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HomeMy WebLinkAbout2017-07-11 Board of Selectmen HandoutIF s39j�NCOU4 °� Town of Reading Meeting Posting with Agenda Board - Committee - Commission - Council: Board of Selectmen Date: 2017 -07 -11 Building: Reading Town Hall Address: 16 Lowell Street Purpose: General Business Time: 7:00 PM j 4- IDVED TOVIIN CLERK PE1"1( 111RG, MASS. 101l JUL —b P.3e 527 ; Location: Selectmen Meeting Room Agenda: Meeting Called By: Caitlin Saunders on behalf of Chairman John Arena Notices and agendas are to be posted 48 hours in advance of the meetings excluding Saturdays, Sundays and Legal Holidays. Please keep in mind the Town Clerk's hours of operation and make necessary arrangements to be sure your posting is made in an adequate amount of time. A listing of topics that the chair reasonably anticipates will be discussed at the meeting must be on the agenda. All Meeting Postings must be submitted in typed format; handwritten notices will not be accepted. Topics of Discussion: 1) Reports and Comments a. Selectmen's Liaison Reports and Comments b. Public Comment C. Town Manager's /Assistant Town Manager's Report 2) Open Session for topics not reasonably anticipated 48 hours in advance of the meeting 3) Proclamations /Certificates of Appreciation a. Americans with Disabilities Act (ADA) 4) Personnel & Appointments 5) Discussion /Action Items a. Adopt Hazard Mitigation Plan b. Approve proposed FYI Board of Selectmen Schedule C. Review Reading/ Wakefield Real Estate Sale d. Review Town Manager FYI Goals e. Preview Draft Town Manager FY 18 Goals f. Establish Town Manager Evaluation Process g. Financial Decision: BOS Survey h. Change of Officer — Chili's 6) Approval of Minutes a. June 13'', 2017 7) Licenses, Permits and Approvals 8) Executive Session a. To discuss Strategy with Respect to Collective Bargaining 9) Correspondence a. Email from Fios TV, re: Programming Change b. Correspondence from Robert LeLacheur, re: Fundraising for fire victims C. FYI Legal Budget Summary 7:20 7:30 7:35 7:45 8:15 9:00 9:15 9:30 9:35 This Agenda has been prepared in advance and represents a listing of topics that the chair reasonably anticipates will be discussed at the meeting. However the agenda does not necessarily Include all matters which may be taken up at this meeting. Page I 1 'J DRAFT MOTIONS BOARD OF SELECTMEN MEETING July 11, 2017 Arena, Berman, Ensminger, Halsey, Friedmann LeLacheur 3a) Move that the Board of Selectmen declare July 26th, 2017 as Americans with Disabilities Act Day. 5h) Move that the Board of Selectmen approve the change of officer / beneficial interest application for an Annual All Alcoholic Beverages Restaurant License — Pepper Dining, Inc. d /b /a Chili's, 70 Walkers Brook Drive, Reading, MA. 6a) Move that the Board of Selectmen approve the minutes of June 13th, 2017 (as amended). 8 a) Move to go into Executive Session to discuss strategy with respect to collective bargaining and that the Chair declare that an open meeting may have a detrimental effect on the bargaining position of the body, and to adjourn, not returning to Open Session. °F�F�, Town of Reading 16 Lowell Street °639r 4Qq Reading, MA 01867 -2685 FAX: (781) 942 -9071 - Email: townmanager @ci.reading.ma.us TOWN MANAGER Website: www. readingma.gov (781) 942- 9043 CERTIFICATE OF ADOPTION BOARD OF SELECTMEN TOWN OF READING, MASSACHUSETTS n ''ss],vcoRpO� A RESOLUTION ADOPTING THE TOWN OF.READING HAZARD MITIGATION PLAN 2017 UPDATE WHEREAS, the Town of Reading established a Committee to prepare the Town of Reading Hazard Mitigation Plan 2017 Update; and WHEREAS, the Town of Reading Hazard Mitigation Plan 2017 Update contains several potential future projects to mitigate potential impacts from natural hazards in the Town of Reading, and ..WHEREAS, duly - noticed public meetings were held by the EMERGENCY MANAGEMENT TEAM on June 6, 2016, and January 23, 2017 WHEREAS, the Town of Reading authorizes responsible departments and /or agencies to execute their responsibilities demonstrated in the plan, and NOW, THEREFORE BE IT RESOLVED that the Town of Reading BOARD OF SELECTMEN adopts the Town of Reading Hazard Mitigation Plan 2017 Update, in accordance with M.G.L. 40 §4 or the charter and bylaws of the Town of Reading. ADOPTED AND SIGNED this Date. Name(s) Title(s) .Signature(s) 71312017 lResponsibility Start time U'S�£'�" ���x >�,�; Office Hour Andrew Friedmann 6:30 ADA Proclamation LeLacheur Adopt Hazard Mitigation Plan Mercier 7:20 Approve proposed FY18 Board of Selectmen Meeting Schedule LeLacheur 7:30 Review Reading/Wakefield Real Estate Sale LeLacheur 7:35 Review Town Manager FY17 Goals LeLacheur 7:45 Preview Draft Town Manager FY18 Goals LeLacheur 8:15 Establish Town Manager Evaluation Process Arena 9:00 Financial Discussion: BOS Survey LeLacheur 9:15 Executive Session To discuss strategy with respect to collective bargaining LeLacheur 9:30 a Appoint Boards and Committees VASC 7:20 Hearing Amend Board of Selectmen Policies: Article 3 Licenses Miyares 7:30 Hearing Adopt KENO Policy Miyares 8:00 Finalize Town Manager FY18 Goals Arena 9:00 August $, 2017rk Tuesdayr; gag Office Hour John Arena 6:30 Planning update Delios 7:20 Economic Development update Corona 8:00 U n:.,F ra�r x r Tuesda T �A; ' n September 1Z, 20X7 zb ,: y. K..; y Tuesda y qg, <s t . �t Office Hour John Halsey 6:30 Town Accountant Quarterly Report Angstrom 7:20 Finance dept Policies Angstrom 7:45 Public Works dept Policies Zager 8:00 Preview Warrant for November Town Meeting LeLacheur 9:00 September ;4, Financial Forum I ,r,, Wdnesclay r � Close Warrant for November Town Meeting LeLacheur EO October0, 2017�w Office Hour .S *r';+(`- F,, 5''S iF^il i5`�v'"? ,.dSY°3r 1 S+�rM ..� Nt .. �... Tuesday. „ 6:30 Dan Ensminger Review Senior Tax Relief .Santaniello & Bd Assessors 7:20 Preview Tax Classification Santaniello & Bd Assessors 7:45 October 11, 2017 Financial Forum II = z Wednesday October 24, 2017 HEARING �,tw,:�� �� >�y b��r g�� ,._.. .. ,r .,... . y/Mhn .ktt...4 _:.Y Tax Classification Tn'esda Santaniello & Bd Assessors 7 :20 ovemUer,2 7,fX2�.,... �, �. �� I'M >, ^.. da Tuesx_..� `.� .; 6:30 Office Hour Barry Berman November 13, 2017 f Subseglaerit Town Meeting, x Manday November 16, 2017 Subsequent Town Meeting II, { Thursday Noyeber,2U, 2017: November 27, 2017 Subsequent TownVIeetng IIIx v Subsequent Town Meeting IVrj" Monday Monday 1 `,; `: Iovember2$ 2017txw., .. °_. Tees Approve liquor licenses LeLacheur Approve licenses LeLacheur December I2 X2017 Office Hour F3 „mx` x SiX r.1� f �, MW k F Andrew Friedmann 6:30 December 13, 2017{ FY19 Budget Review .. Y' S w '+ 4H✓} 7✓i' - X1'1 ;�w`2 `L.0 `r„ 7 {":. „ f LeLacheur. 4W. ednesda3� Y x FY19 Budget Review LeLacheur December 28 2017; SCPR Comm B,.'ccdget,Publzc 7iear ngz Monday, 21 ,s Dece ber�l9s 014 >�a WN, IN FY19 Budget Review Triesda; LeLacheur December20 2017a1 .' '.. : 'S�,- '.."3".d3"i. = ,e._.,m�,.,, ..M� N Wednesday {,< FY19 Budget Review LeLacheur EO rr January$, 2:018 , . School Comm Budget 1Vleetang �. tes {day;���� Office Hour John Arena 6:30 r January 1X, 2018 .,School Cbmm Budget �Vleetzng �� �� Thursday � � " ' ��� � 1 � fTanuary >16, 2018 Sclivol GomznBudget;Meeting � y <T Tuesday. � � ���r�� F� ���k January,l8, 2018 >f School Conm`BudgetMeetlzig Vote Budget ,2`,.„ Thursday ebr�uary r, <�2018f �Town�Manage�Br�dg�t 1p.F�.�V I �ebrua 7 2018 z ; Februar 8 2017 FINCOMBudget�lle�ezng (S.cliools) FINCOMBud ei Meetzn Town „ >, , , �'„ M iTredr�ze�stlay Thursday _ > �� �` ����- ``` �' � �' ebrua s Y3 2018�;3g� Office Hour 77, ���uesda�ry �3<,......,V�._,s;t..r3x John Halsey 6:30 Februaryl4;,2017" February 15,20I7, :.Fl�GOMBudgetlVl�eetang FINCOMBudgetMeetzng(Mrsc) F r Yote �8'udget, � `�, Wednesday .....'hursd�cy j Close Warrant for April Town Meeting LeLacheur ;'YzMarch 7,2018, . FINCOM YoteAnnual$TIIXs,'arantArtcles> T3'ednesclay 4 loom <. an , � x'^,,. �"'.-,.,.. >, � *'� ,.,,, ..s - <s. ,vu , re >: r,..v .o �... ;.f'`c'xA� -ra•:. �',k- aa,.�5,'0;.5: ...:.,.,r , . .3 w., , k�, . ,. _,,.,. N. <.,� f��,,.. i . _ ,... „ Office Hour Dan Ensminger 6:30 �1 zl'IXB 4 A rill X201 °8`��� (z ns Local �lecfzon w i ,o u. $.d�+N' xT, Barry Berman `�.� �� ......� k 6:30 Office Hour $2018 F 4/' - 7 Annual Town�M°eef�ng IU �x A rx123 }x�,.G P A it }26 2018 s, Annual Town eetin II r�� «z' ," Thur day Ft`s ; _...:.. � ' 30 "2818 Annual Towu Meetin 1II `' �' "" ' �t WOW" r ' 2QXg esda � �� a g�d tea. .2=Mi r";Z1-a t r-,_.. .�". r._,�?,r,`r, Andrew Friedmann 6:30 Office Hour May >3,,2018 ;Annual Town MeetingIV hursday t u „May 7, 2018 Annual Town Meeting',V , ,r Monday _ 9 `2Q18� a s� ue� U Future Agendas Executive Session Building Security Review - joint meeting with School Committee and Board of Library Trustees Segalla & Huggins Update: MWRA/North Reading project LeLacheur Update: Library Building Project LeLacheur Discuss Train Depot /Compost sticker LeLacheur Discuss Cell Tower project Percival Discuss Oakland Road land public process LeLacheur Board of Selectmen Policies: Article 1 General Operating Procedures LeLacheur Board of Selectmen Policies: Article 2 Volunteers, Boards and Committees Halsey Percy Avenue: improvements on a private way LeLacheur Downtown Parking Segalla Recu "rring Items Close Warrant: Nov '17 TM by 9/26 Close Warrant: Apr'18 TM by 2/27 Review BOS /TM Goals Dec & June Semi -ann Appointments of Boards & Committees June Annual Hearing Approve Classification & Compensation June Annual Hearing Tax Classification October Annual Approve licenses December Annual 'Reports to BOS '` Town Accountant Report Qtrly Economic Development Director Mar - July -Dec Tri -ann RCTV members Report Semi -ann CAB (RMLD) member Report Semi -ann MAPC member Report Annual Reading Housing Authority Report Annual Reading Ice Arena Report Annual BOS Appointed Boards & Committees Annual EM rah Fil a A N U ENOT� V1 W H uau IMM F+�1 A E� H V1 Q U N O 0 N 0 N N ti a R 0 .0 0 � U O O +fir•' . U O 0 H H � H C5. 0 0 O O 'dj ai O o� 3 � U �o O O O N CIO V) cn � bA td U h � � oio N N O 4-, 78o �o U N U U y two cd U 1411 cn � o vi ^Q N o ti O O .S� w O E/ (Si H W �I x � O How to Frame Questions for Managers? TempLate) Posted at 14 Dec in Feedbackby Oriane Perrin at https:// vwwv .empLoyeeconnect,com /blog /36o- review- questions- managers- template/ The announce of a 360 Review can often be destabilising for managers. Peers, subordinates, management and even clients and suppliers formulate their feedback through a pre- defined prism, While stakeholders intend to share their expectations, managers seek a constructive and fair assessment, 360 Review's can adopt a variety of forms: from 50 and up to well over 300 questions, and use open -ended or close -ended questions for example. But disregarding its format, the benefits of 360 reviews are numerous when it aligns with and is driven by a global HR strategy, This formidable tool constitutes a powerful lever organisations can use to write their story and guide it in the right direction. Read on to find out about its benefits to evaluate managers and learn the foundational guidelines to creating effective 360 Review survey questions. Purpose Of 36o Reviews For Managers It's not always easy to evaluate managers' performance accurately. This is even more true when we know that an individual Who performs Well in his job doesn't necessarily make a good team leader. To be efficient, a manager should be able to guide, motivate and listen to his subordinates. These are as many dimensions your 360 evaluation questions should cover. 360 Review questions are used to compare the perception managers have of their own performance with the perception other people have of their Work. Of course, these people should work with on a regular if not daily basis. To put it simply, 36o reviewers answer a questionnaire that is used to describe the behaviours adopted by a manager in his day -to -day Work. At the same time, managers also answer the same series of questions. The post- assessment analysis of those questions helps identify converging as Well as diverging opinions. The use of a 5 -point Likert scale, from 'never' to 'always', allow to measure the degree of difference between responses. 360 degree appraisals allow managers to be conscious of their strengths and areas of improvements by confronting several perspectives. They constitute a form of feedback that is rich in learnings and bring a constructive point of view on their managerial practices. In order to measure accurately the level of competency across the entire spectrum of skills a manager should possess, it's important to Write survey questions using a standard framework. This Will guarantee the integrity of the process, making sure answers collected are measurable and comparable to each other. 1� 36o feedback questions should be built using the three levels of analysis that follow: • Competencies: these corresponds to the abilities a manager should have such as communication or leadership for example • Dimensions: help us analyse the different facets of a competency. For example, communication can be analysed on different levels: written communication, verbal communication, listening ability, etc. • Observable behaviours: using the combination of competency = communication and dimension = verbal communication, an example of observable behaviour would be "being comfortable conducting a presentation ". Below are 12 example of core competencies you might want to assess in your 36o evaluations for managers: Examples Of Managerial Competencies • Leadership • Communication • Time management • Stakeholder relationship management • Coaching and development • Conflict management • Team management • Personal efficacy • Change management • Project management • Meeting management • Stress & mental health management Now using these guidelines, it's easy to think about all the important elements that make a good 360 feedback question. To help you further here are some more examples: Complete the following sentence: "To manage effectively I need..." "...to be a great leader, Which requires to" • Communicate a vision • Clarify expectations • Inspire and motivate • Lead by example • Support and represent my team "...to know how to manage, Which requires to" • Plan and organise • Adopt a collaborative approach to decision - making • Solve issues • Be fair • Be result - driven "...to develop my team, which requires to" • Coach and train • Delegate the Workload • Provide constructive feedback • Plan career pathways • Encourage collaboration "...to drive change implementation, which requires to" • Seek improvement opportunities • Take calculated risks • Inform • Adapt to feedback • Getting buy -in 360 Reviews Template For Managers A successful performance review starts with a good preparation. This 360 review template for managers helps you with an example to identify the strengths and weaknesses of your managers. Response analysis form the base of a constructive conversation. The objective is to ultimately help individuals improve as managers and create a development plan that is personal and relevant. Hand this free template to the stakeholders you've selected to partake in the 360 review process. F-s The 7 Reasons Why 36o Degree Feedback Programs Fail Eric Jackson, Contributor Opinions expressed by Forbes Contributors are their own. 1. https: / /www.forbes.com/ sites /eric *ackson/ 2012 /08/17/ the -7- reasons - why- 360- degree- feedback -prog rams - fail/ #3956c2d6279d 36o degree feedback has been around for some time now. You know it's reached the level of common management practice when it gets featured in Dilbert cartoons and "The Office" episodes. In case you haven't gone through the process, here's how it works. Your boss, your direct reports, and your peers give you feedback on what are your strengths and weaknesses (or "developmental needs" or "opportunities "). Therefore, you get feedback from everyone around you who knows you well -- hence, you're hearing it from 36o degrees around you. When it's done well, 36o programs allow all your team members to improve in key areas that might be limiting their upward career path or actually causing major conflict within a team. When it's done poorly, 36o programs create mistrust, anger, conflict and can leave a team with lower morale than when you started the exercise. Why 36o Programs Fail: 1. The Boss doesn't get involved or discounts the program's importance. 36o programs that get driven by HR without much attention from the boss are not effective. Whatever the boss gives importance to gets the attention of his /her reports. The boss has to be a believer that this stuff helps the team. 2. The 36o tool /questions are too vague. A lot of 36o programs consist only of personality profiles. "Are you an ESTJ or an INFPT' "Are you a red or blue color ?" It's amazing how popular personality profiles have become. Some people get to be "true believers" in them. However, if that's the extent of your 36o questionnaire, you're likely going to have a hard time translating your 4)] team's profiles into specific and measureable actions. Make sure that the tool you select is going to give back actionable information. 3. People offer comments that are personal in nature rather than constructive. Some people have had really bad 36o experiences. These are usually what gets depicted in Dilbert and they usually turn people off on the process going forward. This is a shame. You've got to ensure that everyone understands the purpose of the exercise is to be constructive, not personal. Don't say anything to others that you wouldn't mind being on the receiving end of (assuming it's true). 4. No plan is set following receiving the feedback. 36o data is only helpful to the extent that it gets acted upon and used. The majority of programs we see simply give the feedback and then it gets swiftly forgotten. No plan = no change in behavior. 5. If there is a follow -up post -36o plan, it happens only once. If companies do follow up on the 36o results, it's usually only once. However, behavioral change is hard and takes several reminders. You need to revisit a post -36o plan periodically. You need to do it quarterly for two years (at which time, it's appropriate to recirculate the same 36os again to see how perceptions have changed). 6. Lack of confidentiality. People who have never gone through the 36o process before are usually initially worried about how the data will be used and if it will remain confidential. You need to ensure you assure them up -front that it is a confidential process and won't come back to haunt them at performance review time. However, in many of our clients, they ask us to play the role of "coaching" the people through the two -year quarterly follow -ups instead of internal HR people because (1) internal HR is usually busy with other stuff anyway and (2) their people seem more comfortable opening up to an external coach during a two -year follow -up period about how they're progressing on their plan, rather than an internal HR person. 7. Forgetting the strengths and only focusing on weaknesses. Some companies totally disregard the strengths that get uncovered in the 36o process. The attitude seems to be, "we've got to locate your weaknesses and obliterate them." Type A execs feed on this and usually want to zero in on their weaknesses and also tend to forget about their strengths. The reality is that your strengths are what got you to where you are in your career. Work on your weaknesses but never stop relying on your strengths. If you do the opposite of the points made above, you're well on your way to making the experience a positive one and, more importantly, one that will actually help each person on your team and the team as a whole. When 36os are done poorly, they can be a disaster; however, when they're done well, they can be a major part of driving accelerated growth for a team and an organization. July 10, 2017 Re: Natural Gas Work in Reading. ( work order # 1090984 ) Dear City Officials, National Grid is committed to safely and reliably delivering energy to our community. That's why we are replacing the natural gas main at 1 to 51 Auburn ST.; 1 to 15 Beacon ST., Reading, MA. As part of this project, we will also replace the natural gas service piping that connects the main to the customer's gas meters. Approximately 24 premises are within the construction limits. Construction is expected to begin on July 13, 2017 and anticipated to last to August 26, 2017 weather permitting. We will work hard to complete this project promptly and with minimal disruption to the community Visit ngrid.com /mainline to view a YouTube video on this gas main replacement process. A second video explaining the replacement of the service pipe to customer homes is available at ngrid.com /serviceline. Enclosed is a notification that will be distributed to all affected constituents. We're here for you if you have any questions about this project. Please contact me at 1- 781 - 907 -3419 We look forward to working with you as we upgrade our community's infrastructure. Sincerely, Grace Sawaya Manager, Community &Customer Management National Grid 40 Sylvan RD Waltham, MA 02451 July 10, 2017 re: work order # 1090984 BRIAN FERRARO OR CURRENT OCCUPANT 12 AUBURN ST N/A READING MA 01867 -2134 Dear Resident/Business Owner, Energy plays a critical role in our day -to -day lives and ensures the well -being of our community. That's why we are investing in infrastructure upgrades that will help us to provide safe and reliable natural gas to our customers for years to come. We will be working in your neighborhood. National Grid and RJ Devereaux Corp will be performing infrastructure upgrades in the area of 1 to 51 Auburn ST.; 1 to 15 Beacon ST., Reading, MA. Date: On or about July 13, 2017 Completion time: Approximately August 26, 2017 Construction days and hours: 7:00 a.m. - 4:00 p.m. Monday thru Saturday. What you can expect during construction. Typical natural gas main replacement and service construction includes: • Marking out underground utilities within the project scope area (e.g., water, sewer, gas, electric, etc) • Excavation of the street and laying of new gas main • Relaying National Grid customer's individual gas services and connecting that service to the new main • Meters may need to be relocated to the outside of the home or business. • Temporary or permanent restoration of disturbed areas in accordance with the town ordinance Visit ngrid.com /mainline to view a video about the gas main replacement process on YouTube. We'll contact you when we are ready to connect your gas service to the new natural gas main. A representative from National Grid or the contractor crew will reach out to the affected homes and businesses at least 24 -48 hours in advance to scheduling the work. Every National Grid employee and contractor doing work for us are required to carry ID. For the crew to connect your gas service to the new main, they will need access to your home and appliances. Typical service line work will take one business day and during this time you will experience a temporary interruption of natural gas service. When the work is complete, a gas technician will be dispatched to turn on your gas meter relight your gas appliances. Visit ngrid.com /serviceline to view an example of this process. We're here for you if you have any questions about the project. Please call us at 781 - 907 -3804. Thank you in advance for your cooperation. Sincerely, Thomas Finneral Acting Director of Construction NE National Grid Everything you need to know about upgrading the natural gas main on your street. PROJECT DETAILS What can I expect during this project? (Phases listed are typical, but may vary depending on the job). • PHASE 1: includes mark outs of utilities within the street within the project scope. • PHASE 2: National Grid and /or our qualified contractor crew will conduct the necessary work on the gas main within the street. • PHASE 3: Once the main work is complete, crews will begin coordinating the service line work. Affected residents and business owners will be contacted by a member of the crew at least 24 -48 hours in advanced so that the work on their service line can be coordinated. This work typically takes one day to complete, and the owner may be asked to provide National grid access during construction. A trained technician of National Grid will relight your gas appliances once the work on the service line is complete. Every National Grid employee carries a photo ID card and any contractor doing work for us is also required to carry ID. • PHASE 4: The crew will begin closing out the project and will restore the area to in accordance with all regulations and permits. Note: If you are not a customer and do not have a natural gas service line, Phase 3 is for notification only. GAS SAFETY Who should I contact if I smell gas on the street or in my home during the project? Please call 1- 800 - 233 -5325 immediately from a safe location outside your home or from a neighbor's home. METERS Will my meter be affected by the project? Some main replacement projects do require the crew to move the meters. If the letter you received indicates that your meter will be moved as part of the project, a representative from National Grid will assess the work that is needed at your location. If it's part of this project, why will my meter have to be moved outside? Moving the meter outside helps to improve safety and also allows easier access for National Grid to access the meter in the future. What if my meter is already outside? If your meter is already outside your service may still be interrupted for a brief period of time. SCHEDULE If I cannot be home during the proposed construction dates, may I make alternative arrangements for the crews to access my home? You can coordinate a time with the crew foreman. Why are there no crews working when construction is scheduled to begin today? Last minute schedule changes are sometimes possible. If there is a long -term schedule change, National Grid will notify your local Department of Public Works and will also send you additional communications. CONSTRUCTION If questions arise while the crew is working on the street, who can I contact? You may ask to speak with the crew foreman or you can call the National Grid representatives number provided on the project notification letter. Will I be able to park on the street during construction? Restriction notifications posted throughout the designated work zone and crews will notify residents if temporary parking restrictions will be required. There are road closure signs on my street. Will I be able to get to my house? At times there may be restricted access but every effort will be made to allow residences access to their homes during construction. You may approach the crew foreman or flag person if you require additional information. PIS Saunders, Caitlin From: LeLacheur, Bob Sent: Friday, July 07, 2017 10:27 AM To: Saunders, Caitlin Subject: FW: Beacon /Auburn street cell tower proposal For BOS packet, but not for discussion, on 7/11 Robert W. LeLacheur, Jr. CFA Town Manager, Town of Reading 16 Lowell Street, Reading, MA 01867 townmanaaerPci.readina.ma. us (N) 781 -942 -9043, (F) 781 -942 -9037 www.readingma.aov Town Hall Hours: Monday, Wednesday and Thursday: 7:30 a.m - 5:30 p.m.;Tuesday: 7:30 a.m. - 7:00 p.m.; Friday: CLOSED From: Andrew Friedmann at Home Sent: Thursday, July 06, 2017 7:16 PM To: Delaney & Associates, Inc; LeLacheur, Bob Subject: Re: Beacon /Auburn street cell tower proposal Hi Mark, Thank you for your questions. I am copying the Town Manager who will know the best person to respond to your input. The Town Manager can also forward this along to the other Selectmen. Andy On Thursday, July 6, 2017, 6:55:02 AM EDT, Delaney & Associates, Inc <mdelassoc@aol.com> wrote: Hey Andy, appreciate you taking time to stop by the other day. Below are questions regarding the proposed cell tower that is the result of conversations with several neighbors. They are starting to get a little charged up about this (as an fyi). Please respond so that I know you have received this. Hope your family and knee are well. Look forward to catching up. Mark Delaney 1. What is the impact to the neighborhood? - Quality of life for residents - property values, while it appears that health issues have been addressed by federal agencies, numerous studies conclude that a drop -in value accompanies the erection of cell towers in residential neighborhoods. Even if there are minimal or no health consequences from cell towers, perceived potential health effects from such towers will affect property values in a negative way. - opinion of residents - traffic from ongoing maintenance of the tower - attractive nuisance - aesthetics: A new cell tower is not an appropriate use in a dense residential neighborhood such as this. - Process — this matter was on the Selectman's agenda 8 months ago without notice to neighborhood residents. The proponent(s) — town engineer (others) have been working since that time to plan and justify this proposal. What is the process moving forward? 2. What is the estimated lost revenue to the town which may result from abatements due to declining property values for neighborhoods surrounding this location? 3. Why aren't the maintenance, erosion, and use of town personnel costs (raised by the town engineer) addressed in the contract between the town and the carriers? 4. Where is the analysis to support the claims made in this proposal as presented to the board in October of 2016? The document available to residents and provided to the Selectman at their October, 2016 meeting lacks many details, raises numerous issues and is unsupported by any objective data or analysis. 5. What are the alternatives to this proposal? The October 2016 proposal presents 2 options for this site. There are no other options for this site or off site to address the needs for Reading? What are the needs and where is the assessment to substantiate them? 6. What resources are available to the town's public safety communications system(s) as a result of the recent state increased budget (2016) to upgrade the E911 system in Mass.? 7. The proposal (October 2016) concluded that the cost to paint, relocate antennas, and conduct maintenance /upgrades to the existing tower was equal in cost to performing those functions and adding a cell tower beside it? Why would the town want to be responsible for maintaining 2 structures instead of one? An additional structure will impose additional costs and responsibility on the town. - Where is the analysis to support this position? 8. At the most recent public meeting on this the town engineer( ?) has determined that replacing vs painting the water tower is the appropriate action? - what is the cost of replacing vs painting? -what is the benefit to the town? -How will these activities disrupt the neighborhood — construction, street closure(s), noise, dirt ... etc 9. What alternative technology (to cell towers) is being utilized today for cell service that reduces the need for cell towers and uses existing structures like utility poles? With 5G technology in the works, what is the future of cell phone service? Will cell towers be obsolete in a few years? 10. It has been noted (October 16 materials) that the antennas on the tower violate OSHA regulations. These circumstances may violate DEP regulations as well. Who is responsible for ensuring that such violations do not occur? How and why has this been allowed to happen? If fines are issued, who is responsible, the town, carriers...? 11. It is estimated that the location of this proposed tower will, in some instances be less than 100 feet from some residences. Is this an appropriate placement for such a structure? Consider stepping out your door and looking 100 feet or so out and 160 feet up at this.