement or Unsatisfactory, or for an overall Comments: Kevin Sexton - Many goals were given a high rating by the Board of Selectmen and the Town manager did an overall excellent job in meeting those goals. It has been a pleasure to work with Bob over past year and half, and his wiliness to explore the best option for the town's issues is a welcome site. My overall assessment is that he has met or exceeded his objectives this past year and my recommendations for him in the next year is to continue to work on the areas of communication with the public, private/public relationships, regionalization and wage levels for staff inside the budget. An area that I know he works on already is staff retention and responsibilities, I would like to see an overview done of how the new staff structure has worked out so far. As well as exploring ways to make our town more attractive to the top candidates, especially in the area of perks, but not just limited to that Barry Berman - The Town Manager exemplifies true professionalism and utmost integrity. In his two years at the helm he has reorganized town government to make it more efficient and has undertaken efforts to categorize the services we provide. He has created a professional culture and brought a sophisticated eye to management and operations. The only goals which I do not believe were met were establishing community partners (R2020 -2) and Service and Performance Measurement (R2030 -3). The establishment of the Cultural Connection is a beginning, but there are many other opportunities and possibilities. The Board will need to provide assistance and leadership on this front as it will be an ongoing effort. I am unaware that a full performance measurement analysis has been done, but will be critical as Town navigates operational override discussion. While the Manager communicates well internally, I feel there could be improvement on how issues, challenges and successes are communicated to the Town at large. I strongly consider the Manager resurrect "Ask the Manager" on RCN and /or write a monthly column in Advocate /Chronicle/Patch on issues the Town faces. Daniel Ensminger— Bob continued his steady hand at Reading's helm in FY15. Among his principal accomplishments are: 1) providing significant leadership that helped secure Town Meeting approval of the recodified Reading's Zoning Bylaws and Home Rule Charter; 2) the hiring of Administrative Services Director Matt Kraunelis as the capstone on Bob's expert restructuring of Town Government. Our Departments now all have successors in place who can ably back up their Department Heads in the event of absence or emergency; 3) continued effective fiscal management of the Town; 4) effective collaboration with Supt. Doherty to restructure staffing in the following areas in order to achieve operational efficiencies: finance, HR, technology, and facilities. Bob also skillfully restructured the Public Services (new Community Services) Department into two Divisions, and also reduced the number of 2 s F3 part-time positions to promote better service to the public and B/C /C's such as ZBA, CPDC, and the Conservation Commission. He continues to work collaboratively with surrounding towns to explore creative solutions to mutual problems. John Halsey - I believe our Town Manager has demonstrated exemplary leadership to both his staff and the BOS. I feel he has created a culture of open communication and transparency that is critical for the efficient operation of a small town's government. Bob has found a way to motivate and inspire staff to achieve at a high level despite in my opinion an obvious shortage of staff positions and manpower to staff them. Along these lines, Bob has clearly taken on more responsibility and "task management" personally than any one person should...... He leads his team by example with his work ethic and "can do" approach to everything he does. I believe that hiring Matt this year is finally a key step towards sharing the management load. I believe everyone on Bob's management team, especially he will benefit greatly by this hire. The team, although already very good, will function at a more productive and efficient manner as Bob's organizational plans are being more fully implemented. Bob's leadership will continue to develop a better and more highly efficient management and operational structure. I think the next step that must be addressed is an improved "Town -wide Communication System ". By that I mean a more thorough communication of the Town's accomplishments and services on behalf of its citizens. It is my opinion that better information flow will lead to a greater sense of pride and volunteerism. Given our budget constraints and manpower shortages this is a "key ingredient" to the continuation of high service levels and creative problem solving. I would like to see the town expand on the strategy of "private - public" partnerships. Bottom line is: the greater the levels of "community involvement" the greater the likelihood of the maintenance of services and methods for funding them. Bob's grasp of strategic planning in all key categories is notable and well above average. I would like to see the BOS working on a closer more regular basis with Bob on a strategic rather than tactical basis. I believe Bob and the BOS should meet quarterly to work strictly on a "Strategic Agenda" in a "retreat format" likely on a Saturday morning. The Town of Reading is very fortunate to have Bob as our Town Manager...... our last year under his leadership has been challenging in many ways but has met those challenges in a very positive way. There are some areas for improvement as noted throughout my review and analysis but I see those as systemic not as shortfalls of our Town Manager. I believe Bob is acutely aware of the tasks not yet completed and is energized to lead us forward in a very positive and productive way. I am personally excited to work side by side with such a willing partner as Bob...... looking forward to a productive year on behalf of Reading. Town Manager's FY'2015 Goals Ratings for each goal (DNM =Did Not Meet; M =Met; E= Exceeded) R- 2020 -1 Community Partners - Regional Ov DE JH KS JA BB MW Goal 014 Review Current regionalization efforts M E M E M Gosl01S Examine possible future regionalization opportunities M M M M M R -2020.1 Comments: SEE COMMENTS ON INDIVIDUAL EVALUATIONS R- 2020 -2 Community Partnere- Non -Profit /Private Ov DE JH KS JA BB MW Goal 023 Explore creative public / private partnerships M M M E DNM R- 2020 -2 Comments: SEE COMMENTS ON INDIVIDUAL EVALUATIONS R -2020.3 Services & Performance Measurement Ov DE JH KS JA BB MW Goal 00 Create an inventory of Public Services provided M M DNM E M G0411010 Suggest ways to gather data and measure performance DNM M M DNM DNM sf-J Goal 017 Review Public Health division E E E E E Goa1918 Review RCASA M M M M M Goa1918 Review Emergency Planning M M M M M R -2020-3 Comments: SEE COMMENTS ON INDIVIDUAL EVALUATIONS R -2020-4 Communication Ov DE JH KS JA BB MW Goal 1p Board /Committee Summit DNM M DNM DNM DNM Goal 911 Provide easy to use community feedback methods M M DNM M M Goal 822 Examine role of boards and committees M M M E M R -2020-4 Comments: SEE COMMENTS ON INDIVIDUAL EVALUATIONS R -2020-5 Strategic Planning Ov DE JH KS JA BB MW Goal 920 Implement & Encourage Bike / Pedestrian Planning M M M E Goal 921 Implement Complete Streets M E M E M Goal 928 Work towards 10% Affordable Housing M M DNM M M Goal 927 Implement high priorities of PTITF M M M M 5 R -20205 Comments: SEE COMMENTS ON INDIVIDUAL EVALUATIONS R -20205 Strategic Real Estate Ov DE JH KS JA BB MW Goal #28 Develop strategies for econ development of Industrial Zone M E E M Goal #28 Review Recreation Facilities M M E M M Goal 928 Review Public Works Facilities M M E DNM M Goal #30 Library Building project - keep on track E E E M M Goal #31 West Street project M M M M M R -20205 Comments: SEE COMMENTS ON INDIVIDUAL EVALUATIONS R- 2020 -7 Strategic Policy Goal #4 Review Selectmen's Policies M M M DNM M Goal 08 Comprehensive Review of Town Charter E E E E M Goal #7 Comprehensive Review of Zoning Bylaws E E E E M Goal #8 Targeted Review of General Bylaws M M M M M Goal #24 Explore and recommend strategy on Community Preservation Act DNM M DNM E DNM Goal 832 Permanent Building Committee M M I M I M DNM 6 SF/ R- 2020 -7 Comments: SEE COMMENTS ON INDIVIDUAL EVALUATIONS R- 2020.8 Internal Operations Ov DE JH KS JA BB MW Goal 07 Implement final phase of Town Managers reorganization E E E E M Goal 02 Human Resources Planning M M M M M Goal 06 Organize & Review Town Manager Policies M M M M M Gos1012 Comprehensive Review of Library Services DNM M DNM DNM DNM Goal 013 Create Technology Master Plan M M M M DNM Goa1018 Centralized Procurement M M M M Goal 033 Long -term liability planning E M E E Goal 034 Review current printing & mailing policy M M M M Goal 035 Review town -wide fee structure M DNM M DNM Goal 038 Develop a Fund Balance Policy per GASS 54 M M M M R -20204 Comments: SEE COMMENTS ON INDIVIDUAL EVALUATIONS 7 -�-rd Town Manager's Performance Rating for Standard I: Leadership and Professional Culture Overall Rating for Standard I The Town Manager demonstrates strong leadership and promotes a strong professional culture. aindedin e one.) Unsatisfactory Needs Improvement Proficient Exemplary Standard I - Comments and analysis: SEE COMMENTS ON INDIVIDUAL EVALUATIONS 8 J DE JH KS JA BB Performance on Standards (U= Unsatistactory; NI =Needs Improvement, P--proficient; E= Exemplary). Id. Leadership: Demonstrates strong Ieadershlp practices In the exercise of executive functions and personnel mwgamaM. E E E E P I 43. Communicat ion: Demonstrates among lnterpereonl, w. thi , and verbal communication skills. E P C E E E IC. Commibnem to High Standards: Foster a shared commitment W high standards of public service delivery by staff, E P E E E professional interaction with the public, and professional development, with high expectations for achievement for all. I I.D. Assessment: Ensures that all department and division has& use a variety of fomml and informal methods and aseeasmenb to E P growth employee grow and understanding and make necessary adjusbnords to their practice when employees am not P P P performing. I.E. Evaluation: Ensures effective and timely supervision and evaluation of all stag In alignment with town policies, state regulation P P P E P and contract provision. I-F. Managing Conflict: Employs stratagies for responding to disagreement and dissent, constructively resolving conflict anti P P E E building consensus throughout an Taws dap ebra n s. Overall Rating for Standard I The Town Manager demonstrates strong leadership and promotes a strong professional culture. aindedin e one.) Unsatisfactory Needs Improvement Proficient Exemplary Standard I - Comments and analysis: SEE COMMENTS ON INDIVIDUAL EVALUATIONS 8 J Town Manager's Performance Rating for Standard II: Management and Operations Performance on Standards (U= Unsatisfactory; NI =Needs Improvement, P--Proficient; E= Exemplary). Ov DE JH KS JA BB MW II -A Environment: Develops and execu s elfactiw plans, procedures, routines, and operational systems to addrsss a full range of financial, eatery, health, and social needs. P P P E P II -B. Human Resources Management and Development, Implements, a comsiw approach to recruiting, hiring, development, and caner growth that promotes high-cuality and vltectiw organization. P P P P P 1W. Scheduling and Management Information Systems: Uses appropriate systems to *mum optimal use of data and time for staff productivity and collaboration, while minimizing staff disruption and distraction. P P NI P P il-0. Law, Ethics, and policies: understands and complies with ebb and federal laws and marMae, Board of Selectmen policies, collective bargaining agreements, and ethical guideline. E P E E E II.E, Fiscal Systems: Develops a budget that supports the Town's vision, mission, and goals; allocates and manages expemiltures te balance scab w. available resources. P E E P Overall Rating for Standard It a In raw) The Town Manager uses resources to Implement g P appropriate stair operations and facility management. Unsatisfactory Needs Improvement Proficient Exemplary Standard 11- Comments and analysis: SEE COMMENTS ON INDIVIDUAL EVALUATIONS 9 3p /0 Town Manager's Performance Rating for Standard III: Community Engagement Performance on Standards (U =Unsatisfactory; NI =Needs Improvement P--Proficient; E= Exemplary). Ov DE JH KS JA BB MW III.A. Sharing Responsibility: CollaboraW with citizens and community stakeholders to fomrulals and support the Town's goals. P P P P P lll-a. Communication: Engages In regular, tsn womy, proficient communication With citizens and community stakeholders about Town gmamment perlonnum e. p p NI P P III.C. Community Concerns: Addresses community, problems and raneems In an equitable, aRectlse, and emclsm ananw. P E E P Overall Rating for Standard ll/ (Undedlne one.) The Town Manager forms eRacgw partnerships among town employees, cMasrrs, community organizations, and other stakeholders that address citizen concerns and build support for the mission of Town. Unsatisfactory Needs Improvement Proficient Standard III - Comments and analysis: SEE COMMENTS ON INDIVIDUAL EVALUATIONS Exemplary 10 I Comments on Standards (Cont.) Standard I: Standard II: Standard III: it TOWN OF READING Town Manager Evaluation FY 2015 Board of Selectmen Member: _John R Halsey 9/1/2015 513 FY 2015 Town Manager Evaluation Reviewer: _Halsey Town Manager: Robert LeLacheur Step 1: Summary of Attainment of FY'15 Goals (Summary of detailed evaluations on pages 3 -5; underline one choice for each set of goals.) R2020 -1 Community Partners - Regional R2020 -2 Community Partners — Non - Profitl Private R2020 -3 Services 8 Performance Measurement R2020-4 Communication R20i Strategic Planning R2020-6 Strategic Real Estate R2020 -7 Strategic Policy R2020-8 Internal Operations Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Step 2: Summary of Performance on Standards (Summary of detailed evaluations on pages 6 -8; check one box for each standard.) Indicators Z +' m Unsatisfactory = Performance on a standard or overall has not significantly improved following a rating of Needs Improvement, or performance is consistently u, E below the requirements of a standard or overall and is considered inadequate, or both. ,mom v ql 'V n Needs Improvemen /Developing = Performance on a standard or overall is below the requirements of a standard or overall but is not considered to be °—' N o w E Unsatisfactory at the time. Improvement is necessary and expected. m Z a O xc lL proficient = Proficient practice is understood to be fully satisfactory. This is the rigorous expected level of performance. E iL Exemplary = A rating of Exemplary indicates that practice sgnificandy exceeds Proficient and could serve as a model of practice regionally or statewide. Standard 1: Leadership and Professional Culture ❑ ❑ ❑ ❑X Standard II: Management and Operations ❑ ❑ ❑ 1 /❑ (X,J s7 ) _/ Standard III: Community Engagement 1 ❑ 1 ❑ I ❑X I ❑ 2 s�) FY 2015 Town Manager Evaluation Step 3: Add Summary-Level Evaluator Comments on Attainment of Goals and Performance on Standards: Comments and analysis are recommended for any rating but are recigired for an overall Standards rating of Needs Improvement or Unsatisfactory, or for an overall Comments: I believe our Town Manager has demonstrated exemplary leadership to both his staff and the BOS. I feel he has created a culture of open communication and transparency that is critical for the efficient operation of a small town's government. Bob has found a way to motivate and inspire staff to achieve at a high level despite in my opinion an obvious shortage of staff positions and manpower to staff them. Along these lines, Bob has clearly taken on more responsibility and "task management" personally than any one person should...... He leads his team by example with his work ethic and "can do" approach to everything he does. I believe that hiring Matt this year is finally a key step towards sharing the management load. 1 believe everyone on Bob's management team, especially he will benefit greatly by this hire. The team, although already very good, will function at a more productive and efficient manner as Bob's organizational plans are being more fully implemented. Bob's leadership will continue to develop a better and more highly efficient management and operational structure. I think the next step that must be addressed is an improved "Town -wide Communication System ". By that I mean a more thorough communication of the Town's accomplishments and services on behalf of its citizens. It is my opinion that better information flow will lead to a greater sense of pride and volunteerism. Given our budget constraints and manpower shortages this is a "key ingredient" to the continuation of high service levels and creative problem solving. I would like to see the town expand on the strategy of "private - public" partnerships. Bottom line is: the greater the levels of "community involvement" the greater the likelihood of the maintenance of services and methods for funding them. Bob's grasp of strategic planning in all key categories is notable and well above average. I would like to see the BOS working on a closer more regular basis with Bob on a strategic rather than tactical basis. I believe Bob and the BOS should meet quarterly to work strictly on a "Strategic Agenda" in a "retreat format" likely on a Saturday morning. The Town of Reading is very fortunate to have Bob as our Town Manager...... our last year under his leadership has been challenging in many ways but has met those challenges in a very positive way. There are some areas for improvement as noted throughout my review and analysis but I see those as systemic not as shortfalls of our Town Manager. I believe Bob is acutely aware 3 C �o yet completed and is energized to lead us forward in a very positive and productive way. I am personally excited to work side by side with such a willing partner as Bob...... looking forward to a productive year on behalf of Reading. 4 5�-I% Town Manager's FY'2O15 Goals Check one box for each goal. 5 Ski S Z 7 v 2 Area / Goal(s) Description ❑ R- 2020.1 Community Partners - Regional Gal #14 Review Current regionalization efforts ❑ OX ❑ Goal #15 Examine possible future regionalization opportunities ❑ OX ❑ R -2020.1 Comments (recommended for all ratings; required for any rating of Did Not Meet): R- 2020 -2 Community Partners — Non -Profit I Private Goal #23 Explore creative public I private partnerships ❑ OX ❑ R- 2020 -2 Comments: R -20203 Services b Performance Measurement Goal #9 Create an inventory of Public services provided OX ❑ ❑ Goal #10 Suggest ways to gather data and measure performance ❑ oX ❑ Goal #17 Review Public Health division ❑ ❑ OX Goal 41119 Review RCASA O OX ❑ Goal #19 Review Emergency Planning O OX ❑ R -20203 Comments: We need to better communicate to our citizens the vast array of high quality services that Reading provides....... I think we need Improvement in this regard. 5 Ski S 6 s�l� R -20204 Communication God 83 Board /Committee Summit ❑X 1 ❑ ❑ Goal #11 Provide may to use community feedback methods ❑X ❑ ❑ Goal #22 Examine role of boards and committees ❑ OX ❑ R -20204 Comments (recommended for all ratings; required for any rating of Did Not Meet(: We have talked on a regular basis about a "Board /Committee Summit ........ we need to make it happen! I believe a really important step forward in communication could be accomplished with intense scrutiny and development of the Town Website. It is adequate, but could be so much mom..... Bob's strategic oversight here would be invaluable. R- 2020 -5 Strategic Planning Goal #20 Implement & Encourage Bike / Pedestrian Planning Implement Complete Streets O ❑X ❑ Goal #21 ❑ OX ❑ Goal #25 Work towards 10% Affordable Housing OX ❑ ❑ Goal #27 Implement high priorities of PTITF ❑ OX O R- 2020 -5 Comments: We must look at the affordable housing issue in a proactive way to avoid unwanted and unfriendly proposals and developers from taking control of this situation away from us. R- 2020.5 Strategic Real Estate Goal #26 Develop strategies for soon development of Industrial Zone ❑ O OX Goal #28 Review Recreation Facili0es O O oal #29 Review Public Works Facilities ❑ ❑ 177 Goal #30 Library Building project - keep on track ❑ ❑ Goal #31 West Street project ❑ OX 6 s�l� R- 20204 Comments: R- 2020 -7 Strategic Policy Goal /4 Review Selectmen's Policies ❑ 13X ❑ Goal 06 Comprehensive Review of Town Charter ❑ ❑ ❑X Goal 97 Comprehensive Review of Zoning Bylaws ❑ ❑ OX Goal 08 Targeted Review of General Bylaws ❑ ❑X ❑ Goal 924 Explore and recommend strategy on Community Preservation Act OX ❑ ❑ Goal 032 Permanent Building Committee Cl oX ❑ R- 2020 -7 Comments (recommended for all ratings; required for any rating of Did Not Meet): I believe we need a thorough and expanded study of CPA. I am not convinced this to Is the answer, but 1 believe we need to do a more complete job of vetting what it would mean to Reading. R- 2020.8 Internal Operations Goal X1 Implement final phase of Town Manager's reorganization ❑ ❑ ❑X Goal 92 Human Resources Planning ❑ oX ❑ Goal X6 Organize & Review Town Manager Policies ❑ oX ❑ Goal X12 Comprehensive Review of Library Services ❑X ❑ ❑ Goal X13 Create Technology Master Plan ❑ ❑X ❑ Goal X16 Centralized Procurement ❑ ❑X ❑ Goal 933 Long -term liability planning ❑ ❑ ❑X Goal X34 Review current priming & mailing policy ❑ ❑X ❑ Goal X36 Review town -wide fee structure ❑X ❑ ❑ Goal on Develop a Fund Balance Policy per GASB 54 ❑ ❑X ❑ 7 S G Zv R- 2020 -8 Comments: believe all fees must be examined in light of the economic challenges facing our town..... complete analysis is key to proper pricing. I feel that we are not seeing a transparent "review of library services" that is critical and in keeping with the rest of Town Government. Bob has done an outstanding job as the voice of reason and oversight on the Library Renovation Projeect.... I would like to see him extend that as it's possible to a review of Library Services...... Bob's processing and strategic thinking skills could be invaluable to the "library services review .. ..... given the dynamic of change here and the huge investment by taxpayers I think strong oversight is critical. allies 8 5 r� Town Manager's Performance Rating for Standard I: Leadership and Professional Culture Unsatisfactory Needs Improvement Proficient Exemplary * + * +* Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or UnsalislaeMry): 9 SF ZZ 0 .. m m E d & d d o cg i~ n E tl Z c G x d Check one box for each indicator and underline the overail standard rating. M Leadership: Demonstrates strong leadership practices in the exercise of executive functions and personnel management ❑ ❑ ❑ ❑X Fa. Communication: Damorstatss strong Interpersonal, written, and verbal communication edits. ❑ ❑ ❑ ❑X IC. Com nkmend to High standards: Fosters a shared commitment to high standards of public service delivery by staff, professional ❑ ❑ ❑ ❑X Interaction with the public, and professional development with high expectations for achievement for all. W. Assessment: Ensures Nat all department and division Made use a "Mary of Formal and Informal matlads and assessments to measure ❑ ❑ ❑X ❑ employee growth and understanding and make mcessary adlustnenb to their practice when employees are not performing. FE. Evaluation: Ensures effective and timely supeMsion and evaluation of all staff in alignment with town policies, stab regulations and ❑ 11 ❑X 1-1 contract provisions. I-F. Managing conflict: Employe strategles For responding to disagreement and dissent, constructively resolving conflict and building O ❑ ❑X ❑ consensus throughout all Town departments. Overall Rating for Standard I The Town Manager demonstrates strong leadership and promotes a strong professional culture. ( ndedur one.) Unsatisfactory Needs Improvement Proficient Exemplary * + * +* Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or UnsalislaeMry): 9 SF ZZ Town Manager's Performance Rating for Standard II: Management and Operations Unsatisfactory Needs Improvement Exemplary Proficient ++ 10 (� z, r c U N E m z ° O a E ` Check one bar for each indicator and un dine the overall standard rating. 11 II•A Environment: Develops and executes effective plans, procedures, routims, and operational systems to address a full range of financial, OX Lj safety, health, and social needs. H.B. Human Resources Management and Development Implements a cohesive approach to recruiting, hiring, developmsnt, and caner 0 ❑ Olt ❑ growth that promotes high-zivaley antl~Uve organization. WC. Scheduling and Management Information Systems: Uses appropriate systems to ensure optimal use of date and ems for staff O oX 0 productivity and collaboration, while minimizing staff dismption and disbaction. 11 -0. Law, Ethics, and Policies: Understands and complies with stab and federal laws and mandates. Board of Selectmen policies, collective O 0 O joX bargalnirg agmments, and ethical guidelines. IIf. Fiscal Systems: Develops a budget that supports On Town's vision, mission, and goals; allocates and manages expenditures to 0 11 0 Glance goals ve. avalbda resources. overall Rating for Standard II The Town Manager uses resources to implement appropriate staff operations and facility management. (Underline one.) Unsatisfactory Needs Improvement Exemplary Proficient ++ 10 (� z, Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or Unsatisfactory): My only real question here is whether we are using all the possible, affordable technology that may be available to us...... managing staff relative to actual productivity can be tricky and sometimes cutting edge technology can be helpful. J 11 C:1 Town Manager's Performance Rating for Standard III: Community Engagement � O O C O II6121. Communication: Engages In regular, lwo+aay, proaolent communication with claws and community stakeholders about Town government performanq. O v N N E m > N U III-C. Community Coneems: Addresses community problems and concerns In an equitable, affective, and efficient manner. I E ❑ Z O. m C a E L Overall Rating for Standard III (Underline ore.) Check one box for each indicator and underline the overall standard rating. KP III41. Sharing Responsibility: Collaborates with citizens and community slekeholders b formulate and support the Town's goals. O O oX O II6121. Communication: Engages In regular, lwo+aay, proaolent communication with claws and community stakeholders about Town government performanq. O OX O O III-C. Community Coneems: Addresses community problems and concerns In an equitable, affective, and efficient manner. I E ❑ 1 ❑ 1 OX Overall Rating for Standard III (Underline ore.) The Town Manager forms Nleotive partnerships among town employe s, citizens, community organizations, and other stakeholders that address citizen concerns and build support for the mission of Town. Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or Unsatisfactory): The whole "communications thing' is a repeating challenge ... .... we need to get better at it utilizing all the many tools available to us. 12 st"Z� TOWN OF READING Town Manager Evaluation FY 2015 Board of Selectmen Member: Daniel Ensminger 9/1/2015 S'� 2� FY 2015 Town Manager Evaluation Reviewer: Daniel Ensminger Town Manager: Robert LeLacheur Step 1: Summary of Attainment of FY'15 Goals (Summary of detailed evaluations on pages 3 -5; underline one choice for each set of goals.) R2020 -1 Community Partners - Regional R2020 -2 Community Partners — Non - Profit / Private R2020 -3 Services 8 Performance Measurement R2020-4 Communication R2020 -5 Strategic Planning R2020 -8 Strategic Real Estate R2020 -7 Strategic Policy 82020 -8 Internal Operations Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Step 2: Summary of Performance on Standards (Summary of detailed evaluations on pages 6 -8; check one box for each standard.) Indicators Z. +n Unsatisfactory = Performance on a standard or overall has not significantly improved following a rating of Needs Improvement, or performance is consistently y E m is below the requirements of a standard or overall and is considered inadequate, or both. w i V a Needs Improvemen0eveloping = Performance on a standard or overall is below the requirements of a standard or overall but is not considered to be Z 2 p Unsatisfactory at the time. Improvement is necessary and expected. d w Q x W Prorki ant = Proficient practice is understood to be fully satisfactory. This is the rigorous expected level of perf ormance. E d Exemplary= A rating of Exemplary indicates that practice significantly exceeds Proficient and could serve as a model of practice regionally or statewide. Standard I: Leadership and Professional Culture ❑ ❑ x ❑ Standard II: Management and Operations ❑ ❑ x ❑ Standard III: Community Engagement ❑ ❑ x ❑ FY 2015 Town Manager Evaluation Step 3: Add Summary-Level Evaluator Comments on Attainment of Goals and Performance on Standards: Comments and analysis are recommended for any rating but are required for an overall Standards rating of Needs Improvement or Unsatisfactory, or for an overall Comments: DE — Bob continued his steady hand at Reading's helm in FY'15. Among his principal accomplishments are: 1) providing significant leadership that helped secure Town Meeting approval of the recodified Reading's Zoning Bylaws and Home Rule Charter; 2) the hiring of Administrative Services Director Matt Kraunelis as the capstone on Bob's expert restructuring of Town Government. Our Departments now all have successors in place who can ably back up their Department Heads in the event of absence or emergency; 3) continued effective fiscal management of the Town; 4) effective collaboration with Supt. Doherty to restructure staffing in the following areas in order to achieve operational efficiencies: finance, HR, technology, and facilities. Bob also skillfully restructured the Public Services (nee Community Services) Department into two Divisions, and also reduced the number of part-time positions to promote better service to the public and B/C /C's such as ZBA, CPDC, and the Conservation Commission. He continues to work collaboratively with surrounding towns to explore creative solutions to mutual problems. SF/,& Town Manager's FY'2015 Goals Check one box for each goal. 3 SFz9 ig Area / Goals) Description 2Z 2 p L��A�,A R- 2020.1 Community Partners - Regional Goal #14 Review Current regionalization efforts Cl ❑ x Goal #15 Examine possible future regionalization opportunities ❑ x ❑ R- 20204 Comments (recommended for all ratings; required for any rating of Did Not Meet): Goal #14— Strong accomplishment with Selectman Halsey on fixing the Health Agent issue. Goal #15 — Strong late- inning 'intra- regionalization" accomplishments with School Dept. on facilities, technology, HR, finance. Completed regional distict for housing services. R- 2020 -2 Community Partners — Non -Profit I Private Goal #23 Explore creative public / private partnerships ❑ x ❑ R- 2020 -2 Comments: Goal #23 — Good effort in FY'15 but we need to close on real-estate opportunities in FY'16. Especially on Oakland Rd. property. R -2020-3 Services & Performance Measurement Goal #9 Create an inventory of Public Services provided ❑ x ❑ Goal #10 Suggest ways to gather data and measure performance ❑ x ❑ Goal #17 Review Public Health division ❑ ❑ x Goal #18 Review RCASA ❑ x ❑ Goal #19 Review Emergency Planning ❑ x ❑ R -2020-3 Comments: Goal 09 — In FY'16, need to digest MAPC inventory of services and formulate follow -on policy with town & school depts. Goal #18 — In FY'16, need to identity grant writers who will apply for follow -on funding after current RCASA grants expire. Goal 019 — Update of the town's Hazard Mitigation Plan was successful and well publicized. 3 SFz9 4 _�P3o R -2020-4 Communicatlon Goal #3 Board /Committee Summit ❑ ■ ❑ Goal #11 Provide easy to use community feedback methods ❑ ■ ❑ Goal #22 Examine role of boards and committees ❑ : ❑ R -2020-4 Comments (recommended for all ratings; required for any rating of Did Not Meet): Goal 03 — Need to follow up FYI accomplishments (changes in Public Services staffing model, charter changes) with actual summit meeting with BOS and B /C /C chairs and vice chairs. Goal #11 —"See-Click-Fix" has been a success with the DPW. Need recommendations for where to expand it next. Goal #22 — Bob's involvement with the Charter Committee drove results such as expanded role of associate members and expanded committee creation powers for other elected Boards. R- 2020 -5 Strategic Planning Goal #20 Implement & Encourage Bike I Pedestrian Planning ❑ : ❑ Goal 921 Implement Complete Streets ❑ ❑ • Goal #25 Work towards 10% Affordable Housing ❑ x ❑ Goal 927 Implement high priorities of PTITF ❑ i ❑ R- 2020.5 Comments: Goal 921 —"Complete Streets" policy has been fully implemented by staff PTITF in roadway evaluation process; adopted by both BOS and Town Meeting; policy rated as top ten in country - reedy for 100% grant funding as available. Goal 925 — Housing Production Plan is complete; town staff have filed timely responses to mitigate 40B development impacts. R -20208 Strategic Real Estate Goal #28 Develop strategies for econ development of Industrial Zone ❑ x ❑ Goal #28 Review Recreation Facilities ❑ x ❑ Goal #29 Review Public Works Facilities ❑ x ❑ Goal #30 Library Building project - keep on track ❑ ❑ ■ Goal #31 West Street project ❑ a ❑ 4 _�P3o R- 20204 Comments: Goal #26 —The Town should directly negotiate with all property owners who are interesting in redeveloping their industrially zoned properties. No need to wait for the MAPC to show the way. Goal #28 — Focus going forward should be on obtaining public input for the revised Birch Meadow Master Plan, and on other town -wide recreational development opportunities. The lights are a done deal and were in the Master Plan since the 1930's. Goal #30 — Bob took the initiative from the beginning to place the library project under experienced management. Joe Huggins has performed yeoman service in this regard and is respected by all parties involved. R- 2020 -7 Strategic Policy Goal 04 Review Selectmen's Policies ❑ X ❑ Goal 06 Comprehensive Review of Town Charter ❑ ❑ X Goal #7 Comprehensive Review of Zoning Bylaws ❑ ❑ X Goal #8 Targeted Review of General Bylaws ❑ X ❑ Goal #24 Explore and recommend strategy on Community Preservation Act ❑ X ❑ Goal #32 Permanent Building Committee ❑ x ❑ R- 2020 -7 Comments (recommanded for all ratings; required for any rating of Did Not Meet): Goal #4 —The BOS agreed that this goal should take a backseat to other higher priority inifiafives in FYI 5. Goals #8,7 — Bob's involvement in both the Town Charter and Zoning Bylaw modification efforts drove both to success. He had a good sense of how to structure the zoning articles over several Town Meetings. Goal #24 — The time for adopting the CPA in Reading has come and gone. Too much red tape and too little State reimbursement. Goal #32 — We suffered from a scarcity of candidates for most of 2015 but now 8's time to appoint the PSC. Let's move on it soon. R- 2020.8 Internal Operations Goal #1 Implement final phase of Town Managers reorganization ❑ ❑ X Goal #2 Human Resources Planning ❑ X ❑ Goal #6 Organize & Review Town Manager Policies ❑ X ❑ Goal #12 Comprehensive Review of Library Services ❑ X ❑ Goal #13 Create Technology Master Plan ❑ X ❑ Goal #16 Centralized Procurement ❑ X ❑ Goal #33 Long -term liability planning ❑ x ❑ 5 S'F31 Goal #34 Review current printing & mailing policy ❑ X ❑ Goal 035 Review town -wide fee structure ❑ X ❑ Goal #36 Develop a Fund Balance Policy per GASB 54 ❑ a ❑ R- 2020 -8 Comments: Goal #1 — The hiring of Administrative Services Director Matt Kraunelis was the capstone on Bob's expert restructuring of Town Government. Our Departments now all have successors in place who can ably back up their Department Heads in the event of absence or emergency. Goal #12 —The BOS needs to ensure that the new Library Master Plan includes a climate-controlled storage area for housing all delicate Historical Commission artifacts that are currently stored in the basement of Town Hall. Goal #33 — Reading continues to be a lead community in the paying down of OPEB liabilities. 6 SF3� Town Manager's Performance Rating for Standard I: Leadership and Professional Culture Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or Unsatisfactory): -A -The hiring of Administrative Services Director Matt Kraunelis was the capstone on Bob's expert restructuring of Town Government. Our Departments now all have successors in place who can ably back up their Department Heads in the event of absence or emergency. Bob also significantly restructured the Public Services department and promoted two capable internal candidates (Jessie Wilson and John Fuedo) to be Section Managers. S-is�33 o C u w m E v d N Z 5 m 7a Y Z O2 C, 0 N X Check one box for each indicator and underline the overall standard rating. IL w 1-01. Leadership: Demonstrates strong leadership practices In the exercise of executive functions and personnel management. ❑ ❑ ❑ x I.B. Communication: Demonstrates strong Interpersonal, written, and verbal corn nunlcation skills. ❑ ❑ x ❑ I.C. Commitment to High Standards: Fosters a shared commitment to high standards of public service delivery by staff, professional ❑ ❑ x ❑ Interaction with the public, and professional development, with high expectations for achievement for all. I 4). Assessment: Ensures that all department and division heads use a varlet' of formal and informal methods and assessments to measure ❑ ❑ x ❑ employee growth and understanding and make necessary adjustments to their practice when employees am not performing. I.E. Evaluation: Ensures affect" and timely supervision and evaluation of all staff in alignment with town policies, state regulations and ❑ ❑ x ❑ contract provision. I-F. Managing Conflict: Employs strategies for responding to disagreement and dissent, constructively resolving conflict and building ❑ ❑ x ❑ conaenam throughout all Town departments. Overall Rating for Standard I The Town Manager demonstrates strong leadership and promotes a strong 9 9 P P 9 professional culture. fl nderlin we.) Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or Unsatisfactory): -A -The hiring of Administrative Services Director Matt Kraunelis was the capstone on Bob's expert restructuring of Town Government. Our Departments now all have successors in place who can ably back up their Department Heads in the event of absence or emergency. Bob also significantly restructured the Public Services department and promoted two capable internal candidates (Jessie Wilson and John Fuedo) to be Section Managers. S-is�33 Town Manager's Performance Rating for Standard II: Management and Operations Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Noah ImpnonmaM or Unsatlallec ": 8 sf�,3v 0 N w E m Z LU Check one box for each indicator and underline the overall standard rating. — fl II-& Envirmcm rat: Develops and axaeubs elfective plain, procedures, routines, and open dional systems to address a full range of Poundal, X _ salary, health, and social needs. ea. Human Resources Management and Dsvelopmem: Implernema a cohesive approach to recruiting, hiring, development, and cenar L1 El x O growth that promolaa hlghqualhy and effective organization. WC. Scheduling and Management Infomueon Systems: Uses appropriate systems to ensure optimal use of data and time for staff 0 Lj x productivity and collaboration, while minimizing staff disruption and dlsbaction. IFD. Law, Ethics, and policies: Understands and complies with state and federal laws and mandaw. Board of Selectman policies, collective El El x bargaining agreements, and ethlol guidelines. ll- . Retail Systems: Develops a budget that supports the Town's vision, mission, and goals; allocates and manages expenditures to 0 El )< balance goals vs. available resources. overall Rating for Standard ll The Town Manager uses resources to Implement appropriate staff operations and facility management. f a rune orts.J Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Noah ImpnonmaM or Unsatlallec ": 8 sf�,3v Town Manager's Performance Rating for Standard III: Community Engagement Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or Unsatisfactory): 111-A — In FY'l5 Bob has collaborated effectively with Supt. Doherty to restructure staffing in the following areas in order to achieve operational efficiencies: finance, HR, technology, and facilities. 9 / SF3 2 o f= �: U V E E m m a m 'o V a E M Z t1 O x E IL W Check one box for each indicator and underline ine the overall standard rating. , — Ill A ehadng Responsibility: Collaborates with citizens and community stslrsholdem to formulate and support the Town's goals. ❑ L, x ❑ Ilia. Communication: Engages in regular, two-way, proficient communication with cmzens and community stakeholders about Town ❑ ❑ x El m govemwd performance. IIIC. Community concerns: Addresses community problems and concems in an erluitable, selective, and efficient manner. ❑ ❑ x ❑ Overall Rating for Stsndardlll The Town Manager forms eRactive partnerships among town employees, citizens, community oryanlarda i, and other nderfm one.) stakeholders that address citizen concerns and build support for the mission of Town. Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or Unsatisfactory): 111-A — In FY'l5 Bob has collaborated effectively with Supt. Doherty to restructure staffing in the following areas in order to achieve operational efficiencies: finance, HR, technology, and facilities. 9 / SF3 TOWN OF READING Town Manager Evaluation FY 2015 Board of Selectmen Member: _Kevin Sexto 9/1/2015 1 X:�3(, FY 2015 Town Manager Evaluation Reviewer: Kevin Sexton Town Manager: Robert Le Lacheur Step 1: Summary of Attainment of FY'15 Goals (Summary of detailed evaluations on pages 3 -5; underline one choice for each set of goals.) R2020 -1 Community Partners - Regional R2020 -2 Community Partners — Non - Profitl Private R2020 -3 Services & Performance Measurement R2020-4 Communication R2020 -5 Strategic Planning R2020b Strategic Real Estate R2020 -7 Strategic Policy R2020 -8 Internal Operations Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Did Not Meet Met Exceeded Step 2: Summary of Performance on Standards (Summary of detailed evaluations on pages 6 -8; check one box foreach standard.) Indicators r m Unsatisfactory = Performance on a standard or overall has not significantly improved following a rating of Needs Improvement, or performance is consistently rn E W below the requirements of a standard or overall and is considered inadequate, or both. N 'V ImprovementlDsveloping = Performance on a standard or overall is below the requirements of a standard or overall but is not considered to be a p ti~ E Needs Unsatisfactory at the time. Improvement is necessary and expected. w Z a O X Proficient = Proficient practice is understood to be fully satisfactory. This Is the rigorous expected level of performance. E d W Exemplary = A rating of Exemplary indicates that practice significantly exceeds Profcent and could serve as a model of practice regionally or statewide. Standard I: Leadership and Professional Culture ❑ ❑ ❑ X Standard 11: Management and Operations ❑ ❑ ❑ 7t Standard III: Community Engagement ❑ C1 ❑ ' SF3� FY 2015 Town Manager Evaluation Step 3: Add Summary-Level Evaluator Comments on Attainment of Goals and Performance on Standards: Comments and analysis are recommended for any rating but are reguired for an overall Standards rating of Needs Improvement or Unsatisfactory, or for an overall Comments: Many goals where given a high rating by the Board of Selectmen and the Town manager did an overall excellent job in meeting those goals. It has been a pleasure to work with Bob over past year and half, and his wiliness to explore the best option for the town's issues is a welcome site. My overall assessment is that he has met or exceeded his objectives this past year and my recommendations for him in the next year is to continue to work on the areas of communication with the public, private/public relationships, regionalization and wage levels for staff inside the budget. An area that I know he works on already is staff retention and responsibilities; I would like to see an overview done of how the new staff structure has worked out so far. As well as exploring ways to make our town more attractive to the top candidates, especially in the area of perks, but not just limited to that. 2 SF 30 Town Manager's FY'2015 Goals Check one box for each goal. ZI 7,7Ana I Goals) Description R- 2020.1 Community Partners - Regional Goal #14 Review Current regionalization efforts ❑ ❑ X Goal 015 Examine possible future regionalization opportunities ❑ >< ❑ R- 2020 -1 Comments (recommended for all ratings; required for any rating of Did Not Meet): Goal #14 — reviews this past year have resulted in better working environments both with volunteers and staff Goal #15 — great efforts have been made this year, would like to we things move faster and / acknowledge this may not be in the control of the Town Manager. R- 2020 -2 Community Partners — Non -Profit / Private Goal #23 Explore creative public / private partnerships ❑ ❑ X R- 2020 -2 Comments: Goal #23 — Even though this has been marked as 75% complete, the efforts and wiliness to explore publialprivate partnerships has opened the thought processes of how we can manage daily tasks. R -2020-3 services i Pertamence Measurement Goal #9 Create an inventory of Public Services provided ❑ ❑ x Goal #10 Suggest ways to gather data and measure performance % ❑ ❑ Goal #17 Review Public Health division ❑ ❑ X Goal #19 Review RCASA ❑ x ❑ Goal #19 Review Emergency Planning ❑ x ❑ R -2020-3 Comments: Goal #9 — Gave a mark of exceeded, but marketing all the services to the public is step 2 in this process. Goal #10 — This is an ongoing endeavor that needs a lot more work to complete and is extremely useful when implemented well. Goal #17— A turn around worthy of the exceptional mark! SO'? Goal #18— New grant money and continued oDNaborabon has given RCASA more resources to help our town. Goal #19 - Mom work is underway to complete this task, but we have very competent people watching out for the town's residents. R -2020-4 Communication Goal #3 BoardlCommittee Summit x ❑ ❑ Goal #11 Provide easy to use community feedback methods ❑ x ❑ Goal #22 Examine role of boards and committees ❑ ❑ x R- 2020.4 Comments (recommended for all ratings; required for any rating of Did Not Meet): Goal #3- Time and other commitments have been a big factor in this goal falling short, but a summit of Boards/Committees & Commissions is sidl needed. Goal #11- See- click -fix has been a good feedback method; further education of the community is still needed to make it success. Goal #22- Bob's work on the charter review committee was instrumental in the success of the our new charter. R -2020-5 Strategic Planning Goal #20 Implement & Encourage Bike / Pedestrian Planning ❑ ❑ x Goal 021 Implement Complete Streets ❑ ❑ x Goal #26 Work towards 10% Affordable Housing ❑ x ❑ Goal #27 Implement high priorities of PTTTF ❑ x ❑ R- 2020.6 Comments: Goal #20- Extensive work has been done to make Reading a user- fnendly town, which will translate into better local business use and community feel. Goal #21- This program puts Reading as a front runner in state funding for worth while upgrades to our roadway use. Goal #26- Without reducing non - affordable housing while adding more commercial real estate, we will always have trouble with meeting and sustaining a 10% or better affordable housing. Bob has done a good job at working towards the f0% threshold. Goal #27— Other areas ofPTTTF are still underway and would be welcoming to the residents. R- 2020.6 Strategic Real Estate Goal #26 Develop strategies for soon development of Industrial Zone ❑ ❑ x Goal #28 Review Recreation Facilities ❑ x ❑ Goal 929 Review Public Works Facilities x ❑ ❑ Goal #30 Library Building project - keep on track ❑ x ❑ 4 yb S � Goal #31 West Street project C] -x L] R- 2020.8 Comments: Goal #26 — The effort of Town Staff has been extremely helpful in this area, a master plan for our economic development is still needed though. Goal #28 — Having community discussions about the Birch Meadow Complex is essential in the coming year. Goal #29 — This has been a slow process and a forward moving direction is needed. Goal #30 — Other than unexpected set backs, this project has been kept on time. Goal #31— Other than a set back to the start date, which was not the towns fault, but the states fault. This project has run smoothly and the contractors have been monitored closely to work with the residents effected. R- 2020 -7 Strategic Policy Goal #4 Review Selectmen's Policies x D E - Goal 06 Comprehensive Review of Town Charter 0 E x Goal #7 Comprehensive Review of Zoning Bylaws El El x Goal #6 Targeted Review of General Bylaws x D Goal #24 Explore and recommend strategy on Community Preservation Act 11 x Goal #32 Permanent Building Committee X 11 R- 2020 -7 Comments (recommended for all ratings; required for any rating of Did Not Meet): Goal #4 — The selectmen charged the Town Manager with a lot of responsibilities this year and this one wasn't high on the list to complete. I look forward to seeing it done. Goal #6 — The work done by the Town Manager was extensive on this challenging task and it should be acknowledged! Goal #7— This review was long over due and was aggressively undertaken. Great strides have been made and completion, while later than thought, is close. Goal #8— Zoning Bylaws took precedence over General Bylaws, but the efforts have been moving well. Goal #24 — Discarding this aspect to look at the bigger financial issue at hand was a good move. Goal #32 — Town Manager's role in this process is complete, we are waiting on the public to apply for the committee at this point. Better marketing the volunteer positions to the public seems to be needed. R- 2020 -6 Internal Operations Goal #1 Implement final phase of Town Managers reorganization El II x Goal #2 Human Resources Planning 11 x 0 Goal #5 Organize & Review Town Manager Policies El x 0 Goal #12 Comprehensive Review of Library Services % O 0 Goal #13 Create Technology Master Plan 1:1 x 0 5 S�NI Goal 016 Centralized Procurement ❑ x ❑ Goal 933 Long -term liability planning ❑ ❑ x Goal #34 Review current printing & mailing policy ❑ x ❑ Goal #35 Review town -wide fee structure ❑ x ❑ Goal #36 Develop a Fund Balance Policy per GASB 54 ❑ x ❑ R -2020-8 Comments: Goal #1— Most Town Managers need to wait a year to implement major changes to the organizational chart, but the current Town Managers experience in Town let him make these changes right away and it has stream -lured the organization. Goal #2 — Planning has been good in this area, but implementing those plans still remains a challenge. Goal #5 — Pending implementation of recommendations from a working group. Goal #12 — Pending consultant recommendations. Goal #13 — Work in this area has been coming along very well and I look forward to seeing more results from the new masterplan. Goal #16 — While this may add time, having it centralized is a better method. Goal #33 — Keeping us on pace ahead of state mandates will help the town financially in the long run. Goal #34 — Further work is needed into the future to minimize our costs in this area. Goal #35 — Fees in town are lower than or on average with other commun#les, constant review or our fees are needed to make sure we get the best return for our services, while making it appropriate for our citizens. Goal #36 — Once approved, this will help with our financial understanding of how money is to be reported and categorized. 6 Town Manager's Performance Rating for Standard I: Leadership and Professional Culture Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or Unsatisfactory): The Town Manager's method of leadership is one to model after. Being able to evaluate the many moving parts that make up our town, while keeping staff moving in a common direction to put the town first, is a task not easily managed. And, the Town Manager's respect for input from his staff on any topic creates an environment where good ideas rise to the top and allows for out - side -the -box thinking. Much like the way he seeks to collaborate with the private sector on ways to help our town, he seeks the same collaboration from his stall S� N3 0 o T m m E i _N v m m Z o p E CL w Check one box for each indicator and un nine the overall standard rating. I -A. Leadership: Demonstrates strong leadership practices In the eaerchm of executive functions and personnel management. ❑ ❑ ❑ x I.B. communication: Demonstrates strong interpersonal, written, and verbal communication skills. ❑ ❑ ❑ % I-C. commitment to High Standards: Fosters a shared commitment to high standards of public service delivery by staff, professional ❑ ❑ ❑ % interaction with the public, and professional development, with high expectations for achievement for all. W. Assessment: Ensures that all department and division heads use a variety of formal and informal methods and assessments to measure ❑ ❑ ❑ % employee growth and understanding and make necessary adjustments to their practice when employees are not performing. I-E. Evaluation: Ensures effective and timely supervision and evaluation of all staff In alignment with town policies, state regulations and ❑ ❑ ❑ % contract provisions. I-F. Managing conflict: Employs strategies for responding to disagreement and dissent constructively resolving wnnict and building 11 ❑ ❑ % consensus throughout all Town departments. Overall Rating for Standard I The Town Manager demonstrates strong leadership and promotes a strong professional culture. (Underline one.) Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or Unsatisfactory): The Town Manager's method of leadership is one to model after. Being able to evaluate the many moving parts that make up our town, while keeping staff moving in a common direction to put the town first, is a task not easily managed. And, the Town Manager's respect for input from his staff on any topic creates an environment where good ideas rise to the top and allows for out - side -the -box thinking. Much like the way he seeks to collaborate with the private sector on ways to help our town, he seeks the same collaboration from his stall S� N3 Town Manager's Performance Rating for Standard 11: Management and Operations Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or Unsatisfactory): 11 -A. Well organized, thought out plans has been a part of the Town Managers methods of leading since taking the position. II-B. A mark of proficient was given only due to the constraints we face as a town for not being able to pay our staff at levels that other towns are. I'm fully aware of our financial constraints in town, but would like to see pay levels increase so we can appropriately compensate current staff, while making our town a desirable job opportunity to ensue we get the best candidates applying for vacant positions as they come up. This is a tall task to ask under the current budget, but should be strived for B.C. Data collection stills needs improvement so staff can maximize their time spent implementing effective methods and not trying to figure out what the best methods are to implement. II-D. The Town Manager has a excellent knowledge of the laws, ethics and policies relative to the state and town. II-E Financial awareness has been the staple of this Town Managers tenure. Understanding who we are fiscally and what the public uses for services has been challenging for this town and will continue to be. Bob has done a great job of trying to make those 2 parts meet under our current budget 9 0 z o w (D U N E `w i _(D U _m n m m o z O 0 x c a w Check one box for each indicator and underline the overall standard rating. a D.A. Environment: Develops and execute e s effective plane, procedures, routines, and operational systems to address a full range of financial, ❑ % safety, health, and social needs. II -0. Human Resources Management and Development Implements a cohesive approach to recruiting. hiring, development, and caner k growth that promotes high-quality and effective organization. D.C. Scheduling and Management Information Systems: Usss appropriate systems to ensure optimal use of data and time for staff 0 C1 % El productivity and collabongon, while minimizing staff disruption and distraction. II 4). Law, Ethics, and Policies: Understands and compiles with stab and federal laws and mandates, Board of Selectmen policies, collective 13 LI L) % bargaining agreements, and ethical guldeliries. WE Fiscal Systems: Develops a budget that supports the Town's vision, mission, and goals; allocate and m maps expenditures b 0 O ❑ % balance gets W. available resources. Overall Rating for Standard H The Town Manager uses resources to implement appropriate staff operations and facility management. (Yndedinns one.) Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or Unsatisfactory): 11 -A. Well organized, thought out plans has been a part of the Town Managers methods of leading since taking the position. II-B. A mark of proficient was given only due to the constraints we face as a town for not being able to pay our staff at levels that other towns are. I'm fully aware of our financial constraints in town, but would like to see pay levels increase so we can appropriately compensate current staff, while making our town a desirable job opportunity to ensue we get the best candidates applying for vacant positions as they come up. This is a tall task to ask under the current budget, but should be strived for B.C. Data collection stills needs improvement so staff can maximize their time spent implementing effective methods and not trying to figure out what the best methods are to implement. II-D. The Town Manager has a excellent knowledge of the laws, ethics and policies relative to the state and town. II-E Financial awareness has been the staple of this Town Managers tenure. Understanding who we are fiscally and what the public uses for services has been challenging for this town and will continue to be. Bob has done a great job of trying to make those 2 parts meet under our current budget 9 0 Town Manager's Performance Rating for Standard III: Community Engagement Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or Unsatisfactory): 111 -A. This area needs improvement, but a rating of proficient was given due to the nature of the category. The Town Manager has made great efforts to engage the citizens and community stakeholders in town; however, participation has not been as high as I would like to see. Most of which is out of the control of the Town Manager, because those folks historically do not show up to take part in town govemment. I would like to see different approaches that can yield a higher turn out of participation in this category. 111 -8. The Town Manager has made good strides in this category, but we are a long way from having effective two-way communication with the public. Ill -C. Addressing community problems and concems has been a very effective area for the Town Manager. Stream - lining services and respectfully addressing citizens issues as they arise has been handle very well 10 5 r /7s m N E a m N 'U W a m Z ° p T d N d E V d Check one box for each indicator and underline the overall standard rating. 1114L Sharing Responsibility: Collaborates with citizens and community stakeholders N formulate and support the Town's goals. ❑ ❑ x L l Ilia. Communication: Engages In regular, two-way, proficient communication with citizens and community stakeholders about Town 0 x gowmmenl performance. III-C. Community Concerns: Addresses community problems and concerns In an equitable, affective, and efficient manner. O O O x Overall Rating for Standard Ill The Town Manager forms effective parhfarships among town employees, citizens, community organizations, and other (Undedine one.) stakeholders that address citizen concems and build support for the mission of Town. Unsatisfactory Needs Improvement Proficient Exemplary Comments and analysis (recommended for all ratings; required for any rating of Needs Improvement or Unsatisfactory): 111 -A. This area needs improvement, but a rating of proficient was given due to the nature of the category. The Town Manager has made great efforts to engage the citizens and community stakeholders in town; however, participation has not been as high as I would like to see. Most of which is out of the control of the Town Manager, because those folks historically do not show up to take part in town govemment. I would like to see different approaches that can yield a higher turn out of participation in this category. 111 -8. The Town Manager has made good strides in this category, but we are a long way from having effective two-way communication with the public. Ill -C. Addressing community problems and concems has been a very effective area for the Town Manager. Stream - lining services and respectfully addressing citizens issues as they arise has been handle very well 10 5 r /7s TOWN OF READING Town Manager Evaluation FY 2015 Board of Selectmen Member: _Barry C. Berman 9/1/2015 i V FY 2015 Town Manager Evaluation Reviewer: _Barry C. Berman Town Manager: Robert LeLacheur Step 1: Assess Progress Toward FY'15 Goals (Complete pages 3 -5 first; underline one choice for each set of goals.) R2020 -1 Community Partners - Regional R2020 -2 Community Partners — Non - Profit I Private R2020 -3 Services 8 Performance Measurement R2020 -4 Communication 820205 Strategic Planning R20205 Strategic Real Estate R2020 -7 Strategic Policy R2020 -8 Internal Operations Did Not Meet Met Met Met Met Mel Met Step 2: Assess Performance on Standards (Complete pages 6 -8 first; then check one box for each standard.) Indicators r N Unsatisfactory = Performance on a standard or overall has not significantly improved following a rating of Needs Improvement, or performance is consistently W 'V below the requirements of a standard or overall and is considered inadequate, or both. m o n Needs ImprovernmWeveloping = Performance on a standard or overall is below the requirements of a standard or overall but is not considered to be — > N p w Unsabsfadory at the fime. Improvement is necessary a d expected. m Z $ xD Proficient = Proficient practice is understood to be lolly satisfactory. This is the rigorous expected level of performance. j E d Examp1my= A rating of Exemplary indicates that practice significantly exceeds Plarvent and could serve as a model of pradiu regionally or slalevade. Standard I: Leadership and Professional Culture ❑ ❑ X Standard II: Management and Operations ❑ ❑ ❑ X Standard III: Community Engagement ❑ ❑ X ❑ 1 s'Fy FY 2015 Town Manager Evaluation Step 3: Add Evaluator Comments Comments and analysis are recommended for any rating but are reguired for an overall Standards rating of Exemplary, Needs Improvement or UnsadsMotory, or for an overall Goals rating of Did Not Meet or Exceeded. Comments: The Town Manager exemplifies true professionalism and utmost integrity. In his two years at the helm he has reorganized town government to make it more efficient and has undertaken efforts to categorize the services we provide. He has created a professional culture and brought a sophisticated eye to management and operations. The only goals which I do not believe were met were establishing community partners (R2020 -2) and Service and Performance Measurement (R2030 -3). The establishment of the Cultural Connection is a beginning, but there are many other opportunities and possibilities. The Board will need to provide assistance and leadership on this front as it will be an ongoing effort. 1 am unaware that a full performance measurement analysis has been done, but will be critical as Town navigates operational override discussion. While the Manager communicates well internally, I feel there could be improvement on how issues, challenges and successes are communicated to the Town at large. I strongly consider the Manager resurrect "Ask the Manager" on RCTV andlor write a monthly column in Advocate /Chronicle /Patch on issues the Town faces. S'1U Town Manager's FY'2015 Goals Check one box for each goal. L11-6 Area I Goal(s) Description R- 2020 -1 Community Partners - Regional Goal #14 Review Current regionalization efforts X ❑ Goal #15 Examine possible future regionalization opportunities x ❑ R- 2010 -2 Community Partners— Non -Profit I Private Goal #23 Explore creative public / private partnerships X ❑ ❑ R -2020-3 Services b Performance Measurement Goal #9 Create an inventory of Public Services provided ❑ X ❑ Goal 910 Suggest ways to gather data and measure performance X ❑ ❑ Goal #17 Review Public Health division ❑ ❑ X Goal #18 Review RCASA ❑ X ❑ Goal #19 Review Emergency Planning ❑ X ❑ R- 20204 Communication Goal 03 Board/Committee Summit X ❑ ❑ Goal 011 Provide easy to use community feedback methods ❑ x ❑ Goal 022 Examine role of boards and committees ❑ X ❑ R -20203 Strategic Planning Goal #20 Implement & Encourage Bike / Pedestrian Planning ❑ ❑ ❑ Goal #21 Implement Complete Streets ❑ X ❑ Goal #25 work towards 10% Affordable Housing ❑ x ❑ 3 5 r- Y1 Goal #27 Implement high priorities of PTITF ❑ ❑ ❑ R- 20208 Strategic Real Estate Goal #26 Develop strategies for econ development of Industrial Zone ❑ X ❑ Goal #28 Review Recreation Facilities ❑ X ❑ Goal 029 Review Public Works Facilities ❑ X ❑ Goal 830 Library Building project - keep on track ❑ X ❑ Goal 031 West Street project ❑ X ❑ R- 2020 -7 Strategic Policy Goal 84 Review Selecbnen's Policies ❑ X ❑ Goal 06 Comprehensive Review of Town Charter ❑ X Goal 97 Comprehensive Review of Zoning Bylaws ❑ X ❑ Goal 98 Targeted Review of General Bylaws ❑ X ❑ Goal 024 Explore and recommend strategy on Community Preservation Act X ❑ ❑ Goal #32 Permanent Building Committee X ❑ ❑ R- 2020 -8 Internal Operations Goal #1 Implement final phase of Town Manager's reorganization ❑ X ❑ Goal #2 Human Resources Planning ❑ X ❑ Goal #6 Organize & Review Town Manager Policies ❑ X ❑ Goal #12 Comprehensive Review of Library Services X ❑ ❑ Goal #13 Create Technology Master Plan X ❑ ❑ Goal #16 Centralized Procurement ❑ ❑ ❑ 4 /`so Goal #33 Long -term liability planning ❑ ❑ ❑ Goal #34 Review current printing 8 mailing policy ❑ ❑ ❑ Goal #36 Review town -wide fee structure X ❑ ❑ Goal #36 Develop a Fund Balance Policy per GASB 54 ❑ ❑ ❑ Comments and analysis (recommended for any overall rating; required for overall rating of Exceeded or Did Not Meet): Please note that I left blank some items above either because I am not sure if they were accomplished, or I was unaware of what they were. The Manager should be commended on his efforts to discover and vet regionalization opportunities, as well as identify intra- organizational opportunities. We have created the inventory of public services but are still going through how to evaluate and measure performance. This is an ongoing effort. The Board of Health reorganization was well done, as was community Emergency Planning. The discussion on sun setting certain Board Advisory Committees opened the door to a broader discussion on roles of Boards and Committees, but the Board /Committee Summit is unplanned as of now. I am unaware the bike /pedestrian planning has occurred but could be mistaken. (#20). We constantly strive to achieve our goal of 10% affordable housing, but are hamstrung on many fronts. The Manager should be given credit on Town response to the two 40B proposals recently unveiled. All of the Strategic Real Estate Goals are met or in progress, but Manager deserves kudos for keeping Library on track and engaging community on economic development opportunities and options. I am unaware a strategy has been developed on Community Preservation Act ( #24), and am frustrated that a Permanent Building Committee is still unimplemented many months after passage. I acknowledge the manager and Library Director are working toward a review of Library Services and planning for when new building opens. This is a work in process. Some goals (16, 33, 34 and 36) may have been implemented before my term began, but I am unaware. A discussion on fee structure needs to be a component of any package of recommendations on operational sustainability. 5 ,! `v.5') Town Manager's Performance Rating for Standard I: Leadership and Professional Culture EXEMPLARY Comments and analysis (recommended for any overall rating; required for overall rating of Exemplary, Needs Improvement or Unsatisfactory(: I believe this is the Manager's greatest skill. The way he handled the recent changes in facilities, is an example 1 -F. The need for this will be greater, as Town, Schools and Library will need to work closer together to share resources for a more efficient running of all town business. 6 S �J .a d m iii a E y Z Z O G X = D E IL w Check one talc for each indicator and underline the overall standard rating. I.A. Leadership: Demorrhates strong leadership practices In the exercise of executive functions and personnel management O LI x L I b. communication: Demenwtrates strong interpersonal, wdaen, and verbal communication skills. O El O x I.C. commitment to High standards: Fosters a shared commitment to high standards of public urvlce delivery by staff, professional 13 O 11 X Interaction with the public, and professional development, with high expectations for achievement for all. I-0. A ounnumed: Ensures that all department and division hears use a variety of formal and informal methods and assommems to measure 11 11 X O employes growth and understanding and make necessary adjustments to their practice when employees are not performing. I.E. Evaluation: Ensures effective and timely supervision and evaluation of all staff in alignment with town policies, state mgulatiom and O D x O contract provisions. IF. Managing conflict: Employs sbategles for responding to disagreement and dissent, constructively resolving conflict and building 11 El X consensus throughout all Town departments. Overall Rating for Standard I The Town Manager demonstrates strong leadership and promotes a strong professional culture. (Undadirre one.) EXEMPLARY Comments and analysis (recommended for any overall rating; required for overall rating of Exemplary, Needs Improvement or Unsatisfactory(: I believe this is the Manager's greatest skill. The way he handled the recent changes in facilities, is an example 1 -F. The need for this will be greater, as Town, Schools and Library will need to work closer together to share resources for a more efficient running of all town business. 6 S �J Town Manager's Performance Rating for Standard II: Management and Operations Proficient Comments and analysis (recommended for any overall rating; required for overall rating of Exemplary, Needs Improvement or Unsatisfacforyl: It is my opinion that the number one job for the Manager and the current Board of Selectmen is to implement policies, procedures, budgets and projects with an overarching goal to put the Town on firm financial footing for the next 20 years. It means making tough decisions and planning beyond the year to year budget discussions. Part of this is to lead and develop a town wide consensus on what kind of Reading we want to be. 5- c � n m m z � a p E ` d WA Check one box for each indicator and undedim the overall standard rating. ''] Li x II-k Environment, Develops and executes effective plans, procedures, routines, and operational systems to address a full range of financial, safety, haahh, and social needs. U.S. Human Resources Management and Development, Implements a cohesive approach to recruiting, hiring, development, and canner 0 0 x f] growth that promotes highpualily and effective organization. li Scheduling and Management Information arsonist: Uses appropriate systems to ensure optimal use of data and time for staff D O x 13 productivity and collaboration, while minimizing staff disruption and distraction. II -0. Law, Ethics, and Policies: Understands and compiles with state and federal laws and mandates, Board of Selectmen policies, collective O O O x bargaining agreements, and ethical guidelines. H.E. Fiscal Systems: Develops a budget that supports 0s Town's vision, mission, and goals; allocates and manages expenditures W El Cl x balance poets vs. available resources. Overall Rating for Standard It The Town Manager uses rssouroes to Implement appropriate staff operations and facility management. aline one.) Proficient Comments and analysis (recommended for any overall rating; required for overall rating of Exemplary, Needs Improvement or Unsatisfacforyl: It is my opinion that the number one job for the Manager and the current Board of Selectmen is to implement policies, procedures, budgets and projects with an overarching goal to put the Town on firm financial footing for the next 20 years. It means making tough decisions and planning beyond the year to year budget discussions. Part of this is to lead and develop a town wide consensus on what kind of Reading we want to be. 5- Town Manager's Performance Rating for Standard 111: Community Engagement Proficient and analysis (recommended for any overall rating; required for overall rating of Exemplary, Needs Improvement or Unsatisilaetool: Over the next year we all need to engage with all stakeholders to formulate shared goals (see above comment). To this end I would like to see the Manager more regularly engage on outreach efforts (RCN etc). We have a great story to tell, and I am not sure it's getting out there. Reading rightly or wrongly had a reputation for being a town that was hard to do business in. I feel we have made great strides (comprehensive permitting, cleaner zoning, streamlined approvals, hiring ombudsman), but as always we can improve. Instilling a customer first culture at every level of the enterprise is key to this effort. 7 5 r-s C m E 4) m w i V E E y z 2 ,= O 2 x c E _ W Check one box for each indicator and underline the overall standard rating. III -A. Sharing Raeponalbilay: collaborates with citizens and community stakeholders to formulate and support the Town's goals. ❑ ❑ x ❑ III-B. communication: Engages in regular, two-way, prollclam communication with citizens and community stakeholders about Town O ❑ X 7 govemmaha rm psitoance. III -C. community Conmrm: Addresses eommunity problems and comma In an equitable, effective, and emclam manner. ❑ ❑ X ❑ Overall Rating for Standard N The Town Manager forms effective partnerships among town employees, citizens, community orgentratlons, and other (Underline one.) stakeholders that address citizen concerns and build support for the mission of Town. Proficient and analysis (recommended for any overall rating; required for overall rating of Exemplary, Needs Improvement or Unsatisilaetool: Over the next year we all need to engage with all stakeholders to formulate shared goals (see above comment). To this end I would like to see the Manager more regularly engage on outreach efforts (RCN etc). We have a great story to tell, and I am not sure it's getting out there. Reading rightly or wrongly had a reputation for being a town that was hard to do business in. I feel we have made great strides (comprehensive permitting, cleaner zoning, streamlined approvals, hiring ombudsman), but as always we can improve. Instilling a customer first culture at every level of the enterprise is key to this effort. 7 5 r-s OOF. Town of Read ing l Meeting Minutes Board - Committee - Commission - Council: Board of Selectmen Date: 2015 -08 -11 Building: Reading Town Hall Address: 16 Lowell Street Purpose: General Business Attendees: Members - Present: Time: 7:00 PM Location: Selectmen Meeting Room Session: General Session Chairman Daniel Ensminger, Secretary Kevin Sexton and John Arena Members - Not Present: Vice Chairman John Halsey and Barry Berman Others Present: Town Manager Bob LeLacheur, Paula Schena, Maureen Buzby, Zachery Camenker, Dan Devar, Christine Hansen Minutes Respectfully submitted By: Secretary Kevin Sexton Topics of Discussion: Reports and Comments Selectmen's Liaison Reports and Comments - Kevin Sexton noted that he attended the topping off ceremony at the Library. The ceremony was to put the highest beam on the top. He got to sign the beam. A pine tree and American Flag were placed on the beam and will remain there until it is time to do the roofing. The Firearm Safety Committee has met and they have whittled down four to five drafts. They voted to put forward the final draft and that will come before the Selectmen in the near future. John Arena asked .what the vote was and Kevin Sexton noted 5 -1 -0. John Arena noted he met with the Town Manager and John Doherty to talk about ways to work together with the schools. Daniel Ensminger noted he attended a meeting with the Chairman of the Conservation Commission, Chairman of CPDC and staff re: acceptance of private roads. There are a lot of legal Issues to follow up on and they hope to bring four or five private roads to Town Meeting this fall. Some are utility easements. He also noted that the new pedestrian light on Salem Street is fully functional with Flashing lights. Town Manager's Report - The Town Manager noted that the state installed a Burbank Ice Arena sing that actually points to the ice rink instead of Camp Curtis. The Library Building Committee met and there are red Flags that are bringing down the contingency. They hit a lot of ledge and can't blast but overall the project is in good shape and has gone from A+ to A -. He attended the Police Academy graduation today at the Performing Arts Center. Reading had one who graduated in this class. This class set the record for physical fitness. ba,( Page 1 1 Board of Selectmen Minutes - August 11. 2015 - page Discussion /Action Items Presentation on Nicotine E- Cigarettes and Vaping Products - Maureen Buzby noted she is the Tobacco Enforcement Coordinator for several communities including Reading. She congratulated Reading on adopting new regulations. The newer products have the same prohibitions. The pharmacies in Reading have a ban on selling tobacco and the age to purchase cigarettes in Reading was increased to 21 years. She noted that E- cigarettes are loaded with nicotine and not regulated by the state. The Boston Globe reports the use of E- cigs in Middle School has tripled from 2013 - 2014. She noted that E -cigs are as common as laptops and chewing tobacco has remained the same. John Arena asked if any town has tried to ban E -cigs and Maureen Buzby noted no because they are legal so if you ban them then there would be lawsuits. Maureen Buzby passed around samples of little cigars, chewing tobacco, E -cigs and Ehooka. John Arena asked if she educates parents and she noted she does as much as she can. Daniel Ensminger asked if there is any smell to vaping and she noted yes, it is scented. Daniel Ensminger asked if vaping falls into the category of indoor smoking and Ms. Buzby noted you can't vape where smoking is prohibited because it produces second hand vapor. There are not regulations on vaping products and they are produced overseas and do not have child proof caps. Daniel Ensminger asked if anyone looked at the health risk of marijuana regarding nicotine, etc. and Ms. Buzby noted no because there have not been enough studies yet. Ms. Buzby noted the most common reasons kids vape is because a friend does, it's cool and it's Flavored. She also noted that 65% of the kids said they would not vape if it was not Flavored. She highly recommends to the Board that they watch Kurt Schilling's speech on chewing tobacco. A Reading store owner noted that there is a lot of misinformation on both sides. He noted that liquid nicotine is a billion dollar industry. It is a safer alternative to smoking and he advised his customers to use E -cigs to step down on nicotine. Christine Hansen noted that E -cigs are not regulated by the FDA and there are adverse reports regarding health Impacts. The Board thanked Ms. Buzby for her presentation. Inter Municipal Agreement with Wakefield for Post Proaram for Special Education Students - The Town Manager noted that the School Committee voted on the agreement, but Town Counsel made changes and it will have to go back to the School Committee and then come to the Board of Selectmen on September 1, 2015. This is for after graduation care of some special education students. Preview Subseauent Town Meeting Warrant - The Town Manager noted that Town Moderator Alan Foulds will ask to set up a 375`" Celebration Committee. There will be an update on Birch Meadow and the RMLD and Schools will do reports. Article 3 is Capital. Article 4 Is to approve payment of prior year's bills. Article 5 is to amend the FY16 budget regarding free cash. Article 6 Is Zoning Bylaw changes regarding the purpose. Article 7 is the Telecommunications Bylaw which is very long and CPDC has approved it. Article 8 is the Aquifer Protection Bylaw but has not been approved yet. Daniel Ensminger noted that the Sign Bylaws have been nullified by the state. We can't regulate the purpose but we can regulate the size and location. Z Page 1 2 Board of Selectmen Minutes - August 11. 2015 - page 3 John Arena asked what the Telecommunication Bylaw was for and the Town Manager noted It Is for cell towers. The Town Manager noted that Article 9 is for removal of committee members for absence. Article 10 addresses the residency requirement for committee members. The Charter is silent on it so it is up to the Board of Selectmen if they want. Daniel Ensminger noted that the Selectmen might want to have safeguards so non - residents are not the majority on a committee. The Town Manager noted that Article 11 is the Bylaw change on Animal Control. Article 12 Is the Bylaw change on the Firearms section. Article 13 is road acceptances. Town Manager Evaluation Process - Daniel Ensminger distributed a draft evaluation form and asked everyone to look it over and send comments to him and Bob. He noted that page 1 has the Goals as - not met, met, and exceeded. The subgoals are in the July 18" packet and has Bob's comments on the goals. John Arena asked about the rationale for having three grades on top and four grades on the others. Daniel Ensminger noted that is to measure it better. Kevin Sexton noted that progress is yes or no and performance is more detailed. Daniel Ensminger asked for comments by the end of the day on Thursday A motion by Arena seconded by Sexton to adiourn the meeting at 8.22 p.m. was approved by a vote of 3 -0 -0. Respectfully submitted, Secretary Page 13 �w3 /--j C- ens oiR 40 Office of the Town Manager 781. 942 -9043 16 Lowell Street townmanager @ci.reading.ma.us Reading, MA 01867 www.readinama.gov /town - manager To: Town Employees From: Robert W. LeLacheur, Jr. CFA Date: August26,2015 RE: Reading Police Chief CC: Board of Selectmen As many of you may have heard, Chief of Police James Cormier has decided to retire after 33 years of service to the department. He will end his 11 year tenure as Chief in early January. Chief Cormier has served the community admirably over the last three decades. His leadership skills, focus, approachability and attention to detail will be greatly missed. He has graciously offered to stay in his present position as we transition to a new Chief of Police. The Town will post the position in the coming weeks. The process for evaluating qualified candidates is now being developed. We are hopeful that we will have the new Chief selected and on duty by next January 1't. I would like to thank Chief Cormier for his years of dedicated service to the citizens of Reading, and I join the entire Reading community in wishing him and his family much happiness in the coming years! Rct,- 4/ C 6 as �� THE COMMONWEALTH OF MASSACHUSETTS OFFICE OF THE ATTORNEY GENERAL CENTRAL MASSACHUSETTS DIVISION 10 MECHANIC STREET, SUITE 301 WORCESTER, MA 01608 Mauna HAALEY (508) 792 -7600 ATTORNEY GENERAL (508) 795-1991 fax www.mass.gov /ago August 19, 2015 Laura A. Gemme, Town Clerk Town of Reading 16 Lowell Street Reading, MA 01867 RE: Reading Annual Town Meeting of April 27, 2015 - Case # 7613 Warrant Articles # 11 and 12 (General) Dear Ms. Gemme: Articles II and 12 - We approve Articles 11 and 12 from the April 27, 2015 Reading Annual Town Meeting Our comments regarding Article 12 are provided below. Article 12 amends the Town's general by -laws to add a new Section 3.3.1.6, "Appointment of Associate Members" as follows: All boards and committees appointed by the Board of Selectmen may have Associate Members. The provisions of this section shall be applicable to all Associate Members of such bodies except as otherwise provided. The number of Associate Members on a board or committee shall not exceed two - thirds (213) of the number of regular members on that board or committee. Associate Members shall serve for a two (2) year terms (sic), so arranged that as nearly an equal number of terns as possible shall expire each year. Associate Members shall be appointed by the Board of Selectmen. If any regular member is absent from a meeting, disqualified from acting, or otherwise unable to deliberate on a particular matter that comes before a board or committee, the chair of such board or committee may designate one or more Associate Members to deliberate and vote on any matter before the board or committee. If more than one Associate Member is available to fill a temporary vacancy, the chair shall designate the Associate Member having the greatest tenure on the board or committee; provided, ' There is a typographical error in the opening paragraph of Section 8.8 which provides, with emphasis added: "Pursuant to the authority set forth in M.G.L. Chapter 140, Sections 136A-.137E inclusive, and any other relevant statutes and regulations issued pursuant thereto, the following bylaw is enacted for the regulation of dogs in the Town of Reading." The correct citation is G.L. Chapter 140, Sections 136A -174E. The Town may wish to amend this at a future Town Meeting. 94 however, that any Associate Member so designated shall be entitled to continue to participate in the matter as necessary and to remain qualified to vote thereon. We approve the new Section 3.3.1.6, but the Town cannot apply it to the Zoning Board of Appeals (ZBA) or the Planning Board. It would be inconsistent with G.L. c. 40A, §§ 9 and 12, to create an associate member position on the ZBA or the Planning Board by way of a eg neral by- law. General Laws Chapter 40A, Sections 9 and 12 authorizes the appointment of associate members to the ZBA and the Planning Board only by way of a zoning by -law, adopted in accordance with the requirements of G.L. c. 40A, § 5. If the Town wishes to provide for appointment of associate members to the ZBA or the Planning Board, it will have to amend its zoning by -laws. The Town should consult with Town Counsel to ensure the proper application of the new Section 3.3.1.6. Note: Pursuant to G.L. c. 40, § 32, neither general nor zoning by -laws take effect unless the Town has first satisfied the posting/publishing requirements of that statute. Once this statutory duty is fulfilled, (1) general by -laws and amendments take effect on the date these posting and publishing requirements are satisfied unless a later effective date is prescribed in the by -law, and (2) zoning by -laws and amendments are deemed to have taken effect from the date they were approved by the Town Meeting, unless a later effective date is prescribed in the by -law. Very truly yours, MAURA HEALEY ATTORNEY GENERAL By: Nicole B. Caprioli Assistant Attomey General Municipal Law Unit 10 Mechanic Street, Suite 301 Worcester, MA 01608 (508) 792 -7600 ext. 4418 nicole.ca rioli state.ma.us cc: Town Counsel J. Raymond Miyares Cf l Z