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2018-09-11 SB Packet
Town of Reading r` Meeting Posting with Agenda{ s�9, txcoap °�� Board - Committee - Commission - Council: 2611 SEP -6 PM 2: 43 Select Board Date: 2018 -09 -11 Time: 7 :00 PM Building: Reading Town Hall Location: Select Board Meeting Room Address: 16 Lowell Street Agenda: Purpose: General Business Meeting Called By: Caitlin Saunders on behalf of Chair Andy Friedmann 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 4) Personnel & Appointments 5) Discussion /Action Items a. Petition for Street Name Change: Ordway Terrace to Frank Driscoll's Way b. Resolution recognizing Hunger Action Month C. Continuation of discussion regarding National Grid and the United Steel Workers d. Discuss SB Policy Article #1.4 - Communication e. Appoint Liaison to Board of Health f. Decide Select Board Goals and Discuss Assignments/ next steps g. Town Manager review and FYI Town Manager Goals 6) Approval of Minutes a. August 21St, 2018 7) Licenses, Permits and Approvals 8) Executive Session a. To approve previous Executive Session Minutes 9) Correspondence a. Memo; Request from Engineering for Driveway Hearing b. Community Meeting on Downtown Economic Development C. Memo; Override Positions d. Disclosure Form from Robert LeLacheur e. Email Correspondence from Ryan Percival, re: Betterment Letter 7:20 7:30 7:40 7:50 8:05 8:15 8:35 9:15 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 Town of Reading Meeting Posting with Agenda Email from Mass Municipal Association, re: Online Reaistration Onen 9• h. 1. i. J• k. M. o. P. q• r. S. t. U. V. W. X. Y. Z. aa. bb. CC. dd. ee. ff. 99• hh. JJ kk. 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 1 2 OF RFgO f� Select Board policy �Q� c Capital Projects (range 2 to 4) 4.2 Oakland Road Office of the Town Manager 5.2tie New Downtown 'EDC' (range 1 to 10) 16 Lowell Street 639fNCORP�RP (range 3 to 6) Reading, MA 01867 Expand Recreation space To: Select Board From: Robert W. LeLacheur, Jr. CFA Date: September 5, 2018 RE: Agenda for September 11th 781 - 942 -9043 town manager@ci.reading.ma.us www.readingma.gov /town - manager A reminder that Board member Vanessa Alvarado has office hours at 6:30pm. At approximately 7:20pm one or more residents /abutters from the Ordway Terrace area will be in to request the renaming of that street to "Frank Driscoll's Way ". I have asked and no current staff member recalls such a request before, so we would need to work with Town Counsel on a path forward. Next, Board member Vanessa Alvarado will read a Resolution recognizing Hunger Action Month. Chair Andy Friedmann will lead the continuation of discussion regarding National Grid /United Steelworkers. In your packet is a memo from the Engineering staff as requested and included at your last meeting; two items from Board member Vanessa Alvarado and a response from Town Counsel to a point she raised at your last meeting. At 7:50pm Board members Vanessa Alvarado & Barry Berman will give an update on Select Board Policy Article 1.4 Communication, and entertain questions or comments from other Board members. Chair Andy Friedmann will then ask the Board to vote a new Board of Health /Health division liaison. The BOH met last week at Wednesday at 10am, and that is their new meeting time. Liaison Dan Ensminger is unable to make that time work for his schedule. At the request of the Chair as to your collective views on FY19 Goals for the Select Board, please see below. Each of you ranked ten items from 1 (most important) to 10 (least important). Please see an attachment in this packet that shows all of your individual rankings. Using a simple weighting system that averages your responses, here are the results in priority order (and the range of your individual rankings): 2.0 Select Board policy (range 1 to 5) 2.8 Capital Projects (range 2 to 4) 4.2 Oakland Road (range 2 to 7) 5.2tie New Downtown 'EDC' (range 1 to 10) 5.2tie Revise Housing Trust (range 3 to 6) 6.2 Expand Recreation space (range 4 to 8) 6.6 Review Master Plan (range 2 to 10) 7.2 RMLD Collaboration (range 4 to 9) 7.6 Cultural District (range 4 to 10) 8.0 Board Team building (range 5 to 10) The Board is expected to have a discussion about how many of these goals to adopt for the fiscal year, and to assign Board members to cover those goals adopted. The Board will also discuss next steps for this process. I commend the Board for taking this new approach, staff and I will assist as the Board may request. Below are the volunteers to participate in each of these topics. Board member Vanessa Alvarado volunteered for all topics but preferred to await a Select Board discussion. Select Board policy Capital Projects Oakland Road Downtown 'EDC' Revise Housing Trust Expand Recreation space Review Master Plan RMLD Collaboration District Board Team building Friedmann; Berman; Ensminger Friedmann; Berman; Ensminger; Halsey Ensminger; Halsey Friedmann; Ensminger Berman Halsey Friedmann Ensminger Berman Friedmann; Berman Next up at 8:15pm is the Town Manager Review and FY19 Town Manager Goals. Chair Andy Friedmann believes a good amount of the allotted time will be for the Board to discuss the evaluation process and less time on evaluating the incumbent. As of this writing I have not yet seen any of your evaluation material, but look forward to any discussion of my suggested improvements. Matt Kraunelis and Judi Perkins have worked to compile your individual evaluations. In your SB meeting packet is that compilation as well as each individual member's materials. For FY19 Town Manager Goals, the Chair has expressed a desire for the Town Manager to focus more on the day -to -day operations of the Town as defined in the Charter, and to therefore have less annual goals. Towards that end, below is a summary of the views of the Town department heads plus the Town Manager for your background information, if you find it helpful. We used a similar rankings process for the twenty draft goals previously reviewed by the Board: DRAFT Goal Leaders Score DPW Director hiring process LeLacheur, Perkins 2.20 Building Security Study Doherty, LeLacheur 2.60 Employee Retention LeLacheur, Delios 4.80 Personnel Policies Kraunelis, Perkins 5.40 Comprehensive Emergency Plan Burns, Segalla 6.50 Capital Planning LeLacheur, Doherty 6.90 Elementary School Space Needs Schools, Huggins 9.10 Economic Development- Long Term Planning LeLacheur, Delios 9.60 Senior Tax Relief Santaniello, BoA r 11.40 Cable Negotiations Kraunelis, Miller 11.80 Senior /Community Center Delios, Huggins 12.10 Tax Classification Santaniello, BoA 12.40 Community Events & Outreach Kraunelis, Miller 13.30 Review of General Bylaws Kraunelis, LeLacheur 13.40 Master Plan Update Mercier, Delios 13.90 Economic Development- Wayfinding /Parking Delios, Segalla 14.00 FINCOM Policies Angstrom, Kume 14.20 Historical Preservation /Archival Lannon, Gemme 14.60 Finance Department Policies & Procedures Angstrom, Kume 15.00 Public Works Policies &Procedures Kinsella, Percival 16.80 Finally the Board will meet in Executive Session to review and approve recent Executive Session Minutes. Your next meeting is scheduled for September 25th, and will include these agenda items: Friends of Morton Baseball: Batting Cage at Morton Arts Reading Fest October 13th Preview Stakeholders Meeting on anti - Semitic vandalism Close Warrant for November Town Meeting Executive Session (if needed) for Collective Bargaining Lastly, I have some good financial news to share with the Board. As part of the annual state budget process, the Town received some grants and also earned a position in two bond bills. As part of a federal grant we recently received supplemental funding to help hire four firefighters. The details that are available are included in your packet, and summarized below: FEMA SAFER grant: $604,839 to assist in hiring four new firefighters. Thanks to Congressman Seth Moulton and his District Representative Michael Devlin for their support, and congratulations to Chief Greg Burns for securing a very competitive grant for his department. The funds are split up over the next three years between wages and benefits, and scale down from 75% of costs in the first two years to 35% in the third year. Last March when the Town applied, we had to pledge to hire these firefighters if we received /accepted the grant, regardless of the results of the Override Ballot question. If the Override failed we may well have had to turn this award down. Reading is one of only five area communities to receive this FEMA grant, joining Stoneham, Mansfield, Somerset and Windham, NH. Thanks to Senator Lewis, Representatives Jones and Dwyer for their help in these next three grants: MA EOPPS grant: $25,000 for joint Public Safety training. Police, Fire /EMS, Dispatch, Emergency Management, the Town Manager, Superintendent of Schools and School Principals will participate in an exercise during the fiscal year designed at ensuring a Unified Command System in the event of a critical incident in one of the schools. MA DPH grant: $10,000 for RCASA. This grant is designed to supplement FY19 programs run by RCASA, and will pay a share of expenses. Human /Elder Services grant TBA —'we have not learned much detail, but Reading is one of three communities selected to receive funding. Mass Board of Library Commissioners: $20,000 Town -Wide Preservation Assessment. While several libraries received $4,200 'library -only' grants, Reading is the only community to receive this larger assessment grant that will have a broad public /private community impact. Thanks to Library Director Amy Lannon, Reading Historical Commission member Samantha Couture, Reading Antiquarian Society member Everett Blodgett and Town Clerk Laura Gemme for their work in securing this award. Finally, thanks again to our Beacon Hill delegation for including funding in recent bond bills ('future grants'): $3.0 million for Town /School Building Security improvements and $950,000 for non - school Park improvements. Next steps include funding allocated by the Governor, and then legislative priorities. Both Superintendent Doherty and I are 'cautiously optimistic' that building security is ranked as a very high priority by the legislature, and we are well positioned with a $4.0 million 'shovel- ready' project. LeLacheur, Bob From: Devin, Michael <Michael.Devin @mail.house.gov> Sent: Thursday, August 30, 2018 9:40 AM To: Town Manager Cc: Bell, Morgan; Jakious, Rick Subject: Fwd: Round 8 of the 2017 Assistance to Firefighters Grants (AFG); Round 7 of the 2017 Staffing for Adequate Fire and Emergency Response (SAFER); Round 4 of the Fire Prevention & Safety Grant Program; AFG Program Application Development Workshops Attachments: image001.png; ATT00001.htm; image002.gif; ATT00002.htm; ATT00003.htm; ATT00004.htm; Workshop Flyer.pdf; ATT00005.htm; Copy of FY 2017 AFG Awards Effective 083118 Region I.xls; ATT00006.htm As discussed on the phone, please see below regarding FEMA SAFER Grant. Reading, MA will receive $604,839 to hire 4 new firefighters. Congratulations! I look forward to working with you in the future on more. Respectfully, Mike Michael Devin District Representative Congressman Seth Moulton (MA -06) 21 Front St I Salem, MA 01970 978 - 500 -9509 Begin forwarded message: From: "Bell, Morgan" <Morgan. Bel ICa7mai1.house.gov> Subject: FW: Round 8 of the 2017'Assistance to Firefighters Grants (AFG); Round 7 of the 2017 Staffing for Adequate Fire and Emergency Response (SAFER); Round 4 of the Fire Prevention & Safety Grant Program; AFG Program Application Development Workshops Date: August 29, 2018 at 3:30:57 PM EDT To: "Devin, Michael" <Michael. Devi n .mai1. house.gov> From: "Alvarado, Diego" Date: Wednesday, August 29, 2018 at 2:54 PM Cc: "Rolfes Cheryl" "Pinkham Stone Kohler, Charles" "Hoose Todd" "Saggese John J" , , , Dennis", , , Patricia", , , , , , , , "Mango, MaryEllen" Subject: Round 8 of the 2017 Assistance to Firefighters Grants (AFG); Round 7 of the 2017 Staffing for Adequate Fire and Emergency Response (SAFER); Round 4 of the Fire Prevention & Safety Grant Program; AFG Program Application Development Workshops Dear New England Congressional Delegation Staff Member: Round 8 of the 2017 Assistance to Firefighters Grants (AFG) Program will be awarded on August 31, 2018. Nationwide, there are 228 AFG awards for this eighth round with a total federal share of $34,354,322. There are 21 AFG awards in Region 1 for the eighth round for a total of $ $2,658,942: • Portland CT. — Federal share of $ 14,586 for a protective gear washer and dryer. • Sandy Hook Volunteer Fire Dept., Newtown CT — Federal share of $ 155,543 for firefighter breathing apparatus, portable radios and thermal imaging cameras. • Addison, ME — Federal share of $ 81,360 for firefighter breathing apparatus. • Bangor, ME — Federal share of $ 71,856 for 3 — ambulance stretcher loading systems. • Litchfield, ME — Federal Share of $ 2,572 for Firefighter II training. • Winslow, ME — Federal share of $ 9,524 for a protective gear washer. • Arlington, MA — Federal share of $ 27,728 for an air compressor / air refill station. • Duxbury, MA — Federal share of $ 293,966 for firefighter breathing apparatus and an air compressor / air refill station. • Harvard, MA — Federal share of $ 23,334 for firefighting hose. • Manchester, MA — Federal share of $ 22,858 for vehicle extrication equipment. • Maynard, MA — Federal share of $ 119,048 for a fire sprinkler system for their fire station and wellness and fitness activities. • Rockland, MA — Federal share of $ 89,667 for vehicle extrication equipment. • Shirley, MA — Federal share of $ 193,753 for mobile and portable radios. • Somerville, MA — Federal share of $ 49,091 for portable radios. • Tewksbury, MA — Federal share of $ 164,739 for portable radios and a protective gear washer and dryer. • Westhampton, MA — Federal share of $ 24,239 for firefighting hose. • Francestown, NH — Federal share of $ 129,891 for firefighter breathing apparatus. • Greenfield, NH — Federal share of $ 71,429 for a diesel fume exhaust system. • Little Compton, RI — Federal share of $ 211,364, a REGIONAL award to Little Compton and Woonsocket for ambulance power stretchers and stretcher loading systems. • North Kingstown, RI — Federal share of $ 268,605 for firefighter breathing apparatus and an accountability system. • Warwick, RI — Federal share of $ 633,789 for a heavy rescue truck. Round 7 of the 2017 Staffing for Adequate Fire and Emergency Response (SAFER) Program will be awarded on August 31, 2018. Nationwide, there are 80 SAFER awards for this seventh round with a total federal share of $35,367,079. 1 for the sixth round for a •/ ans ie dkIA Federal share of $ 802,841 to hire 4 new firefighters. Reading�im�erset, MA Federal share of $ 604,839 to hire 4 new firefighters. 6 — Federal share of $ 731,032 to hire 4 new firefighters. — Federal share of $ 505,006 to hire 4 new firefighters. • Windham, NH — Federal share of $ 735,612 to hire 4 new firefighters. Round 4 of the Fire Prevention & Safety Grant Program will be awarded on August 31, 2018. Nationwide, there are 22 FP & S awards for this third round with a total federal share of $2,986,595 There are 3 FP & S award in Rion 1 for the third round for a total of $229,289: • Waterbury, CT. — Federal share of $ 51,810 to fund a smoke /co detector installation program. • Dunstable, MA — Federal share of $ 6,180 for fire investigator training. Worcester, MA — Federal share of $ 171,299 to implement a Cooking Fire Education & Prevention Campaign Attached, please find a spreadsheet containing information about the award recipients. More information about these types of Grants may be found here: httlDti: / /WWW� f.fC'nlal "OV 401cox7:ie- 'Is Additionally, as a reminder, with the expected 2018 Assistance to Firefighters Grant (AFG) Program application period opening in the fall of 2018, I am pleased and excited to announce that FEMA Region I will be hosting a series of AFG Program Application Development Workshops. These workshops will provide an excellent opportunity for Fire Departments across your District /State to assist them in applying for an AFG. Each year, prior to the application period, the FEMA Region I Fire Grant Program Specialists travel throughout New England, providing training workshops relative to the AFG Program targeted to Fire Departments who may be interested in applying for an AFG. These workshops will run approx. 2 1/2 hours and will provide information on the AFG Program, what is new for the 2018 round, and tips on how to develop and submit a successful application. These workshops also provide an opportunity for applicants to ask questions and network with our Grant Specialists and other AFG applicants and recipients. This year, FEMA Region I will be conducting 24 workshops across the Northeast. The date, time and location of each session is indicated on the attached schedule. In addition to these workshops, the Region will also host workshop webinars that can be attended remotely. The schedule for these webinars is yet to be determined. Once scheduled, the dates and times will be posted at: ht:.t sm /I fen!' zN gov /w &eQ eas istance- firefighters- g�rant:p_ o tgmxq. Please feel free to distribute this information to Fire Departments in your District /State who may be interested in applying for an AFG. Should you have any questions, please contact me. Sincerely, m L. O W LL ag U 5) a)m(�J Q ~ ?, 3 (� a) -0 a) N E 0) : , E p O O Z (vnQU' 5- f— r d Op i°oOaocoo NT O) N N 00 R LC) r- CO O N ++ co O O e0 M O M CO r CO O N �— O M N i Cl) 'IT co O <— O CO OD O CO fn MOO co Lo co m � i d 69 69 69 ER b`i tC 01 O) 0) O) O) a% C C C C C O L L 'L .5... c L.- .- .- .- .- N -0 E E m �� ca N '6 a) N E a) O O + ' >- U cn��cn> 6 d CO LO N O O O O O Q Q Q 2 U 5 2i z rn m m m rn n- -� �—= — 0 0 0 0 0 0 p_ N N N N N M M Cl) M M N N N N N ++ N N N N N !n 00000 C a) a) N a) E E E E Z Q Q (9 C Q Qpp a)QQ E N a) 0 a) a) -o E a) (n 0 Q) E c m C O i�w of 1 J J� _ J 'O ti> C +� 7hr��'tL« A,Mrk 1.), Seu(d a August 28, 2018 1. 15 union 5trcct, Rc Lding, M;issichu;ctts 0 1867 l:mcrgrnryOIlly:911 All Other Calls: 781 -944 -1212 Fox: 78i -9=1-1 -2893 1:n�aiL ( X11 `;cgalI�J0)ci.rcztdi[10,11M.uz Executive Office of Public Safety and Security Attn: Fiscal Affairs 1 Ashburton Place; Room 2133 Boston, MA 02108 The recent state budget for FY19 contains funding for Public Safe the o of Reading. In particular: line item 8000 -0313 provided further, that no less an $25,000 s II be expended for a public safety grant in the town of Reading. The Town of Reading appreciates the funding of this request, and will use these funds to pay for overtime and backfill costs of a joint Fire, Police and Dispatch training to enhance our ability to respond to an active shooter event. Our project scope will include: planning meetings, Incident Command training for supervisors in the Fire, Police and Central Dispatch, table top exercises and full scale training exercises for police, fire and dispatch personnel. The primary focus of this exercise will be to build upon the lessons learned in last year's active shooter training with the goal of improving and integrating the command functions, These include police, fire (EMS), and emergency management but also include the Office of the Town Manager, Superintendent of Schools and School Principals to ensure a Unified Command System is established and a coordinated response to an active shooter event is implemented. Other focuses will be to reinforce police and fire training in the Rescue Taskforce concept in an effort to provide critical EMS care as early into the event as possible; and to improve the Reading Fire Department's mass casualty treatment capabilities, The expected outcome of this joint training will create an increased knowledge and proficiency of the Incident Command System for the police, fire, central dispatch, school administration and emergency management and strengthen our ability to form a Unified Command system that can integrate the response capabilities of multiple agencies, We fully expect we will be able to measure these improvements at future emergencies that require a multi - agency response and the establishment of a Unified Command system. We also expect improvements in our day to day operations of police, fire, dispatch, Town and School staff. In order to continue the training in the future, we respectfully request that not less than $25,000 from line item 8000 -0313 be made available to the town of Reading. This funding will cover several days of training for police, fire and public safety dispatchers and any other incidental related costs. Thank you for your consideration in this matter. Sincerely, Robert W. LeLacl ur, Jr. M rk . Se al a Town Manager Chie of P lice Town of Reading Town of Reading cc: Representative Bradley Jones, Minority Leader Reading Select Board Reading School Committee Ch�fGregory.). Burns Reading Fire Department LeLacheur, Bob From: Consolo, Carolyn (DPH) <carolyn.consolo @state.ma.us> Sent: Thursday, August 30, 2018 11:56 AM To: Angstrom, Sharon Cc: LeLacheur, Bob Subject: RE: Legislative Earmark Hi Ms. Angstrom, I received your email address through your online site https•/ /www readirngmq.r ov /users /sangstroin /contact . I also copied Robert LeLacheur on this email this way he would know we spoke today. I have legislative earmark funding tied the Reading Coalition against Sub. Abuse (in Readin , MA) for $10,000. _ Please confirm you are the correct person I should be talking to about thing earmark? If so, confirm the following information below is correct before I start the legislative earmark contract through the MA Department of Public Health - Bureau of Substance Addiction Services. Vendor Code: VC6000191953 Vendor Name: Town of Reading Address: 16 Lowell Street, Reading, MA 01867 -2601 Thanks, Carolyn Consolo Management Analyst III Massachusetts Department of Public Health Bureau of Substance Addiction Services 250 Washington Street, 3- Floor Boston, MA 02108 R Caj•olvrikonsolonmassmail state.mams ca 617.624.5126 (Office) �+ 617.624.5185 (Fax) Email correspondence to and from this address is subject to the Massachusetts Public Records Law and may be disclosed to third parties. This message may contain confidential and privileged information. If you are not the intended recipient of this email, please notify me immediately by return email and do not copy, use, or disseminate information contained in this email. Substance Use Helpline: https• / /helplinema.orR/ DPH Online: Web: http://www.mass.gov/dph/bs as 6log: http• / /publichealth blog state ma.us Twitter: www twitter.com /MassDPH MBLC's Federal Grants Impact Local Communities - MBLC FOR IMMEDIATE RELEASE July 12, 2018 Celeste Bruno Communications Director 1 -800- 952 -7403 x208 Celeste. Bruno(cJstate.ma.us Page 1 of 4 At its July 1.2, 2018 Board. meeting, the Massachusetts Board. of Library Commissioners (MBI,C) awarded $451,058 in 40 grants to public and school libraries across the Commonwealth under the Federal Library Services and Technology Act (I STA) which is funded through the ..1n.stitute of Muscum a.nd Library Services. "This year's grants illustrate the vibrant and dynamic ways that libraries connect with their communities," said Robert Favini, Head of Library Advisory and Development at the MBLC. "The grants help libraries expand service offcrings, impact lives and demonstrate why libraries continue to be a vital part of the civic landscape. We are proud of the work that is done by Massachusetts libraries through the LSTA grant program." The MBLC developed this direct grant program using federal funding to help libraries meet local community needs including projects that helpiobseekers with career development and job information, programs that help New Americans learn English and become citizens, STEM and STEAM projects, programs that serve teen needs, and projects that preserve valuable historical documents. The MBLC also offers grants to increase access to library services for people with disabilities. The complete list of grant recipients is below along with highlights from some of this year's projects. Municipality Institution Grant Category Award Amherst Jones Library Barnstable Sturgis Library Bedford Bedford Free Public Library Bellingham Bellingham Public Library Bourne Jonathan Bourne Public Library Boxford Boxford Town Library Brockton Brockton Public Library Cambridge Cambridge Public Library Cambridge Cambridge Public Library Chelmsford Chelmsford Public Library Colrain Griswold Memorial Library Easthampton Emily Williston Memorial Library https: / /mble.state.ma.us /news /news - releases /2018 /nrI 80712 -3.php 9/5/2018 Amount: Go Local $15,000 First Contact $7,500 Mind in the Making $9,947 Go Local $15,000 Mind in the Making $10,000 Anytime STEM Learning $6,167 Innovative $10,529 IdeaLab $15,000 Preservation Assessment $4,200 Civic Hub $7,500 IdeaLab $8,000 Serving Tweens & Teens $15,000 https: / /mble.state.ma.us /news /news - releases /2018 /nrI 80712 -3.php 9/5/2018 MBLC's Federal Grants Impact Local Communities,- MBLC Page 2 of 4 Everett Parlin Memorial Library Preservation Assessment _ $4,200 Raynham Gloucester Gloucester Lyceum and Sawyer Free Conserving & Digitizing Historical Resources $30,000 Rockport Public Library Library Rutland Free Library Shirley Ludlow Hubbard Memorial Library IdeaLab $15,000 Malden Malden Public Library Go Local $15,000 Marion Elizabeth Taber Library IdeaLab $7,500 Marshfield Ventress Memorial Library Serving Tweens & Teens $15,000 Mashpee Mashpee Public Library Pathways to Success $7,500 Nahant Nahant Public Library Access for All $7,500 Newburyport Newburyport Public Library Preservation /Conservation of Library & $30,000 Northampton Forbes Library Northfield Dickinson Memorial Library Oak Bluffs Oak Bluffs Public Library Orleans Snow Library Quincy Thomas Crane Public Library Raynham Raynham Public Library Reading Reading Public Library Rockport Rockport Public Library Rutland Rutland Free Library Shirley Hazen Memorial Library Shrewsbury Shrewsbury Public Library Somerville Somerville Public Library South Hadley South Hadley Public Library Springfield Springfield City Library Waltham Waltham Public Library Wellesley Wellesley Free Library - Fells Branch West West Falmouth Library Falmouth Archival Materials Civic Hub $7,500 Anytime STEM Learning $7,500 Citizenship Corners & Expanded English $15,000 Language Services IdeaLab $13,000 Manuscripts Arrangement and Description $10,000 Anytime STEM Learning $7,500 Go Local $15,000 https: //mblc. state. ma. us /news /news - releases /2018/nrI 80712 -3.php 9/5/2018 ' �Town-Wide Preservati en� Preservation Assessment $4,200 Mind in the Making $10,000 Mind in the Making $10,000 Mind in the Making $10,000 Innovative $8,315 Civic Hub $7,500 Anytime STEM Learning $7,500 Mind in the Making $10,000 Mind in the Making $10,000 Go Local $15,000 https: //mblc. state. ma. us /news /news - releases /2018/nrI 80712 -3.php 9/5/2018 MBLC's Federal Grants Impact Local Communities - MBLC Page 3 of 4 West Tisbury West Tisbury Public Library Anytime STEM Learning $7,500 West Dennis Yarmouth School Libraries Innovative $15,000 Yarmouth Total $451,058 South Iladley Public Library is one of several libraries using the new Civic Ihzb grant to strengthen the role libraries play in promoting civic engagement, providing irripartial, trusted information on a variety of issues as well and providing a neutral space for the public to participate in community conversations. The South Hadley arid Gaylord Memorial Libraries will host a lecture series by leading figures to prornote activism, civic engagement and inclusion. New materials will be added to the circulating and online collections at both locations. The libraries will also provide different morithly civic displays to keep the public informed on matters such as fake news, media bias, immigration, mental health, the opioid epidemic, and national security. Libraries have a key role in capturing, collecting and making communities stories available and meaningful. Malden Public Library is using a Go Local grant as part of the city -wide celebration of Malden's first mayor, Elisha Converse's 200th birthday and her many philanthropic contributions such as building the Malden City Hall, the Malden YMCA, the Malden Hospital, Pine Banks Park, Fellst -here Park, and the Malden Public Library. The library will use the Go Local grant to train high school students and senior citizens to become volunteer citizen historians. These citizen historians will learn. research and. archive skills, work to uncover the city's lost industrial past in local and regional archives, capture and collect historical objects, and create a permanent online exhibition exploring the related social issues of immigration, labor history, women's roles, health care, and the environment. This multi- generational and multi - cultural project will not only build historical collections, it will build. community, social connections, and civic pride. The new IdeaLab grant was developed to help libraries implement, promote, and sustain an interactive, creative space. The Griswold Memorial Library in Colrain is doing just that. Make it, Colrain! is a multi- faceted project that first establishes the Creator Cart: a movable makerspace allowing efficient use of the Library's limited area, housing both circulating arid non - circulating tools, materials, and kits for a variety of creative endeavors. Complementary workshops will be offered, aiming to bring the community together for lifelong learning events and showcasing the talent of local residents, who are also workshop presenters, In addition to the direct library grant program, the MBLC uses LSTA funds to support statewide programs and services including summer reading programs, research databases, the statewide eBook program, the Cornmonwealtlr Catalo,,, arrd mass ov libbraries which has inforrnation and resources for residents. LSTA is administered on the federal level by the Institute of M. um and LibrarServices and in the Commonwealth by the MBLC. More information about LSTA can be found on Board's website at wwNv.nrass rov /rnblc. The Institute of Museurn and Library_Services (IMLS) is celebrating its 20th Anniversary. The Institute of Museum and Library Services is the primary seaurce of,federa.l snppoz-t for the nation's approximately 123,000 libraries arid. 35,000 rnuseurns. Our mission is to inspire libraries and museums to advance innovation, lifelong learning, and cultural and civic engagement. Our grant making, policy development, and research help libraries and rnuseurns deliver valuable services that make it possible for communities arid individuals to thrive. To learn more, visit www.irnls.gov and follow us on I:acc °hook, 1wii;te2, and InStagrarn. The Board of Library Commissioners, (mass.gov /rnblc) is the agency of state government with the statutory authority and responsibility to organize, develop, coordinate and improve library services throughout the Commonwealth. The Board advises municipalities arid library trustees on the operation and rnaint:enance of'public libraries, including construction and renovation. It administers state and federal grant programs for libraries and promotes cooperation https: / /mblc. state,ma.us /news /news - releases /2018 /nr 180712 -3 .php 9/5/2018 MBLC's Federal Grants Impact Local Communities - MBLC Page 4 of 4 among all types of libraries through regional library syst.erns and automated resource sharing. It also works to ensure that all residents of the Commonwealth, regardless of their geographic; location, social or eco.nornic status, age, level of physical or intellectual ability or cultural background, have access to essential new electronic information technologies and significant electronic databases. Institute f Museum and I.._bKary:5ervices https://mblc.state.ma.us /news /news - releases /2018 /nrI 80712 -3.php 9/5/2018 A joint release from the Reading legislative delegation. BOSTON — Reading's legislative delegation has successfully secured a $950,000 funding earmark for five local parks as part of a $2.4 billion environmental bond bill that was recently signed into law. House Minority Leader Bradley H. Jones, Jr. (R -North Reading), Representative James J. Dwyer (D- Woburn) and Senator Jason M. Lewis (D- Winchester) noted that the money will be used for improvements to Hunt Park, Memorial Park, Washington Park, Symonds Way and Sturges Park. "This funding will allow the town to carry out important upgrades at all five parks, which collectively offer a variety of recreational opportunities that Reading residents of all ages can enjoy," said Representative Jones. "I am proud of our delegation for securing these necessary funds to ensure Reading remains committed to its open spaces and green areas" said Representative Dwyer. "The parks in the town of Reading are an essential aspect of the community and they benefit all residents." "Our parks are valuable community resources for people of all ages, abilities and interests, said Senator Lewis. "It's essential to continue to invest in our parks and open space, and the funding secured in this legislation will go a long way to make Reading's parks more accessible and enjoyable for everyone." The environmental bond bill was signed into law by Governor Charlie Baker on August 9 as Chapter 209 of the Acts of 2018. The bill authorizes funding for a variety of local and statewide environmental initiatives, including wetlands protection, climate change, coastal resiliency efforts, dam improvements, and the preservation of state -owned forests, parks, campgrounds and reservations across the Commonwealth. Because the funding is included as part of a bond authorization, there is no firm timeline for when Reading will actually receive the money. It must first be approved for release by the Baker - Polito Administration and then worked under the state's annual borrowing cap, which was recently set at $2.34 billion for Fiscal Year 2019. Representative Jones, Representative Dwyer and Senator Lewis have pledged to continue to work together on the town's behalf to help facilitate the timely release of the bond funding. In response to a question from Patch, Reading Town Manager Bob LeLacheur talks about news of state money to improve Reading's parks: "We are very appreciative for the efforts of our legislative delegation for placing these items in the bond bill, which was designed to make improvements for local parks that were not part of a school property. The improvements to these five Reading parks are all part of our ten -year capital plan that has been approved by Town Meeting. We understand that the state funding will not be immediate, but the bulk of these improvements were locally budgeted to begin in 2025 so anything faster is a big help! Planned work ranges from tennis and basketball court replacements; baseball infield and backstop replacements; and walking paths for neighbors and causal park users of all ages. Each of the five parks will retain their unique characteristics. All proposed improvements will go through a series of public meetings that will specifically invite park abutters, and all suggestions will be considered before a course of action is proposed to a future Town Meeting. We again thank Senator Lewis and Representatives Jones and Dwyer for their fine work on behalf of the Reading community" 2018 DRAFT - SELECT BOARD AGENDAS 2018 91612018 Responsibility Start time September 11, 2018 ' Tuesday Office Hour Vanessa Alvarado 6:30 Petition for street name change: Ordway Terrace to Frank Driscoll's Way Friedmann 7:20 Resolution recognizing Hunger Action Month Alvarado 7:30 Continuation of discussion regarding National Grid /United Steelworkers Friedmann 7:40 Discuss SB Policy Article #1.4 - Communication Berman & Alvarado 7:50 Appoint Liaison to Board of Health Friedmann 8:05 Decide Select Board Goals and Discuss Assignments, Next Steps Friedmann 8:15 Town Manager Review and FY19 Town Manager Goals Board 8:35 Executive Session To approve previous Executive Session Minutes Friedmann 9:15 September 25 2018 Tuesday Friends of Reading Baseball: Batting Cage at Morton Friedmann Arts Reading Fest October 13th preview Kraunelis Stakeholders Meeting on anti - Semitic vandalism Friedmann Close Warrant for November Town Meeting LeLacheur Executive Session To discuss strategy with respect to Collective Bargaining LeLacheur October 2, 2018 Tuesday Office Hour Andy Friedmann Legislative update Lewis, Jones & Dwyer 7:20 Review Senior Tax Relief Santaniello 8:15 Preview Tax Classification Santaniello 8:45 Approve (renew) Assessing Inter - Municipal Agreement with Wakefield LeLacheur 9:10 Town Accountant Update Angstrom 9:15 October 16, 2018 ! Tuesday HEARING Tax Classification Board of Assessors 7:30 ` October 17, 2018 Economic Development Workshop - Downtown Wednesday Library October 30, 2018 Tuesday 1 91612018 1 (Responsibility I Start time Office Hour Barry Berman Approve liquor licenses LeLacheur Approve licenses LeLacheur November 15,`2018 Subsequent Town November 19, 2018. Subsequent Town November 26, 2018 Subsequent Town November 29 2018 Subsequent Town eting I T eting II N eting III N etin2 IV T Office Hour jDan Ensminger Town Department budgets Town Department bu Town Department Town Department bud ursday inday ►nday ursday 2018 DRAFT - SELECT BOARD AGENDAS 2018 91612018 Responsibility Start time Future Agendas Recreation Committee Fall'18 Town Communications Overview Kraunelis & Miller Fall ' 18 HEARING Approve BOS Policies: Article 1 - move a section into Article 2; complete 1.4 Communication Board Discuss SB Policy Article #2 - Volunteers, Boards and Committees (also section 1.5) Board HEARING Approve BOS Policies: Article 2 Volunteers, Boards and Committees Board HEARING Review & adopt revised Personnel Policies Perkins Winter ' 18 Discuss Memorial Park Town Counsel Discuss Liquor License policy LeLacheur Discuss Oakland Road land public process LeLacheur Recurring Items Close Warrant: Nov 118 TM by 9/25/18 Close Warrant: Apr'19 TM by 3/5/19 Review BOS /TM Goals Jan & July Semi -ann Appointments of Boards & Committees June Annual Appoint Town Accountant April Annual HEARING Approve Classification & Compensation June Annual HEARING Tax Classification October Annual HEARING Approve licenses December Annual Reports to BOS Town Accountant Report Qtrly Economic Development Director Semi -ann RCTV members Report Annual CAB (RMLD) member Report Annual MAPC member Report Annual Reading Housing Authority Report Annual Reading Ice Arena Report Annual BOS Appointed Boards & Committees as needed To Mr. Robert LeLacheur, Town Manager: I am requesting that you consider and then present our petition to the Board of Selectman. Our petition is as follows: We the residents and abutters of Ordway Terrace, a private way, are requesting its name be changed to "Frank Driscoll's Way„ We are requesting the name change to honor a man who has done so much for this Town, his neighbors, and this Country. Some of the many things that Frank has done are as follows: • He coached and directed the girls softball • President of the Reading Boosters • Working with Reading's veterans • He was Custodian of the graves and made sure that every veteran received a marker and flag on their grave for Memorial Day. • He was on many committees over the years that enriched the lives of so many residents of Reading. • Frank was a retired EMT and firefighter for the Town of Reading. • Frank was always there to lend a hand to help his neighbors. • Was a support system for those serving or joining the military • And he was a proud Marine, serving our country during Vietnam. The original idea for a name change was "Franks Way ", but to address the concern that the street sign may be a target for theft, it was changed to "Frank Driscoll's Way ". This name "Frank Driscoll's Way" is not a common name which, hopefully, will eliminate the temptation for the sign to be stolen. Ordway Terrace is very close to Reading square and is in a well -lit area and the neighbors are very observant and watch each other's properties. There are two homes with the mailing addresses of Ordway Terrace; one of those homes is Frank Driscoll's and the other is the two - family that is under renovation. The residents of the two- family have not changed their licenses or any other documents to the address Ordway Terrace, so the name change would not cause a financial hardship for them. They are also in favor of this petition to change the name. Sincerely Susan Darling- True Contact: Susan Darling -True 22 Chapin Ave Reading, MA 01867 Email: Susandariingl2Cj)verizon.net Phone: 781 - 910 -6252 0 U > a 4° 0 o ° p o o c° 00 -. O O O cC O N (� N vUi N �i U N R, W 41 N o "d G� o U 0 00 a) a) O N W a; 0 U 4° rl O + Ei�+ +" a u �, u CIO Z a a) N w '� ... '� .� o a O N a rte-+ O a) O p, o p N 4-a 03 W Z U U M th o o cd v y O O O p p- cd c. , 4-4 i o -. a o o s� O M O O u O O O U ' rn N O U U bOA H 40. TJ Memo To: Robert W. LeLacheur, Jr., Town Manager Cc: From: Christopher A. Cole, Civil Engineer Date: August 9, 2018 Re: National Grid Gas Infrastructure Improvements To date, National Grid proposed to replace gas main this year on several streets. At the time of the lockout, National Grid crews were still in the process of replacing the gas mains on the following streets, of which the work still has not yet been completed: 1. Lowell Street (Bond St to Barrows Rd) 2. Barrows Road 3. Pilgrim Road 4. Plymouth Road The work on Lowell St (as well as Barrows Rd, Pilgrim Rd, and Plymouth Rd) was being performed this year, as the Town of Reading is planning to resurface sections of Lowell Street in the spring of 2019. Also in the spring of 2019, it is anticipated that MassDOT will be resurfacing sections of Mann Street (Rt. 28) within the Town of Reading. National Grid has proposed to replace the gas main on the following streets within the Main St corridor, of which no work has been completed yet: 1. Main Street ( #927 Main St to Birch Meadow Dr) 2. Hampshire Road — the work is proposed to extend into Main St National Grid also has proposed to replace the gas main on the following streets this year, given gas interruptions in the Charles Street area last winter, of which no work has been completed yet: 1. Charles Street (Wakefield St to Boswell Rd) 2. Evergreen Road 3. Tamarack Road 4. Timberneck Drive (Tamarack Rd to Haverhill St) 5. Wakefield Street (Juniper Circle to Tamarack Rd) The Engineering Division is not aware of any potential economic development impacts related to new gas installation for current or proposed developments at this time. • Page 1 56 9/5/2018 General Law - Part I, Title XXII, Chapter 164, Section 70 Part I ADMINISTRATION OF THE GOVERNMENT Title XXII CORPORATIONS Chapter 164 MANUFACTURE AND SALE OF GAS AND ELECTRICITY Section 70 OPENING OF STREETS BY GAS COMPANY; LIABILITY; REPAIRING STREETS Section 70. A gas company may, with the written consent of the aldermen or the selectmen, dig up and open the ground in any of the streets, lanes and highways of a town, so far as necessary to accomplish the objects of said corporation; but such consent shall not affect the right or remedy to recover damages for an injury caused to persons or property by the acts of such corporation. It shall put all such streets, lanes and highways in as good repair as they were in when opened; and upon failure so to do within a reasonable time, shall be guilty of a nuisance. https: / /malegislature.gov /Laws /Genera]Laws /PartliTitleXXI I /Chapter164 /Section70 0 9/5/2018 General Law - Part I, Title XXII, Chapter 164, Section 75 Part I ADMINISTRATION OF THE GOVERNMENT Title XXII CORPORATIONS Chapter MANUFACTURE AND SALE OF GAS AND ELECTRICITY 164 Section 75 REGULATION BY MUNICIPAL AUTHORITIES Section 75. The aldermen or selectmen may regulate, restrict and control all acts and doings of a corporation subject to this chapter which may in any manner affect the health, safety, convenience or property of the inhabitants of their towns. https: / /malegislature.gov/ Laws /GeneralLaws /Part) /TitleXXII /Chapterl 64 /Section75 ARTICLE 1 - GENERAL OPERATING PROCEDURES Section 1.1— Organization of the Board 1.1.1 —Annual Reorganization The Board of Selectmen will reorganize (elect officers) in the month of June for the following fiscal year. The purpose of this policy is to have continuity of Board leadership through Annual Town Meeting. Although the Board of Selectmen retains the right to reorganize at their discretion, this policy establishes the guidelines of: 1. Annual rotation of the Chair. 2. Not having a Selectman serve as Chair in the final year of a term. 1.1.2 - Chair The Board of Selectmen Chair shall: 1. Be responsible for calling regular, emergency and Executive Session meetings of the Board of Selectmen, as needed. 2. Preside over Board of Selectmen meetings, approve the Agenda and recognize all speakers including other Board members. 3. Nominate Board members to represent the Board of Selectmen at appropriate functions, events and meetings. 4. Nominate Board members for annual Liaison assignments. The final decision on Liaison assignments is by a majority of the Board members. 5. Nominate Board members to Board Subcommittees. Final appointment is by a majority of the Board members. 1.1.3 — Vice Chair The Board of Selectmen Vice Chair shall: 1. Be responsible for stepping in to assume the duties of the Chair as may be necessary. 1.1.4 - Secreta The Board o e ectmen Secretary shall: 1. Be responsible for stepping in to assume the duties of the Vice Chair or Chair as may be necessary. 2. Conduct the final review and signature of Board Minutes. 3. Certify, as required by law, votes of the Board of Selectmen. 4. Sign documents upon direction of a majority of the Board members, including legal settlements on behalf of the Board of Selectmen. Alternatively, any other Board member or the Town Manager may be authorized to perform this function. 1.1.5 - Liaisons The purpose of establishing Board of Selectmen Liaisons to the various Town Departments /Divisions and to Boards and Committees is to maintain good communication and 1 -1 Board of Selectmen Policies � & effective working relationships. Liaisons are responsible for providing reports to the full Board of Selectmen at a regular meeting on an as needed basis. Liaisons shall: 1. Be established by the Board of Selectmen on an annual basis. 2. Act in a role to support the Town Departments /Divisions in their operating functions as well as longer -term Board of Selectmen Goals. 3. Attend as many meetings of the Boards and Committees as possible 4. Inform Town Department Heads of their interaction with Boards and Committees for which they have responsibility as described in the Table of Organization as approved by Town Meeting. 5. Facilitate communication between the Board of Selectmen and the Boards and Committees. 1.1.6 - Subcommittees The purpose of establishing Board of Selectmen Subcommittees is to have a mechanism for the Board to review and consider specific issues. Subcommittees shall: 1. Be composed of two members of the Board of Selectmen. 2. Follow all Open Meeting Law as if conducting a full Board meeting. 3. Recommend, but not approve, a course of action to the full Board. 1.1.7 — New Members In order to assist new Board members to be effective in their first years, the Board shall establish an on- boarding process which may include but not be limited to meetings with individual Board members the Town Manager and Town Department Heads. The Board shall also create a Board of Selectmen Guide to be distributed to new members. Section revised March 2018 Section 1.2 — Board Meetings 1.2.1— Meeting Schedule The Board of Selectmen shall meet at least once each month and publish a meeting schedule at least six months in advance. 1.2.2 — Office Hours The Board of Selectmen shall offer Office Hours to the general public at least once each month and publish the times and dates in their meeting schedule. Individual Selectmen will rotate turns with Office Hours, and make a report to the full Board during Liaison reports as needed. 1.2.3 — Meeting Agendas The purpose of the agenda is to allow the general public an opportunity to participate in a topic matching their interests. The Agenda shall: 1 -2 Board of Selectmen Policies �� I . Be approved by the Chair. 2. Contain any discussion item requested by two or more Board members. 3. Be published in advance as far as is possible. 4. Contain public communication received since the last Board meeting. Some Board meetings may consider only a single agenda item. However typical Board meetings will have the following agenda items: 1. Liaison reports. 2. Public Comment. 3. Town Manager report. 4. Approval of previous Meeting Minutes. 5. Listing of next scheduled Board meeting. The regularly scheduled meetings of the Board of Selectmen shall be limited by having discussion limited to agenda items taken up or tabled prior to 11:00 p.m. All remaining items will be deferred to a subsequent meeting. In order to facilitate the above policy efficiently, the Chair shall: 1. Limit the time of speakers from the floor especially during public hearings. 2. Call for votes on major issues or policy changes prior to 11:00 p.m., or defer final votes to subsequent meetings. 3. Request staff to prepare motions for Board action in advance. 1.2.4 — Deferred AlZenda Items It shall be the policy of the Board of Selectmen to conduct the business on its agenda at the meeting for which it is listed, unless a particular member of the Board is essential to the topic of discussion by virtue of special background or expertise, and is not able to be present at the meeting for which that item is listed. 1.2.5 — Public Comment Each person appearing before the Board of Selectmen who wishes to speak will, upon recognition by the Chair, identify him /herself by name and address of residence. Failure to identify him /herself may result in the Chair withdrawing permission for that individual to speak to the Board of Selectmen. When recognized by the Chair, the speaker shall (1) only address the Chair; (2) speak for only the time allocated; and (3) avoid personalities while speaking. 1.2.6 — Executive Sessions The Board shall always begin a meeting in Open Session, and may enter Executive Session only for the purposes allowed under Open Meeting Laws. Whenever possible, Executive Sessions will be scheduled at the end of an open session, and for the convenience of the public the Board will announce their intention to adjourn without returning to open session. In accordance with the provisions of the Open Meeting Law, the Town Manager, acting as clerk to the Board of Selectmen, will review approved confidential minutes of the Board of Selectmen's Executive Sessions on a regular basis. It is the intent of the Board of Selectmen to withhold minutes only for as long as the publication of the record would defeat the original purpose of a lawfully convened Executive Session. The Town Manager will review all approved minutes still in confidential status, and will release for publication those segments that need not 1 -3 Board of Selectmen Policies be confidential any longer. This action will be part of a report on the "Routine Matters" of the Board of Selectmen's meeting agenda. Section revised March 2018 Section 1.3 — Responsibilities of the Board 1.3.1 — Readina Home Rule Charter Article 3.2 The executive powers of the Town shall be vested in the Board of Selectmen. The Board of Selectmen shall have all of the powers and duties granted to Boards of Selectmen by the Constitution and General Laws of the Commonwealth of Massachusetts, and such additional powers and duties as may be provided by the Charter, by Town Bylaw, or by Town Meeting vote. The Board of Selectmen shall cause the laws and orders for the government of the Town to be enforced and shall cause a record of all its official acts to be kept. The Board of Selectmen shall appoint a Town Manager, a Town Counsel, a Town Accountant, not more than five (5) Constables, and any other appointed board or committee member for whom no other method of selection is provided by the Charter or by Town Bylaw. The Board of Selectmen or its designee shall be the Licensing Board of the Town and shall have the power to issue licenses, to make all necessary rules and regulations regarding the issuance of such licenses, to attach such conditions and restrictions thereto as it deems to be in the public interest, and to enforce the laws relating to all businesses for which it issues licenses. 1.3.2 — Town Manalzer Authorization The role of the Town Manager is established by Article 5 of the Reading Home Rule Charter. The Town Manager has the ultimate authority and responsibility for the operation and the management of the Town, under the direction of the Board of Selectmen. Except for actions contrary to decisions or written policies made by the Board of Selectmen, the Town Manager is authorized to take whatever actions are required to operate and manage the Town. The Town Manager is the designated representative for the Board of Selectmen regarding collective bargaining negotiations. The Town Manager may utilize other Town personnel as needed to carry out these responsibilities. 1.3.3 — Town Manager Goals The Board of Selectmen is responsible for approving overall goals, objectives and policy setting for the Town to be discharged by the Town Manager within the constraints of the Reading Home Rule Charter, and other applicable local Bylaws and Federal and State statutes and regulations. 1.3.4 — Town ManalZer Contract The Board of Selectmen is responsible for approving a written contract with the Town Manager in accordance with Article 5.1 of the Reading Home Rule Charter. This contract shall be available as a public document. 1 -4 Board of Selectmen Policies 5 6� 1.3.5— Town Collective Bargaining Agreements The Board of Selectmen is responsible for approving written agreements signed by the Town Manager and all Town labor unions, including a Health Insurance agreement signed by the Town Manager and all Town, School and Light department unions plus a Retiree representative. 1.3.6— Legal Issues The Board of Selectmen is responsible for initiating or settling litigation, in certain cases subject to Town Meeting approval. 1.3.7 — Operations The Board of Selectmen shall: 1. Operate in accordance with the spirit, as well as the letter of all laws affecting its business and its employees. 2. Act with the highest level of integrity, business ethics and objectivity in any transaction where a Selectman or employee represents the Board of Selectmen. No Selectman or employee is allowed to misuse the authority or influence of their position. 3. Operate in a businesslike and efficient manner in all aspects of operating and managing the Board of Selectmen. 4. Be supportive of a good working relationship between management and employees. 5. Advocate for the use of technology, training, personnel and flexible work and administrative processes to maintain an efficient municipal government serving the best interests of residents; 6. Operate in the best interests of the Town in all matters. Section revised March 2018 Section 1.4 — Communication 1.4.1 - Board of Selectmen Communication It is important to the public and to the Board of Selectmen itself to make it clear when an individual member is speaking for the Board as a whole, or when he /she is speaking for him /herself as an individual. In order to ensure this clarity of communication, the following shall be the policy of the Board of Selectmen: 1. Members of the Board of Selectmen shall be given stationery in printed or electronic format for their use. This stationery shall name only that member of the Board on the masthead. Board members may use this stationery for correspondence relative to Town business or matters. Correspondence of this type shall be copied to all of the other members of the Board of Selectmen and to the Town Manager. Any such correspondence shall state that the views expressed are those of that member of the Board of Selectmen only. 2. The Board of Selectmen stationery, naming all five members of the Board on the masthead, will be used only for correspondence from the full Board of Selectmen. This will be used to communicate positions of the full Board of Selectmen based on consensus of the full Board or based upon actually voted positions of the Board. 1 -5 Board of Selectmen Policies (�� 3. The Board of Selectmen may take votes on recommendations on Warrant Articles appearing before Town Meeting, and the Chairman of the Board of Selectmen or his /her designee will be responsible for communicating those recommendations to Town Meeting based on votes of the Board. 4. If a Board member rises to speak at Town Meeting, he /she shall identify whether he /she is speaking for the full Board or as an individual. In today's society, much, of the correspondence to the Board of Selectmen is electronic, and often is copied to all members of the Board. The Board of Selectmen acknowledges that correspondence in electronic form that is made and /or received by it and its individual members are "public records ". Additionally, the Board of Selectmen acknowledges that the manner in which it deals with electronic correspondence may raise concerns relative to the Open Meeting law. The Board also feels it is important to ensure that a proper response is given to an email request. Electronic correspondence will be handled in the following manner: • Correspondence about a particular service that needs attention from town staff. The Town Manager will respond to this electronic correspondence, with an electronic copy to all members of the Board of Selectmen, and this correspondence will be listed on the next Board of Selectmen agenda. • Correspondence addressed to the Board of Selectmen expressing an opinion or comment on a matter before the Board of Selectmen. The Town Manager will respond to acknowledge this electronic correspondence, with an electronic copy to all members of the Board of Selectmen, and this correspondence will be listed on the next Board of Selectmen agenda. • Correspondence addressed to the Board of Selectmen asking the Board for action on a particular matter. The Secretary to the Board of Selectmen (or designee) will draft a form letter, acknowledging the receipt of the correspondence, outlining that the Open Meeting Law prohibits the Board of Selectmen as a whole from commenting on the matter outside of a public meeting, and that the Board will consider at a future meeting whether to schedule agenda time on that matter. • Acknowledging that it is possible that private one on one electronic communications may reach a quorum of members without the knowledge of all participants, members of the Board of Selectmen shall only comment in electronic form on any correspondence received by referring the matter to the Town Manager. • Members of the Board of Selectmen may communicate electronically on housekeeping matters such as the scheduling, cancellation and time of meetings and requests to put matters on its agenda. • Documents may be distributed via email from the Board of Selectmen to all members of the town's boards, commissions and committees to permit advance review of materials to be discussed at upcoming meetings. • Hard copies of all electronic communications will be created and immediately placed in a central file where it can be provided as a public record upon request. Revised March 9, 2004 Revised June 5, 2007 1 -6 Board of Selectmen Policies �� Section 1.4.2 — Access to Public Records The Board of Selectmen is committed to the philosophy that the citizens should have access to public records that are not exempt by law. To this end, the Town Clerk is hereby designated as custodian of public records for the Town of Reading (not including the School or Light Department). The custodian of public records will carry out the duties and responsibilities of a record custodian as required by Massachusetts General Laws, Chapter 4, Section 7, and may establish and charge such reasonable fees and establish other regulations in accordance with rules and regulations established by the Supervisor of Public Records, Regulation 950 CMR 32.06, or other applicable laws and regulations. Adopted 1- 12 -87, Revised 12 -13 -94 Section 1.5 — Volunteer Board and Committee Appointments The Board of Selectmen is responsible for appointing volunteers to Boards and Committees in accordance with Article 4 of the Reading Home Rule Charter, as well as those Boards and Committees created by local Bylaw or Board of Selectmen Policy. The Board of Selectmen recognizes the following two issues related to the consideration of and appointment to the various Boards and Committees: 1. The amount of time taken by the Board of Selectmen and volunteers for this process has been extraordinary and not necessarily productive 2. The depth of interviews given time constraints does not allow the full Board of Selectmen to do a thorough job of interviewing. The Board of Selectmen hereby implements the following process in order to address these two issues: 1. Incumbents will be asked whether or not they wish to be considered for reappointment 2. Applications for potential new Board and Committee members will be solicited and received. 3. The Board of Selectmen shall appoint a two - member Volunteer Appointment Sub - Committee (VASC) at the time that Board of Selectmen liaison assignments are established. No member will serve on the VASC for two consecutive terms. 4. The VASC shall schedule meetings to interview all potential Board and Committee members, including any incumbents that wish an interview, and any incumbents that the Board of Selectmen or the VASC wishes to interview. This process will be used for the "annual" appointment process as well as any appointments that come up during the year. The meetings of the VASC will be posted and open to the public. 5. The VASC will inform all candidates for appointment or reappointment of the slate of candidates for each Board and Committee that will be recommended to the full Board of Selectmen. 1 -7 Board of Selectmen Policies 561 6. The VASC will transmit a slate of candidates for each Board and Committee to the entire Board of Selectmen along with a list of all candidates who had applied for each Board and Committee. A copy of the application form and/or resume for any new candidate will also be provided to the entire Board of Selectmen. 7. For the annual appointment process the VASC will present the recommended slate of candidates to the Board of Selectmen in early June as a "consent" item on the agenda. Any member of the Board of Selectmen or any potential candidate may ask for any recommendation to be removed from the consent item. The consent item with any remaining Board and Committee appointments will then be considered and voted in its entirety. 8. Any Board and Committee appointments pulled from the consent item will then be scheduled for interview during a succeeding Board of Selectmen meeting, and the appointment process to that Board and Committee will be by the full Board of Selectmen. Section 1.6 — Financial Matters 1.6.1— Acceptance of Gifts and Donations It is the policy of the Board of Selectmen to encourage donations and gifts, with the clear understanding that there is no offer on the part of the Town to reciprocate in any manner with regard to provisions of services, enforcement of laws or regulations, or any other consideration by the Town. The Town Manager is hereby authorized to accept any such gifts or donations on the part of the Town, to see to their disposition in accordance with donor's wishes and applicable law, and to notify the Board of Selectmen of any such gifts or donations. The Town Manager shall determine if the gift and donation is consistent with Town plans, needs and resources. If gifts and donations involve equipment, programs or the construction of capital projects, it is important for the Town and the donor to have an agreement in advance of any fundraising efforts. A written agreement will describe the nature, location, design and details of any such equipment, programs and projects. If a commitment of Town funds is required to match or supplement fund raising efforts, the fundraising efforts may be approved if the proposed project is included in the Town's Capital Improvement Program (CIP), with an understanding that Town funds will not be available until those capital funds are available through the budget. In circumstances where donations are made to replace, maintain or repair portions of Town sites and facilities, including replacement of elements of parks, recreation areas, buildings, and similar equipment, the Department Head within whose jurisdiction the site or facility falls may accept such donations where: • The value of the donation is $5,000 or less • The item being replaced, maintained, or repaired is consistent with any master plan for the property in question. 1 -8 Board of Selectmen Policies 6 Additionally, the Town must be assured that any donations that are solicited or received on behalf of improving Town facilities or operating Town programs are either solicited by properly established non - profit corporations, through for profit corporations, or by individuals making donations directly to the Town. This is important for purposes of ensuring that donor's expectations are completely met with regard to possible tax deductibility of donations, and that a fundraising group is indeed making all donations properly and directly to the Town for the purpose intended. 1.6.2— Use of Town Staff and Resources for Gifts and Donations In order to achieve other department missions and provide essential services, the Board of Selectmen recognizes the need for staff to develop fiscal and other resources to supplement municipal funding. The policy of the Board of Selectmen regarding fundraising activities by staff is the following: 1. Such activities will not decrease staff effectiveness nor will they constitute an inordinate amount of work time. 2. In accordance with the Conflict of Interest Law (Massachusetts General Laws, Chapter 268A), Town employees will not realize personal financial benefit from fundraising activities. 3. Employees involved in fundraising are expected to use good judgment at all times, and to be sensitive to issues such as the business climate and the ability to give. 4. In accordance with the Town's established policy on Acceptance of Gifts, it is understood that there is no offer on the part of the Town or its employees, Departments, or Agencies to reciprocate in any manner with regard to provision of services, enforcement of laws or regulations or any other considerations by the Town. 5. To ensure consistency in communication about fundraising efforts, Boards and Committees and Department Heads shall inform the Town Manager of new fundraising efforts or campaigns prior to such activities. 6. Notice of regular or ongoing fundraising activities should be given to the Town Manager through the regular channels of communication. 7. The Town Manager may establish guidelines which specifically describe different types of fundraising and appropriate actions. 1.6.3— Authorization for the Town Manager to Sign Grant Applications and Acceptances The Town of Reading from time to time makes application for grants from various State, Federal and private sources. Since the Town Manager is authorized to execute contracts for the Town, the Board of Selectmen authorizes the Town Manager to sign grant applications and acceptances for such grants as have been authorized by the Board of Selectmen or the appropriate public body. It shall be the responsibility of every Department to report to the Town Manager that all operating requirements and resources are in place to properly implement the grant, including personnel policies, labor contract provisions, availability of resources, equipment, and all other things that will be needed. This action should take place prior to application for the grant if 1 -9 Board of Selectmen Policies �(� possible, but in all cases shall take place prior to the acceptance of any grant, unless the Board of Selectmen waives this requirement. 1.6.4— Use of Public Funds for Gifts Public funds shall not be expended by any employee, official, Board or Committee of the Town, except the Board of Selectmen, for the purchase of food, flowers or other gifts for personnel of any Town Department who are retiring or resigning from employment. Use of public areas for the purpose of Department testimonials may be approved by the Town Manager. The Selectmen representing the Town may, as they deem fit, expend public funds for the purpose of presenting personnel or members of Boards and Committees, testimony of service in the form of printed, framed documentaries or other forms of appreciation, as the Selectmen shall decide from time to time. The Selectmen representing the Town may, as they deem fit, accept and use funds donated for the specific purpose of expressing sympathy for injury or death with appropriate acknowledgment. 1.6.5— Use of Public Funds for Professional Development The Board of Selectmen recognizes that in many instances it is desirable for staff and /or elected officials to have spouses and /or families attend conventions or seminars with them. The intent of this policy is not to prohibit or discourage such attendance but to provide that, to the extent such attendance creates an expense over and above the expense of the employee or official attending such seminar or conference, that the employee or official will personally bear that additional expense. It is not the intent, where no additional expense is generated, to have the employee bear a pro rated share of the expense for rooms, transportation or other costs. 1.6.6— Financial Oversight The Town is committed to complying with and requires its employees (which includes officers, board and committee members and other persons acting on its behalf) to comply with all applicable Town policies, State and Federal Laws and regulations and internal accounting controls. The Town of Reading will investigate any report of fraudulent acts or related misuse of Town resources or property. Any individual found to have engaged in fraudulent acts or related misconduct, as defined in this policy, is subject to disciplinary action by the Town, which may include dismissal or expulsion, as well as prosecution by appropriate law enforcement authorities. 1.6.6.1 - Definition of Fraud Fraud and related misconduct prohibited by this policy generally involves a willful or deliberate act or failure to act with the intention of obtaining an unauthorized benefit. The following are examples of activities that may be considered fraud: - Making or altering documents or computer files with the intent to deceive; - Purposely inaccurate financial reporting; - Improper handling or reporting of money transactions; 1 -10 Board of Selectmen Policies &0 - Misappropriation or misuse of Town assets and resources for personal gain or for the advantage of another; Unauthorized use of Town assets and resources for personal gain or for the advantage of another; - Altering or incorrectly reporting information for personal gain or for the advantage of another or the Town; Authorizing or receiving remuneration for time not worked; Authorizing or receiving compensation for goods not received or services not performed Fraud includes a false representation of a matter of fact, whether by words or by conduct, by false or misleading statements, or by concealment of that which should have been disclosed, which deceives and is intended to deceive. 1.6.6.2 - Responsibilities The Town has a responsibility to investigate and report to appropriate governmental authorities, as required, any violations of compliance with Town policy, State and Federal Laws and regulations, internal accounting controls and questionable accounting matters. Town of Reading management is responsible for establishing and maintaining policies and controls that provide security and accountability for the resources entrusted to them. Internal controls are intended to aid in preventing and detecting instances of fraud and related misconduct. Management is also expected to recognize risks and exposures inherent in their area of responsibility and be aware of indications of fraud or related misconduct. Responses to such allegations or indicators should be consistent. Every employee has the responsibility to assist the Town in complying with policies and legal and regulatory requirements, and in reporting known violations. It is the policy of the Town to encourage the support and cooperation of all employees in meeting the Town's commitment and responsibility to such compliance. 1.6.6.3 - Reporting Suspicion of Fraud Employees should report suspected instances of fraud or irregularity to their immediate supervisor or their next appropriate management level. However, in certain circumstances, it may be appropriate for employees to report suspected instances of fraud or irregularity directly to the Town Accountant (If the alleged fraud has been committed by the Employee's supervisor.) It is the responsibility of a supervisor or relevant manager to ensure that the suspicion of fraud and /or irregularity that is reported to them is reported as soon as practical to the Town Accountant. The written or verbal report should be sufficiently detailed and inclusive to ensure a clear understanding of the issues raised. In the event that the Town Accountant is the subject of, or otherwise identified as involved in the acts underlying such report, the person making the report may notify and forward such report to the Town Manager or Assistant Town Manager who will then lead the investigation, and the Town Manager or Assistant Town Manager shall immediately report such allegation to the Chairman of the Board of Selectmen. 1 -1 l Board of Selectmen Policies \J` Town employees are not to initiate investigations on their own. However, anyone may report suspected violations or concerns by letter to the Town Accountant and should indicate that he or she is an employee of the Town. The report should be sufficiently detailed and inclusive to ensure a clear understanding of the issues raised. Mark the envelope "Confidential and Private ". It is the policy of the Town that anyone who reports a violation may make such report confidentially and offsite. There shall be no retaliation by the Town's employees against any employee who makes a report pursuant to this policy even if after investigation the Town Accountant determines that there has not been a violation of any applicable Town policy, State or Federal laws and regulations or internal accounting controls. However, employees who make reports or provide evidence which they know to be false or, without a reasonable belief in the truth and accuracy of such information, may be subject to disciplinary action. 1.6.6.4 - Investilzation Following receipt of a report, the Town Accountant shall commence an investigation, as he /she, in his reasonable judgment, deems appropriate. The Town Accountant shall be authorized to retain such other individuals, including outside legal and accounting experts, as he or she deems appropriate to assist in such investigation. Appropriate Town management, together with the Town Accountant, will constitute the Investigation Team and will determine the necessary action depending upon the nature of the allegations or suspicions. The individual being investigated shall be notified immediately of said investigation and shall have the right to an attorney and /or union representative, as applicable, during all stages of the investigation. All efforts shall be made to ensure due process in the investigative process. Law Enforcement agencies may be notified and included on the Investigation Team. In those instances where the investigation indicates the probability of criminal activity, the inquiry will be turned over to the appropriate law enforcement agency. In an investigation, objectives include verifying the facts, maintaining objectivity and confidentiality, determining responsibility and recommending corrective action. Details of the initial response and /or investigation will remain confidential. If in the opinion of the Investigating Team fraud is probable, employees suspected of such irregularities and /or fraud shall be suspended pending investigation. Appropriate Human Resource personnel will provide guidance to the Investigating Team related to action (disciplinary or otherwise) required as a result of any response to or investigation of fraud or irregularity. Any individual suspected of irregular and /or fraudulent activities should not be confronted prior to commencement of the investigation process. Records related to the activity may need to be seized before the suspected individual becomes aware of any investigation. All employees suspected of irregularities and /or fraud are to be treated fairly and consistently and in compliance with the collective bargaining agreements and 1 -12 Board of Selectmen Policies (�11 personnel policies. Employees suspected of irregular and /or fraudulent activities have legal rights that must be respected. In the event any such investigation reveals information that is either material or, in the reasonable judgment of the Investigation Team, merits immediate attention by the Audit Committee, and in every case where the dollar impact of fraudulent activities exceeds $2500, they shall contact the Chairman of the Audit Committee to discuss the matter, and shall inform the Chairman of the Board of Selectmen. The Investigation Team shall make the final determination of whether a violation of the Town policy, State and Federal laws and regulations or internal accounting controls applicable to the Town has occurred. 1.6.6.5 - Reportiniz Results The Town Accountant will prepare a report of the results of any review of fraudulent or irregular activities. The report will contain the disciplinary taken, if any. As applicable, it will also contain details of the systems weaknesses that did not prevent or detect the fraudulent or irregular activities and provide recommendations for improving systems controls to prevent or detect similar events. It is recognized that management investigating the incident may share information with senior management, the town's audit committee, town counsel, and /or law enforcement agencies as deemed necessary. The Town Accountant will include a statistical summary of the fraud reports in the annual report. 1.6.7- Purchasing Card Policy Use of purchasing cards will expedite Town and School purchasing and payables for isolated one -time purchases along with payment for smaller dollar items. Purchasing cards may be issued to one or more employees at the discretion of the Town Manager or Superintendent of Schools as applicable, and with the names of all users to be filed with the Town Accountant. Issuance of a purchasing card under the name of the Town of Reading or the Reading School Department is a privilege and every reasonable effort shall be made to ensure that cards are used responsibly and in a manner consistent with Town and School Department policies, guidelines and applicable laws and regulations of the Commonwealth of Massachusetts. The Town Accountant will authorize the type of items that can be purchased on the card and the maximum single transaction limit. In any event, the purchasing card shall not be used for purchases of travel, lodging, food, or beverages, for employees or Officials. The procurement card may be used for travel, lodging, and food and beverage (but not alcohol) expenses from student activity accounts for student travel. The Procurement card may be used to register for conferences or seminars. If the use of purchasing cards is extended beyond the one year trial period, the Town Accountant will periodically establish and issue guidelines to purchasing card users. It is the responsibility of each purchasing card user to ensure that their respective card is stored in a secure place and that the account number is protected. A card number may be used in a secure internet transaction but shall never be written out and transmitted via email. Each purchasing card user is responsible to reconcile every transaction made within the month. 1 -13 Board of Selectmen Policies \� Purchasing cards may be issued to individual users at the discretion of the Town Manager or Superintendent of Schools as applicable. Each user will sign for receipt of the card. Cards are to be stored in a secure location. If a purchasing card is lost or stolen the purchasing card user will notify the Town Accountant who will notify the bank, local police department and the Town Manager or Superintendent of Schools as'applicable. Replacement of a lost or stolen card will be at the determination of the Town Manager or Superintendent of Schools as applicable. Failure to adhere to purchasing card policy and guidelines will result in revocation of card use, and the user may be subject to disciplinary action. An individual who is found to abuse the use of a purchasing card will be subject to disciplinary action up to and including termination from employment along with potentially criminal charges being filed against them. In addition the Town will seek restitution for any inappropriate charges made to a purchasing card. The Town Accountant will establish procedures to be followed regarding the reconciliation processes. All relevant records are to be included with each statement and retained with applicable voucher records. Section 1.7 — Non - discrimination The Town does not discriminate against any person on the basis of race, religion, ethnicity, color, gender, sexual orientation, gender identity, national origin, ancestry, age, marital status, veteran status, or disability, or any other protected status defined by law. Section revised March 2018 Section 1.8 - Use of the Town Seal The Town Seal was adopted by the Town in 1890, and constitutes a symbol to the general public of the Town of Reading. In order to control and regulate the use of the Town Seal so that it is used only to represent official uses by the Town, this policy is adopted as follows: 1. The Seal of the Town shall be used on all letterhead, forms, legal notices and other official papers of the Town of Reading, in a form and format to be approved by the Town Manager. 2. The Town Seal is to be placed on municipally -owned or operated vehicles as may be determined by the Town Manager. Any other use of the Seal of the Town of Reading will require prior approval by the Board of Selectmen. Section 1.9 — Severability Should any provision of this Policy be held unlawful by a court or administrative agency of competent jurisdiction, all other provisions of this Policy shall remain in full force. Section revised March 2018 1 -14 Board of Selectmen Policies Board Liaison Assignments June 30, 2018 Administrative Jervices Select Board VASC* School Committee Regional School District RMLD Commissioners RMLD CAB RMLD Payments Subcommittee Bylaw Committee Finance Committee Permanent Building Committee RCTV Board of Directors Cultural Council Climate Advisory Reading Ice Arena Authority Walkable Reading Celebration Committee Animal Controls Appeal Comm. Moderator Rules Committee Board of Registrars Constables Finance Audit Committee Retirement Board Commissioners of Trust Funds Veterans Memorial Trust Fund Comm Council on Aging �oe Services tee Cust. of Soldier s &Sailors Graves Community Development CPDC North Suburban Planning Council Metro Area Planning Council Zoning Board of Appeals Historical Commission Historical District Commission Conservation Commission Reading Housing Authority Public Safety Fire department Police department Human Relations Advisory Committee RCASA Public Library Library Trustees Public Works Board of Cemetery Trustees MWRA Advisory Board Trails Committee Town Forest Committee Projects Haven Street 40R /former Post Office Gould Street 40R /former EMARC bldg. Main Street 40R /former Sunoco Lakeview /Eaton 4013 Lincoln Street 40B Woburn Street 40B Halsey Berman Friedmann Friedmann Ensminger & Halsey Ens' Halsey nE sminger Berman & Alvarado Alvarado Alvarado Berman & Alvarado Ensminger & Friedmann Ensminger Friedmann & Halsey_ Friedmann Halsey & Alvarado Halsey & Alvarado Friedmann Friedmann Halsey Berman Berman Halsey Alvarado Berman Berman Friedmann Ensminger L O a 0 m vi N N C (0 f6 m T 'O C Q n• c v E 4! O c ao I o Y A C V cc ci 0) O) n Ln M W V W N ci Ln Ol O" LD N w It n M Ln a> N lD n Oa 00 d' M ci 0 0 L11 M M LD V I- W N N rl n Ln W M O� 00 al cY O w N N N N w N LO OI N N V ui L1) lD LD n n 00 Q- W w w S 0_ V' u) V) J T W u OJ o Lo d @ 3 LA H F @ p^ O 1 00 Q 'O U3 ✓ C W N O L 3 u N J E 4! 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CL � § W k cu £ @ _0 % > % 2 m % 2 2 % 2 .g 0 w CO § 0 \ q 2 CL § ./ / W 2 C @ @ •a « m 2 ■ 2 o c M ■ 2 ) % @ k ) 2 2 2 � � 6 £ CL c % £ / •2 / a) § 2 ƒ :. 2 -0 > W a �_ u 0 0 v @ 2 � R 2 2 cu > @ � �a3 S o 0 CU a) c a) § :3 c2 ° cu �� �> -0—�m2 ■ @ @ ■ 2 3 cu q [ e _3 �2 z E g 2 � \ r # O OF RFgO'`l+ Town of Reading , Employee Performance Review G39: INCORRO�P NAME: Robert LeLacheur POSITION TITLE: Town Manager DEPARTMENT: DIVISION: SUPERVISOR: Select Board DATE OF REVIEW: August 2018 INTRODUCTION The annual performance review is a communication tool designed to help employees understand their roles, continue to learn, and participate in the improvement of the organization. The substance of the program is a focus on communication between employees and supervisors. This document is built on the following assumptions: • Employees need to know what is expected of them and how their supervisor views their performance. • Employees want to work, do a good job, and take responsibility. • Motivation to contribute and achieve requires a sense of purpose. • Employees and supervisors are partners in this discussion. Each annual review is confidential and is not public record. OBJECTIVES OF THE PERFORMANCE REVIEW PROGRAM Enhance communication between an employee and a supervisor. Dialogue should be continuous during the year and may include coaching, guiding, and clarification of job responsibilities within the context of larger organizational goals. This Review form is a summary of the year's efforts in this regard, and is a formal written record of that summary. Develop employees. Identify interests in professional development and opportunities for development. This may be related to either current or future positions within the organization. • Support continuous quality improvement throughout the organization. Emphasis should be on guiding and empowering employees 4 -30 -08 Employee Performance Review Part I: List Objectives /Projects from the previous review period. Use this section to briefly explain positive results, delays in success. Andy Friedman: Last year my review included two areas for growth: 1) Employee Retention Bob has explained that Reading cannot compete with the higher salaries in the private sector. No supporting evidence was provided. While it is true that government sector jobs typically pay less than the private sector, in the past that has not prevented Towns from hiring and retaining worker drawn to public service. 2) Improved communication with Selectmen See comments in Part II below. Vanessa Alvarado: Override The 2019 budget season was a long and demanding one. Bob, supported by the town's department heads, played a critical role in supplying necessary information to the public regarding the town's complex finances. His dedication to passing the override helped make it a success. Employee hiring /retention With several positions in town hall remaining vacant, employee retention and hiring continues to be a struggle. Barry Berman: The Manager has provided a list of fy 2018 goals and level of completion which will be attached to this report. Part II: Employee Core Competencies: The following items represent important skills and competencies related to this employee's primary job functions and the supervisor's perspective on the employee's level of attainment. 4 -30 -08 Competency Area Below Standard Meets Standard Exceeds Standard 1. Customer Service VA BB — DE - AF JH 2. Communication VA - AF VA — BB — DE - JH 3. Quality of Work BB - DE VA—AF- JH 4. Dependability /Reliability VA - AF BB—DE-JH 5. Skills /Knowledge VA — AF BB — DE - JH 6. Productivity BB - JH VA — DE - AF 7. Judgment VA — BB —AF DE - JH 8. Flexibility/Willingness to Adapt BB—DE—AF JH 9. Teamwork VA - BB — DE —AF - JH 10. Ethics and Standards VA— BB — DE —AF JH 11. Safety BB — DE —AF VA - JH 12. Change Management DE - AF JH 4 -30 -08 13. Leadership VA - AF DE—JH 14. Managing Others AF DE JH 15. Strategic Thinking VA DE - JH 16 Negotiating* B. Berman BB 17 Planning* B. Berman BB 18 Interpersonal Skills* B. Berman BB *Vanessa Alvarado — intentionally marked 2 categories VA Note: Competencies marked with " —" indicate areas where Select Board Member Alvarado has not had direct experience and thus no rating is provided. Those Competencies marked — by Select Board Member Alvarado were #8 Flexibility /Willingness to Adapt, #12 Change Management and #14 Managing Others. Note: Add to this list 3 -4 additional core competencies from the attached list which are directly related to this position. For supervisors there are 4 additional competencies listed as "4 Managerial Competencies" on the attached list. Competency Comments: Use this area to elaborate on any `below standard' areas listed above. Any areas of `below standards' must list some specific actions required to address improvement in that area. Andy Friedman: Communication: Over this review period, there have been several occasions when the Town Manager has not provided me with critical information that I've asked for repeatedly. No reason was given. This situation must be addressed in this year's review cycle. Last year, over a period of 6 months, the Health Division lost all in -house staff. The Town Manager did not provide the Select Board with adequate information regarding this serious development. These losses, while under the purview of the Town Manager, were significant enough to warrant an update to the Select Board. To date, only one in -house Health Division staff member has been replaced. Within this quarter, the Town Manager should present to Select Board an update on the current situation and how the Town is working on this ongoing concern. Actions to address improvement: 1) Respond to all Board member requests for information. If unable to do so due to OML or other reasons, explain rationale to the Board member. 2) It is important to communicate a balanced picture of the state of Town Hall. The Board needs to know about successes and it needs to know when something is not working well. As appropriate for each meeting, include one or both types of communications to the Board during the Town Manager's report. Managing Others: A Town Manager's ability to work well with a diverse group of individuals, each with their own needs and perspectives, is critical for success. The Town Manager works well with many individuals in the Town, but has struggled with others. In cases where greater tolerance, understanding, and flexibility are needed, his approach has allowed tensions to escalate. As a result, I believe that Reading has lost some very dedicated volunteers and staff, a number of whom we have not been able to replace. I am concerned that this management style has, at least in part, hindered our ability to attract and retain competent staff. Actions to address improvement: 4 -30 -08 1) Review types of management styles, either through managerial training or online research. By midyear (FY19) present to the Select Board a plan to implement management style(s) that are most likely to a) resolve interpersonal conflicts to a positive outcome and b) improve employee retention; and 2) Institute anonymous 360 reviews that will act as an early warning sign of employee tensions. These reviews will give insight to Town Manager and the Select Board. I believe that these two actions will help Reading become a place where worker satisfaction is highly valued and a place where new municipal talent is attracted to Town Hall. Vanessa Alvarado: Customer Service There have been reports from residents of poor customer service from some town staff members. This reflects poorly on the town as a whole. This could be addressed by providing customer service training (e.g., de- escalation techniques) for all town staff. Communication While overall communication meets the standard, there have been instances where resident concerns have not been attended to in a timely manner. If the town does not have a list of best practices that includes response times to resident communication, then a plan needs to be established. This should include an escalation policy for unplanned situations. If the town does not have a tracking system for resident engagement, this should also be established and reported to the Select Board on a quarterly basis. Barry Berman: 1. Customer Service. The Town Manager's door is always open. He is easily accessible to the public. He is prompt in responding to customer inquiries and complaints. I would like to see us measure overall customer service across all aspects of the enterprise, and if necessary, implement staff training to improve citizen interaction. 2. Communication. Bob's deliverables are presented in easy to digest form. He can distill complex ideas in an easy to understand manner, making deliberation easier to manage. He does take input from the Board well, and is a thoughtful in his approach. The budget materials he put together for the override were outstanding, and the options he laid out for what we get for an override were clear, and transparent. This year the town was a much more proactive communicator with the public on social media. I would like to see this continue and expand, as two way communication allows the public to get a better feel for the day to day issues of the town, as well stay abreast of emerging issues. The Selectman's survey, which was written by the Board but implemented and interpreted by town staff, was a lynch pin in helping us understand the appetite for a second override request and what was needed to turn no votes to yes votes. I would encourage the town manager to take a more public role communicating what the town is doing and planning by perhaps ding a periodic RCTV show. 3. Quality of Work: Much of this evaluation will center on the work done of the override, as this was the central issue facing the town in FY 18. 1 would argue that the budget presentations undertaken were a central component in allowing residents to understand the level of services they receive, the dedication and skill of town departments, and the choices voters needed to make . Allowing department heads to speak for themselves was a departure from past practice, and put a human face to facts and figures. The outputs produced this year- our 4 4 -30 -08 housing production plan, and economic development peer review study were first rate documents. 4. Dependability and Reliability: I gave the Town Manager an "exceeds standards "mark in this category. He is always working and always available. We never miss deadlines on grants. We are rarely surprised by anything. We are proactive in setting our agendas. If anything I think the manager may be too reliable. I would encourage him to utilize the allowable time off to recharge and to think about developing redundant sources of leadership within the organization. 5. Skills and Knowledge: I do think we may take for granted the breadth and depth of knowledge the town manager has carry out his duties. His expertise finance has saved us tens of thousands of dollars in debt service and allowed us to maintain a AAA bond rating. He expertise in municipal law and health insurance and benefits has allowed us to make the right decisions and manage our costs. He is a skilled and trusted negotiator and as such we enjoy good relationships with our municipal unions. 6. Productivity: Many believe the override was thre only thing we undertook in FY 18. It felt like it most of the time. However the town undertook many initiatives other than financial. We finished our housing production plan, and implemented the smart growth 40R downtown overlay. These will help us attain our 10% affordable housing goal and protect us from unwanted 40bs in the future. We implemented the first year of senior tax relief. We completed our emergency management training and our building security study. We endured and responded to numerous public safety threats (school house condo fire, multiple bomb threats, a kidnapping) and numerous instances of hate graffiti. This item will be ongoing issue for all of the town leaders in 2019. We made significant progress on our negotiations with our cable providers and are well under way on replacing the water tower. We have made significant progress on revamping operating policies with more to do this year. 7. Judgement: The town manager applies solid thinking to all the mattes that come before us. Agendas are thought out well in advance and he is careful in involving all stakeholders in matters that come before the board. One issue I disagreed with the town manager (and Town counsel) was the new language in our policy dealing with graffiti and hate speech. I feel we could have taken a bolder approach. 8. Flexibility/Willingness to Adapt: The budget challenges demonstrated the Town Managers ability to think creatively and make changes to the organizations to better deploy resources. Departments have been tweaked, job descriptions have been changed and we have entered into agreements with other towns to share staff. 9. Teamwork: The override effort showed how much can get done when groups work together. The Town Manager and the Superintendent deserve special mention. While some in town preferred supporting either municipal services or schools, , the two leaders worked together to present unifying material and committed to the traditional budget splits . The town manager also does a good job making sure the various departments keep focus on town wide goals. A big challenge going forward will be employee recruitment and retention. We need to seriously look at our pay scales and benefit packages so we can ensure we are able to be competitive in the workplace. 4 -30 -08 10. Ethics and Standards: The town manager has always applied the strictest standards of ethics and propriety to his personal and professional dealings. Combined with our town counsel, everything is done by the book. Decisions are made in the open and great care is taken to provide us with the best information for our decision making. 11. Safety: This year the town manager in concert with the superintendent have worked hard to ensure the safety of the town. As mentioned earlier, our public safety apparatus was tested heavily this year (condo fire, bomb threats etc). The manager has developed a building security plan which we will be implementing over the next few years. He has coordinated with RPD and RFD and RPS active shooter drills to train and prepare our officers for the unthinkable. Our public safety teams are well coordinated and work well together, which is not a given. 12. Negotiating: The town manager handles all the negotiating for the municipal collective bargaining units. As a town we have enjoyed labor peace, and the tone he sets is one of partnership and trust. His job will be harder going forward as the passage of the override may set unrealistic expectations on what the town is able to afford. But his willingness to "open the books" will go a long way in maintaining the trust of our negotiating partners. Other positive initiatives that have been done were a recodification of the collective bargaining agreements which clean up the contracts. 13. Planning: This is a strong skill of the town manager. As a member of the Board, I not only know what is on the immediate agenda, I have a general awareness of what needs to get accomplished going forward. Every packet includes forward looking agendas, which is critical in my ability to begin thinking in advance about the complex subjects coming before us in future. His budget planning is exemplary. Anticipating not only our operational but our capital needs. This is critical because the public needs to know what to expect in terms of potential debt exclusions. There are other planning pieces the town manager has implemented over the last year. As the percentage of seniors residing in town continues to grow, the town has begun to look at initiatives and partnerships which will assist elderly to age in place. 14. Interpersonal Skills: The town manager has an easy and approachable personal style. His door is always open. He provides the Board excellent information and generally stays out of the debate. He has a difficult job, especially in this era of heightened political conflicts. He needs to stay "Switzerland ", but is often asked by the Board for his opinions. This has opened him opened him up for criticism by folks who don't share his opinion. The Town Manager's job remains the same regardless of the composition of the Board. Per Charter, he is given the authority to manage the day to day to business of the town. That requires him to navigate the disparate personalities and whims of the Board. I believe he has managed to do this well but will be an ongoing challenge as this Board better defines and develops its working style. Four Managerial Competencies Change Management: Our fiscal realities will not allow us to do things as usual. As we struggle to recruit and retain staff fresh looks are needed in developing HR policies and benefits packages. 4 -30 -08 2. Leadership: The town manager played a key role in outlining the need for an operational override, and worked with the Board and other town leaders to produce the documentation necessary to make the case to the voters. He clearly outlined the priorities so voters had a clear choice. 3. Managing Others: One of the most satisfying aspect of the town manager's style was style of . management was witnessed during the budget presentations. In a clear departure from past practices, he empowered the department heads to speak directly to the board and the public outlining what they do, and what they need to continue to do their jobs. By not filtering the requests through him, the town manager trusted his staff and made them key partners. 4. Strategic Thinking: This is huge core strength of the town manager. He understands the town cannot survive operating in a silo. Anticipating how school space needs and a need for a new senior center may not only impact the capital budget but also force joint solutions is part of his broader vision for the town. There are many other opportunities on this front including an expanded relationship with RMLD. I encourage the town manager to explore all possibilities. Dan Ensminaer: DE - Dependability /Reliability — Bob has established deep trust with all Town employees over his 5+ -year tenure. It is a hallmark of his leadership that he has creatively and consistently negotiated multi -year contracts with the unions, with terms and conditions that balance the needs of both the workers and management. DE — Skills /Knowledge — Bob keeps himself current on Massachusetts policies regarding healthcare options and other matters, and on the effect of state and federal court rulings on Reading town government operations. His deep knowledge of Massachusetts healthcare options has enabled him to conduct productive negotiations with Town unions with an eye to stabilizing future growth in healthcare costs. Regarding the recent US Supreme Court ruling that non -union personnel could not be compelled to pay union dues, Bob realized that there were many complexities involved in complying with this ruling, which required his working closely with Town Counsel and the unions to faithfully implement. DE — Productivity — Bob works well in excess of the number of weekly hours that even a salaried manager is expected to work. He often responds to email inquiries from the Board or the public on nights and weekends. Even when very busy he is attentive to inquiries from the public, which he responds to quickly. This is the hallmark of a manager who truly loves his work, and cares deeply for the Town that he serves. DE — Judgment - Bob is the central point of contact for all events happening at Town Hall. Some of the matters that cross his desk are confidential, affecting personnel issues or safety / security concerns. Select Board members should be assured that Bob shares all relevant information with them, but that certain sensitive information cannot be shared with the Board as a whole. In the six years I have observed Bob's performance (one as Select Board Chair) I conclude that he has consistently and fairly maintained this balance of information sharing. Another example of Bob's good judgment was his decision to let the Department Heads present their "unvarnished" FY'19 budget requests directly to the Select Board. In past years Bob first received these recommendations in a staff meeting, then presented a balanced budget to the Board with the Department Head "putbacks." The honesty of this year's approach provided the voters with complete 7 4 -30 -08 transparency into the Town Departments' needs, which doubtless played a role in the override's success. Part 111: Development Plan: Use this space to identify continuing education, professional development, or new skills that an employee and supervisor agree upon that will lead to improvement in the current job, future advancement, or career growth. Barry Berman: Per contract the Town Manager is allowed to engage in a variety of professional development activities, and is encouraged to do so. 2 3 Part IV: Future objectives: The following Objectives /Projects have been determined to support town, department and individual needs. These objectives /projects become the subject matter of Part I of the review process for the next review. Include for each objective /project the resources/support required and estimated timeframe. Andy Friedman: 1. Objective /Project: Improve communication skills 2. Objective /Project: Improve Staff Retention 3. Object/Project: Spearhead a customer service training initiative. Describe current practice for evaluating staff, especially for higher level employees (e.g., building inspection, health, Assistant Town Managers, Executive Assistant to Town Manager) that have frequent interaction with the businesses and residents. Develop new "best practices" that are designed to improve customer service. 3. Objective /Project: Economic Development / Long -term planning 4. Objective /Project: Capital Planning 5. Objective /Project: Building Security / describe and discuss next steps /options to necessary employees (e.g., Select Board, School Committee, etc.) Vanessa Alvarado: 1. Objective /Project: Employee retention /hiring Employee retention and hiring should be a high priority for the coming year. Compensation is frequently cited for departures /hiring. I would recommend a staff satisfaction survey, conducted annually to gauge the overall environment. If the results indicate salary is the primary dissatisfaction with their current employment and increasing salaries is not an option, alternative measures to attract and retain employees will need to be explored. 4 -30 -08 2. Objective /Project: Customer Service On some occasions, town staff /resident interactions can be challenging for all involved. Customer service is an area where training can improve the relationship staff have with residents and empower staff in their interactions with residents. As there have been some savings from unfilled positions, this could be a source of funding for professional development to be completed by the end of the fiscal year. Barry Berman: The Select Board is in the process of developing its goals and the goals for the Town as a whole. Part V: Supervisor comments: Supervisors may wish to summarize the review or elaborate on an area not addressed through this process. Andy Friedman: Bob has performed well in many of the competencies listed in Part II. His quality of work with Town finances reflects a deep understanding of the subject matter. During preparations for the Override, Bob worked well with the, police, fire, finance and library departments to demonstrate the need for additional FTEs and services. As noted last year, Bob works long hours; something that shows in his productivity when preparing for Select Board meetings. I am grateful for his support during my first two months as a new Chair. Vanessa Alvarado: Bob has a tremendous dedication to the town of Reading that is demonstrated through his participation in countless board /committee meetings and depth of knowledge on town issues. Bob's strength is in his knowledge of fiscal management, which has allowed the town to maintain a high bond rating. Seeking 3600 feedback from employees and stakeholders would yield insight into management needs. Dan Ensminger: DE — Bob continues to perform in his job at a high level of competence. He was especially effective in his communication of override information to Reading voters. He has continued to adjust staffing to provide superior public service despite staff vacancies. He has built a culture of trust with all Town employees through his candor and personal integrity. One way this trust is exemplified is the high quality of negotiated contracts with unions. Bob excels in not rushing to judgment, looking at solutions from all angles, being able to strategize future needs of the town against budgetary restrictions, having great organizational skills, and demonstrating a strong ethical approach to managing staff, as well as himself. I am optimistic that Bob will choose to serve the citizens of Reading for many more years to come. Part VI: Employee comments: Employees may wish to elaborate on an area not addressed through this process or comment on any part of this process. 9 4 -30 -08 1 have read and discussed this review with my supervisor and objective /projects for the coming year have been established which along with daily job responsibilities, applicable policies and town by -laws and contracts will be the basis for my next performance review. Employee Signature Supervisor Signature Department Head Date 10 4 -30- 08 Core Competencies Listed in Part II of the Employee Performance Review Form 1. Customer Service: Willingness to provide consistent high - quality service using tact, courtesy, patience and discretion during interactions with all customers (staff, public, outside agencies). 2. Communication: Exchanges information well, both verbally and in writing, listens and processes information appropriately. 3. Quality of Work: Accurate, thorough, neat. 4. Dependability /Reliability: Completes assigned work in a timely manner, keeps commitments, punctual. 5. Skills /Knowledge: Possesses or acquires necessary skills, knows procedures, meets the requirement of the job description. 6. Productivity: Handles multiple priorities, works well despite frequent interruptions, works effectively under pressure, completes a reasonably expected amount of work in the time allotted. 7. Judgment: Make effective decisions, uses logical thought processes, maintains confidentiality. 8. Willingness to Adapt: Willing to maintain and update skills to meet the changing requirements of the position including utilizing new procedures and adapting to new technology. 9. Teamwork: Ability to establish working relationships with others and promote productive cooperation. 10. Ethics and Standards: Exhibits a high moral standard of conduct that sets an example for others to follow. 11. Safety: Follows safety policies and procedures, uses safe work habits, reports and corrects unsafe conditions or practices. Core Competencies In Addition to Those Listed in Part II 1. Creativity: Seeks new ideas and approaches, excels in developing new perspectives and demonstrates a high degree of originality. 2. Flexibility: Receptive to new ideas and approaches, adapts to changing priorities. 3. Goal- Oriented: Sets realistic and effective goals and priorities and steps to reach them. 4. Initiative: Self- starter, makes suggestions for improvements, seeks new challenges, takes on new tasks without direction. 5. Interpersonal Skills: Interacts well with own department and other agencies, team member, cooperates with colleagues. 6. Negotiating: Ability to influence others in a positive manner to effectively achieve results. 7. Organizational awareness: Consistently works towards department and Town goals, makes suggestions for improvement. 8. Planning and Organization: Manages time well, plans ahead, structures work logically, identifies potential problems and resolves. 9. Professionalism: Presents self in an appropriate manner, good work attitude and conduct. 10. Self- Development: Enhances personal knowledge, skills and abilities, seeks opportunities for continuous learning. 11. Work Habits: Consistently demonstrates a commitment to his /her work by giving the best effort at all times. Four Managerial Competencies 5. Change Management: Define and implement procedures and /or technologies to deal with changes in the work environment to ensure that the Town and employees profit from changing opportunities. 6. Leadership: Influence a diverse group of individuals, each with their own goals, needs and perspectives, to work together effectively for the benefit of the Town. 7. Managing Others: Has the ability to direct employees, the public towards its goals, using its resources in an effective and efficient manner. 8. Strategic Thinking: Process by which an individual envisions the future and develops strategies, goals, objectives and action plans to achieve that future. 11 4 -30 -08 OF RFgO'� Town of Reading 6 Employee Performance Review 639dINcoRQo¢P NAME: Robert LeLacheur POSITION TITLE: Town Manager DEPARTMENT: Administrative Services DIVISION: Town Manager SUPERVISOR: D Ensminger - Select Board DATE OF REVIEW: 11 September 2018 INTRODUCTION The annual performance review is a communication tool designed to help employees understand their roles, continue to learn, and participate in the improvement of the organization. The substance of the program is a focus on communication between employees and supervisors. This document is built on the following assumptions: • Employees need to know what is expected of them and how their supervisor views their performance. • Employees want to work, do a good job, and take responsibility. • Motivation to contribute and achieve requires a sense of purpose. • Employees and supervisors are partners in this discussion. Each annual review is confidential and is not public record. OBJECTIVES OF THE PERFORMANCE REVIEW PROGRAM • Enhance communication between an employee and a supervisor. Dialogue should be continuous during the year and may include coaching, guiding, and clarification of job responsibilities within the context of larger organizational goals. This Review form is a summary of the year's efforts in this regard, and is a formal written record of that summary. • Develop employees. Identify interests in professional development and opportunities for development. This may be related to either current or future positions within the organization. • Support continuous quality improvement throughout the organization. Emphasis should be on guiding and empowering employees 4 -30 -08 Employee Performance Review Part I: List Objectives /Projects from the previous review period. Use this section to briefly explain positive results, delays in success. Part II: Employee Core Competencies: The following items represent important skills and competencies related to this employee's primary job functions and the supervisor's perspective on the employee's level of attainment. Note: Add to this list 3 -4 additional core competencies from the attached list which are directly related to this position. For supervisors there are 4 additional competencies listed as "4 Managerial Competencies" on the attached list. Competency Comments: Use this area to elaborate on any `below standard' areas listed above. Any areas of `below standards' must list some specific actions required to address improvement in that area. DE - Dependability /Reliability, Leadership — Bob has established deep trust with all Town employees over his 5+ -year tenure. It is a hallmark of his leadership that he has creatively and consistently negotiated multi -year contracts with the unions, with terms and conditions that balance the needs of both the workers and management. DE — Skills /Knowledge — Bob keeps himself current on Massachusetts policies regarding healthcare options and other matters, and on the effect of state and federal court rulings on Reading town government operations. His deep knowledge of Massachusetts healthcare options has enabled him to conduct productive negotiations with Town unions with an eye to stabilizing 4 -30 -08 Competency Area Below Standard Meets Standard Exceeds Standard 1. Customer Service DE 2. Communication DE 3. Quality of Work DE 4. Dependability /Reliability DE 5. Skills /Knowledge DE 6. Productivity DE 7. Judgment DE 8. Flexibility/Willingness to Adapt DE 9. Teamwork DE 10. Ethics and Standards DE 11, Safety DE 12. Change Management DE 13. Leadership DE 14. Managing Others DE 15. Strategic Thinking DE Note: Add to this list 3 -4 additional core competencies from the attached list which are directly related to this position. For supervisors there are 4 additional competencies listed as "4 Managerial Competencies" on the attached list. Competency Comments: Use this area to elaborate on any `below standard' areas listed above. Any areas of `below standards' must list some specific actions required to address improvement in that area. DE - Dependability /Reliability, Leadership — Bob has established deep trust with all Town employees over his 5+ -year tenure. It is a hallmark of his leadership that he has creatively and consistently negotiated multi -year contracts with the unions, with terms and conditions that balance the needs of both the workers and management. DE — Skills /Knowledge — Bob keeps himself current on Massachusetts policies regarding healthcare options and other matters, and on the effect of state and federal court rulings on Reading town government operations. His deep knowledge of Massachusetts healthcare options has enabled him to conduct productive negotiations with Town unions with an eye to stabilizing 4 -30 -08 future growth in healthcare costs. Regarding the recent US Supreme Court ruling that non -union personnel could not be compelled to pay union dues, Bob realized that there were many complexities involved in complying with this ruling, which required his working closely with Town Counsel and the unions to faithfully implement. DE — Productivity — Bob works well in excess of the number of weekly hours that even a salaried manager is expected to work. He often responds to email inquiries from the Board or the public on nights and weekends. Even when very busy he is attentive to inquiries from the public, which he responds to quickly. This is the hallmark of a manager who truly loves his work, and cares deeply for the Town that he serves. DE — Judgment, Strategic Thinking - Bob is the central point of contact for all events happening at Town Hall. Some of the matters that cross his desk are confidential, affecting personnel issues or safety I security concerns. Select Board members should be assured that Bob shares all relevant information with them, but that certain sensitive information cannot be shared with the Board as a whole. In the six years I have observed Bob's performance (one as Select Board Chair) I conclude that he has consistently and fairly maintained this balance of information sharing. Another example of Bob's good judgment and strategic thinking was his decision to let the Department Heads present their "unvarnished" FY'l9 budget requests directly to the Select Board. In past years Bob first received these recommendations in a staff meeting, then presented a balanced budget to the Board with the Department Head "putbacks." The honesty of this year's approach provided the voters with complete transparency into the Town Departments' needs, which doubtless played a role in the override's success. Part II1: Development Plan: Use this space to identify continuing education, professional development, or new skills that an employee and supervisor agree upon that will lead to improvement in the current job, future advancement, or career growth. 2. 3 Part IV: Future objectives: The following Objectives /Projects have been determined to support town, department and individual needs. These objectives /projects become the subject matter of Part I of the review process for the next review. Include for each objective /project the resources/support required and estimated timeframe. 4 -30 -08 1. Objective /Project: 2. Objective /Project: 3. Objective /Project: 4. Objective /Project: 5. Objective /Project: Part V: Supervisor comments: Supervisors may wish to summarize the review or elaborate on an area not aaaressea tnrougn tnis process. DE — Bob continues to perform in his job at a high level of competence. He was especially effective in his communication of override information to Reading voters. He has continued to adjust staffing to provide superior public service despite staff vacancies. He has built a culture of trust with all Town employees through his candor and personal integrity. One way this trust is exemplified is the high quality of negotiated contracts with unions. Bob excels in not rushing to judgment, looking at solutions from all angles, being able to strategize future needs of the town against budgetary restrictions, having great organizational skills, and demonstrating a strong ethical approach to managing staff, as well as himself. I am optimistic that Bob will choose to serve the citizens of Reading for many more years to come. Part VI: Employee comments: Employees may wish to elaborate on an area not addressed through this process or comment on any part of this process. I have read and discussed this review with my supervisor and objective /projects for the coming year have been established which along with daily job responsibilities, applicable policies and town by -laws and contracts will be the basis for my next performance review. Employee Signature _Daniel A. Ensminger Supervisor Signature Department Head Date 4 -30 -08 Core Competencies Listed in Part II of the Employee Performance Review Form 1. Customer Service: Willingness to provide consistent high - quality service using tact, courtesy, patience and discretion during interactions with all customers (staff, public, outside agencies). 2. Communication: Exchanges information well, both verbally and in writing, listens and processes information appropriately. 3. Quality of Work: Accurate, thorough, neat. 4. Dependability /Reliability: Completes assigned work in a timely manner, keeps commitments, punctual. 5. Skills /Knowledge: Possesses or acquires necessary skills, knows procedures, meets the requirement of the job description. 6. Productivity: Handles multiple priorities, works well despite frequent interruptions, works effectively under pressure, completes a reasonably expected amount of work in the time allotted. 7. Judgment: Make effective decisions, uses logical thought processes, maintains confidentiality. 8. Willingness to Adapt: Willing to maintain and update skills to meet the changing requirements of the position including utilizing new procedures and adapting to new technology. 9. Teamwork: Ability to establish working relationships with others and promote productive cooperation. 10. Ethics and Standards: Exhibits a high moral standard of conduct that sets an example for others to follow. 11. Safety: Follows safety policies and procedures, uses safe work habits, reports and corrects unsafe conditions or practices. Core Competencies In Addition to Those Listed in Part II 1. Creativity: Seeks new ideas and approaches, excels in developing new perspectives and demonstrates a high degree of originality. 2. Flexibility: Receptive to new ideas and approaches, adapts to changing priorities. 3. Goal- Oriented: Sets realistic and effective goals and priorities and steps to reach them. 4. Initiative: Self- starter, makes suggestions for improvements, seeks new challenges, takes on new tasks without direction. 5. Interpersonal Skills: Interacts well with own department and other agencies, team member, cooperates with colleagues. 6. Negotiating: Ability to influence others in a positive manner to effectively achieve results. 7. Organizational awareness: Consistently works towards department and Town goals, makes suggestions for improvement. 8. Planning and Organization: Manages time well, plans ahead, structures work logically, identifies potential problems and resolves. 9. Professionalism: Presents self in an appropriate manner, good work attitude and conduct. 10. Self- Development: Enhances personal knowledge, skills and abilities, seeks opportunities for continuous learning. 11. Work Habits: Consistently demonstrates a commitment to his /her work by giving the best effort at all times. Four Managerial Competencies 1. Change Management: Define and implement procedures and /or technologies to deal with changes in the work environment to ensure that the Town and employees profit from changing opportunities. 2. Leadership: Influence a diverse group of individuals, each with their own goals, needs and perspectives, to work together effectively for the benefit of the Town. 3. Managing Others: Has the ability to direct employees, the public towards its goals, using its resources in an effective and efficient manner. 4. Strategic Thinking: Process by which an individual envisions the future and develops strategies, goals, objectives and action plans to achieve that future. 5 4 -30 -08 OF I? Town of Reading W y; Employee Performance Review j639:INC0R4a NAME: Robert LaLacheur POSITION TITLE: Town Manager DEPARTMENT: DIVISION: SUPERVISOR: Andy Friedmann, Select Board DATE OF REVIEW: August 27, 2018 V�:Z0IIlls *tIs].►J The annual performance review is a communication tool designed to help employees understand their roles, continue to learn, and participate in the improvement of the organization. The substance of the program is a focus on communication between employees and supervisors. This document is built on the following assumptions: • Employees need to know what is expected of them and how their supervisor views their performance. • Employees want to work, do a good job, and take responsibility. • Motivation to contribute and achieve requires a sense of purpose. • Employees and supervisors are partners in this discussion. Each annual review is confidential and is not public record. OBJECTIVES OF THE PERFORMANCE REVIEW PROGRAM • Enhance communication between an employee and a supervisor. Dialogue should be continuous during the year and may include coaching, guiding, and clarification of job responsibilities within the context of larger organizational goals. This Review form is a summary of the year's efforts in this regard, and is a formal written record of that summary. • Develop employees. Identify interests in professional development and opportunities for development. This may be related to either current or future positions within the organization. • Support continuous quality improvement throughout the organization. Emphasis should be on guiding and empowering employees 4 -30 -08 Employee Performance Review Part I: List Objectives /Projects from the previous review period. Use this section to briefly explain positive results, delays in success. Last year my review included two areas for growth: 1) Employee Retention Bob has explained that Reading cannot compete with the higher salaries in the private sector. No supporting evidence was provided. While it is true that government sector jobs typically pay less than the private sector, in the past that has not prevented Towns from hiring and retaining worker drawn to public service. 2) Improved communication with Selectmen See comments in Part II below. Part II: Employee Core Competencies: The following items represent important skills and competencies related to this employee's primary job functions and the supervisor's perspective on the employee's level of attainment. Note: Add to this list 3 -4 additional core competencies from the attached list which are directly related to this position. For supervisors there are 4 additional competencies listed as '4 Managerial Competencies" on the attached list. Competency Comments: Use this area to elaborate on any `below standard' areas listed above. Any areas of `below standards' must list some specific actions required to address improvement in that area. Communication: Over this review period, there have been several occasions when the Town Manager has not provided me with critical information that I've asked for repeatedly. No reason was given. This situation must be addressed in this year's review cycle. 2 4 -30 -08 Competency Area Below Standard Meets Standard Exceeds Standard 1. Customer Service x 2. Communication x 3. Quality of Work x 4. Dependability /Reliability x 5. Skills /Knowledge x 6. Productivity x 7. Judgment x 8. Flexibility/Willingness to Adapt x 9. Teamwork x 10. Ethics and Standards x 11. Safety x 12. Change Management x 13. Leadership x 14. Managing Others x 15. Strategic Thinking Note: Add to this list 3 -4 additional core competencies from the attached list which are directly related to this position. For supervisors there are 4 additional competencies listed as '4 Managerial Competencies" on the attached list. Competency Comments: Use this area to elaborate on any `below standard' areas listed above. Any areas of `below standards' must list some specific actions required to address improvement in that area. Communication: Over this review period, there have been several occasions when the Town Manager has not provided me with critical information that I've asked for repeatedly. No reason was given. This situation must be addressed in this year's review cycle. 2 4 -30 -08 Last year, over a period of 6 months, the Health Division lost all in -house staff. The Town Manager did not provide the Select Board with adequate information regarding this serious development. These losses, while under the purview of the Town Manager, were significant enough to warrant an update to the Select Board. To date, only one in -house Health Division staff member has been replaced. Within this quarter, the Town Manager should present to Select Board an update on the current situation and how the Town is working on this ongoing concern. Actions to address improvement: 1) Respond to all Board member requests for information. If unable to do so due to OML or other reasons, explain rationale to the Board member. 2) It is important to communicate a balanced picture of the state of Town Hall. The Board needs to know about successes and it needs to know when something is not working well. As appropriate for each meeting, include one or both types of communications to the Board during the Town Manager's report. Managing Others: A Town Manager's ability to work well with a diverse group of individuals, each with their own needs and perspectives, is critical for success. The Town Manager works well with many individuals in the Town, but has struggled with others. In cases where greater tolerance, understanding, and flexibility are needed, his approach has allowed tensions to escalate. As a result, I believe that Reading has lost some very dedicated volunteers and staff, a number of whom we have not been able to replace. I am concerned that this management style has, at least in part, hindered our ability to attract and retain competent staff. Actions to address improvement: 1) Review types of management styles, either through managerial training or online research. By midyear (FY19) present to the Select Board a plan to implement management style(s) that are most likely to a) resolve interpersonal conflicts to a positive outcome and b) improve employee retention; and 2) Institute anonymous 360 reviews that will act as an early warning sign of employee tensions. These reviews will give insight to Town Manager and the Select Board. I believe that these two actions will help Reading become a place where worker satisfaction is highly valued and a place where new municipal talent is attracted to Town Hall. Part III: Development Plan: Use this space to identify continuing education, professional development, or new skills that an employee and supervisor agree upon that will lead to improvement in the current job, future advancement, or career growth. Intentionally left blank Part IV: Future objectives: The following Objectives /Projects have been determined to support town, department and individual needs. These objectives /projects become the subject matter of Part I of the review process for the next review. Include for each objective /project the resources/support required and estimated timeframe. 4 -30 -08 1. Objective /Project: Improve communication skills 2. Objective /Project: Improve Staff Retention 3. Object/Project: Spearhead a customer service training initiative. Describe current practice for evaluating staff, especially for higher level employees (e.g., building inspection, health, Assistant Town Managers, Executive Assistant to Town Manager) that have frequent interaction with the businesses and residents. Develop new "best practices" that are designed to improve customer service. 3. Objective /Project: Economic Development / Long -term planning 4. Objective /Project: Capital Planning 5. Objective /Project: Building Security / describe and discuss next steps /options to necessary employees (e.g., Select Board, School Committee, etc.) Part V: Supervisor comments: Supervisors may wish to summarize the review or elaborate on an area not addressed through this process. Bob has performed well in many of the competencies listed in Part 11. His quality of work with Town finances reflects a deep understanding of the subject matter. During preparations for the Override, Bob worked well with the, police, fire, finance and library departments to demonstrate the need for additional FTEs and services. As noted last year, Bob works long hours; something that shows in his productivity when preparing for Select Board meetings. I am grateful for his -support during my first two months as a new Chair. Part VI: Employee comments: Employees may wish to elaborate on an area not addressed through this process or comment on any part of this process. 1 have read and discussed this review with my supervisor and objective /projects for the coming year have been established which along with daily job responsibilities, applicable policies and town by -laws and contracts will be the basis for my next performance review. Employee Signature Supervisor Signature Department Head Date 4 -30 -08 Core Competencies Listed in Part II of the Employee Performance Review Form 1. Customer Service: Willingness to provide consistent high - quality service using tact, courtesy, patience and discretion during interactions with all customers (staff, public, outside agencies). 2. Communication: Exchanges information well, both verbally and in writing, listens and processes information appropriately. 3. Quality of Work: Accurate, thorough, neat. 4. Dependability /Reliability: Completes assigned work in a timely manner, keeps commitments, punctual. 5. Skills /Knowledge: Possesses or acquires necessary skills, knows procedures, meets the requirement of the job description. 6. Productivity: Handles multiple priorities, works well despite frequent interruptions, works effectively under pressure, completes a reasonably expected amount of work in the time allotted. 7. Judgment: Make effective decisions, uses logical thought processes, maintains confidentiality. 8. Willingness to Adapt: Willing to maintain and update skills to meet the changing requirements of the position including utilizing new procedures and adapting to new technology. 9. Teamwork: Ability to establish working relationships with others and promote productive cooperation. 10. Ethics and Standards: Exhibits a high moral standard of conduct that sets an example for others to follow. 11. Safety: Follows safety policies and procedures, uses safe work habits, reports and corrects unsafe conditions or practices. Core Competencies In Addition to Those Listed in Part II 1. Creativity: Seeks new ideas and approaches, excels in developing new perspectives and demonstrates a high degree of originality. 2. Flexibility: Receptive to new ideas and approaches, adapts to changing priorities. 3. Goal- Oriented: Sets realistic and effective goals and priorities and steps to reach them. 4. Initiative: Self- starter, makes suggestions for improvements, seeks new challenges, takes on new tasks without direction. 5. Interpersonal Skills: Interacts well with own department and other agencies, team member, cooperates with colleagues. 6. Negotiating: Ability to influence others in a positive manner to effectively achieve results. 7. Organizational awareness: Consistently works towards department and Town goals, makes suggestions for improvement. 8. Planning and Organization: Manages time well, plans ahead, structures work logically, identifies potential problems and resolves. 9. Professionalism: Presents self in an appropriate manner, good work attitude and conduct. 10. Self- Development: Enhances personal knowledge, skills and abilities, seeks opportunities for continuous learning. 11. Work Habits: Consistently demonstrates a commitment to his /her work by giving the best effort at all times. Four Managerial Competencies 1. Change Management: Define and implement procedures and /or technologies to deal with changes in the work environment to ensure that the Town and employees profit from changing opportunities. 4 -30 -08 2. Leadership: Influence a diverse group of individuals, each with their own goals, needs and perspectives, to work together effectively for the benefit of the Town. 3. Managing Others: Has the ability to direct employees, the public towards its goals, using its resources in an effective and efficient manner. 4. Strategic Thinking: Process by which an individual envisions the future and develops strategies, goals, objectives and action plans to achieve that future. 4 -30 -08 OF RFq�'ti ; Town of Reading Employee Performance Review 639: INC ORQ�P NAME: Bob LeLacheur POSITION TITLE: Town Manager DEPARTMENT: DIVISION: Selectman John R Halsey DATE OF REVIEW: 8/27/2018 INTRODUCTION The annual performance review is a communication tool designed to help employees understand their roles, continue to learn, and participate in the improvement of the organization. The substance of the program is a focus on communication between employees and supervisors. This document is built on the following assumptions: o Employees need to know what is expected of them and how their supervisor views their performance. o Employees want to work, do a good job, and take responsibility. o Motivation to contribute and achieve requires a sense of purpose. o Employees and supervisors are partners in this discussion. Each annual review is confidential and is not public record. OBJECTIVES OF THE PERFORMANCE REVIEW PROGRAM • Enhance communication between an employee and a supervisor. Dialogue should be continuous during the year and may include coaching, guiding, and clarification of job responsibilities within the context of larger organizational goals. This Review form is a summary of the year's efforts in this regard, and is a formal written record of that summary. • Develop employees. Identify interests in professional development and opportunities for development. This may be related to either current or future positions within the organization. • Support continuous quality improvement throughout the organization. Emphasis should be on guiding and empowering employees 4 -30 -08 Employee Performance Review Part I: List Objectives /Projects from the previous review period. Use this section to briefly explain positive results, delays in success. Part II: Employee Core Competencies: The following items represent important skills and competencies related to this employee's primary job functions and the supervisor's perspective on the employee's level of attainment. Note: Add to this list 3 -4 additional core competencies from the attached list which are directly related to this position. For supervisors there are 4 additional competencies listed as "4 Managerial Competencies" on the attached list. Competency Comments: Use this area to elaborate on any `below standard' areas listed above. Any areas of `below standards' must list some specific actions required to address improvement in that area. 2 4 -30 -08 Competency Area Below Standard Meets Standard Exceeds Standard 1. Customer Service X 2. Communication X 3. Quality of Work X 4. Dependability /Reliability X 5. Skills /Knowledge X 6. Productivity X 7. Judgment X 8. Flexibility/Willingness to Adapt X 9. Teamwork X 10. Ethics and Standards X 11. Safety X 12. Change Management: x 13. Leadership: x 14. Managing Others: x 15. Strategic Thinking: x Note: Add to this list 3 -4 additional core competencies from the attached list which are directly related to this position. For supervisors there are 4 additional competencies listed as "4 Managerial Competencies" on the attached list. Competency Comments: Use this area to elaborate on any `below standard' areas listed above. Any areas of `below standards' must list some specific actions required to address improvement in that area. 2 4 -30 -08 Part III: Development Plan: Use this space to identify continuing education, professional development, or new skills that an employee and supervisor agree upon that will lead to improvement in the current job, future advancement, or career growth. 2 3 Part IV: Future objectives: The following Objectives /Projects have been determined to support town, department and individual needs. These objectives /projects become the subject matter of Part I of the review process for the next review. Include for each objective /project the resources /support required and estimated timeframe. 1. Objective /Project: 2. Objective /Project: 3. Objective /Project: 4. Objective /Project: 5. Objective /Project: Part V: Supervisor comments: Supervisors may wish to summarize the review or elaborate on an area not dUUl CJ,CU 1111 VU9 1 1 1111, N1 UUVC b. PERSONAL COMMENTARY: I find this form wholly inadequate to actually evaluate the Town Manager. The format used for the last several years lends itself to a more thorough look at actual activities of the job to be evaluated. Furthermore the previous format encouraged individual commentary describing applied skills and suggested areas for improvement. 1 believe Bob has done an exceptional job with the many large and pressing issues facing the town in a very difficult year. His ability to budget for two possible outcomes, calmly overseeing the difficulties connected to the successful override, expertly managing and trying to maintain staff levels and morale in this difficult recruiting period all speak to his strong skills as an administrator. It is my opinion that this form does not adequately allow us to properly review his year of exceptional work. Respectfully submitted, John R Halsey Part VI: Employee comments: Employees may wish to elaborate on an area not addressed through this process or comment on any part of this process. 4 -30 -08 I have read and discussed this review with my supervisor and objective /projects for the coming year have been established which along with daily job responsibilities, applicable policies and town by -laws and contracts will be the basis for my next performance review. Employee Signature Supervisor Signature Department Head Date 4 4 -30 -08 Core Competencies Listed in Part II of the Employee Performance Review Form 1. Customer Service: Willingness to provide consistent high - quality service using tact, courtesy, patience and discretion during interactions with all customers (staff, public, outside agencies). 2. Communication: Exchanges information well, both verbally and in writing, listens and processes information appropriately. 3. Quality of Work: Accurate, thorough, neat. 4. Dependability /Reliability: Completes assigned work in a timely manner, keeps commitments, punctual. 5. Skills /Knowledge: Possesses or acquires necessary skills, knows procedures, meets the requirement of the job description. 6. Productivity: Handles multiple priorities, works well despite frequent interruptions, works effectively under pressure, completes a reasonably expected amount of work in the time allotted. 7. Judgment: Make effective decisions, uses logical thought processes, maintains confidentiality. 8. Willingness to Adapt: Willing to maintain and update skills to meet the changing requirements of the position including utilizing new procedures and adapting to new technology. 9. Teamwork: Ability to establish working relationships with others and promote productive cooperation. 10. Ethics and Standards: Exhibits a high moral standard of conduct that sets an example for others to follow. 11. Safety: Follows safety policies and procedures, uses safe work habits, reports and corrects unsafe conditions or practices. Core Competencies In Addition to Those Listed in Part II 1. Creativity: Seeks new ideas and approaches, excels in developing new perspectives and demonstrates a high degree of originality. 2. Flexibility: Receptive to new ideas and approaches, adapts to changing priorities. 3. Goal- Oriented: Sets realistic and effective goals and priorities and steps to reach them. 4. Initiative: Self- starter, makes suggestions for improvements, seeks new challenges, takes on new tasks without direction. 5. Interpersonal Skills: Interacts well with own department and other agencies, team member, cooperates with colleagues. 6. Negotiating: Ability to influence others in a positive manner to effectively achieve results. 7. Organizational awareness: Consistently works towards department and Town goals, makes suggestions for improvement. 8. Planning and Organization: Manages time well, plans ahead, structures work logically, identifies potential problems and resolves. 9. Professionalism: Presents self in an appropriate manner, good work attitude and conduct. 10. Self- Development: Enhances personal knowledge, skills and abilities, seeks opportunities for continuous learning. 11. Work Habits: Consistently demonstrates a commitment to his /her work by giving the best effort at all times. Four Managerial Competencies 1. Change Management: Define and implement procedures and /or technologies to deal with changes in the work environment to ensure that the Town and employees profit from changing opportunities. 2. Leadership: Influence a diverse group of individuals, each with their own goals, needs and perspectives, to work together effectively for the benefit of the Town. 3. Managing Others: Has the ability to direct employees, the public towards its goals, using its resources in an effective and efficient manner. 4. Strategic Thinking: Process by which an individual envisions the future and develops strategies, goals, objectives and action plans to achieve that future. 4 -30 -08 OF RFgO'� Town of Reading Employee Performance Review j639' INCORQ¢� NAME: Bob LeLacheur POSITION TITLE: Town Manager DEPARTMENT: DIVISION: SUPERVISOR: Select Board — Vanessa Alvarado DATE OF REVIEW: Fall 2018 INTRODUCTION The annual performance review is a communication tool designed to help employees understand their roles, continue to learn, and participate in the improvement of the organization. The substance of the program is a focus on communication between employees and supervisors. This document is built on the following assumptions: o Employees need to know what is expected of them and how their supervisor views their performance. o Employees want to work, do a good job, and take responsibility. o Motivation to contribute and achieve requires a sense of purpose. o Employees and supervisors are partners in this discussion. Each annual review is confidential and is not public record. OBJECTIVES OF THE PERFORMANCE REVIEW PROGRAM • Enhance communication between an employee and a supervisor. Dialogue should be continuous during the year and may include coaching, guiding, and clarification of job responsibilities within the context of larger organizational goals. This Review form is a summary of the year's efforts in this regard, and is a formal written record of that summary. • Develop employees. Identify interests in professional development and opportunities for development. This may be related to either current or future positions within the organization. • Support continuous quality improvement throughout the organization. Emphasis should be on guiding and empowering employees 4 -30 -08 Employee Performance Review Part 1: List Objectives /Projects from the previous review period. Use this section to briefly explain positive results, delays in success. Override The 2019 budget season was a long and demanding one. Bob, supported by the town's department heads, played a critical role in supplying necessary information to the public regarding the town's complex finances. His dedication to passing the override helped make it a success. Employee hiring /retention With several positions in town hall remaining vacant, employee retention and hiring continues to be a struggle. Part ll: Employee Core Competencies: The following items represent important skills and competencies related to this employee's primary job functions and the supervisor's perspective on the emplovee's level of attainment. *Intentionally marked two categories VA Note: Competencies marked with " —" indicate areas where Select Board Member Alvarado has not had direct experience and thus no rating is provided. Note: Add to this list 3 -4 additional core competencies from the attached list which are directly related to this position. For supervisors there are 4 additional competencies listed as '4 Managerial Competencies" on the attached list. Competency Comments: Use this area to elaborate on any `below standard' areas listed above. Any areas of `below standards' must list some specific actions required to address improvement in that area. 2 4 -30 -08 Competency Area Below Standard Meets Standard Exceeds Standard 1. Customer Service X 2. Communication X* X* 3. Quality of Work X 4. Dependability /Reliability X 5. Skills /Knowledge X 6. Productivity X 7. Judgment X 8. Flexibility/Willingness to Adapt - - - 9. Teamwork X 10. Ethics and Standards X 11. Safety X 12. Change Management - - - 13. Leadership X 14. Managing Others - - - 15. Strategic Thinking X *Intentionally marked two categories VA Note: Competencies marked with " —" indicate areas where Select Board Member Alvarado has not had direct experience and thus no rating is provided. Note: Add to this list 3 -4 additional core competencies from the attached list which are directly related to this position. For supervisors there are 4 additional competencies listed as '4 Managerial Competencies" on the attached list. Competency Comments: Use this area to elaborate on any `below standard' areas listed above. Any areas of `below standards' must list some specific actions required to address improvement in that area. 2 4 -30 -08 Customer Service There have been reports from residents of poor customer service from some town staff members. This reflects poorly on the town as a whole. This could be addressed by providing customer service training (e.g., de- escalation techniques) for all town staff. Communication While overall communication meets the standard, there have been instances where resident concerns have not been attended to in a timely manner. If the town does not have a list of best practices that includes response times to resident communication, then a plan needs to be established. This should include an escalation policy for unplanned situations. If the town does not have a tracking system for resident engagement, this should also be established and reported to the Select Board on a quarterly basis. Part III: Development Plan: Use this space to identify continuing education, professional development, or new skills that an employee and supervisor agree upon that will lead to improvement in the current job, future advancement, or career growth. N/A Part IV: Future objectives: The following Objectives /Projects have been determined to support town, department and individual needs. These objectives /projects become the subject matter of Part I of the review process for the next review. Include for each objective /project the resources /support required and estimated timeframe. 1. Objective /Project: Employee retention /hiring Employee retention and hiring should be a high priority for the coming year. Compensation is frequently cited for departures /hiring. I would recommend a staff satisfaction survey, conducted annually to gauge the overall environment. If the results indicate salary is the primary dissatisfaction with their current employment and increasing salaries is not an option, alternative measures to attract and retain employees will need to be explored. 2. Objective /Project: Customer Service On some occasions, town staff /resident interactions can be challenging for all involved. Customer service is an area where training can improve the relationship staff have with residents and empower staff in their interactions with residents. As there have been some savings from unfilled positions, this could be a source of funding for professional development to be completed by the end of the fiscal year. Part V: Supervisor comments: Supervisors may wish to summarize the review or elaborate on an area not CIUUI CSSCU U 11 UUIY. I 1 U 115 P1 UGC55. Bob has a tremendous dedication to the town of Reading that is demonstrated through his participation in countless board /committee meetings and depth of knowledge on town issues. Bob's strength is in his knowledge of fiscal management, which has allowed the town to maintain a high bond rating. Seeking 3601 feedback from employees and stakeholders would yield insight into management needs. Part VI: 4 -30 -08 Employee comments: Employees may wish to elaborate on an area not addressed through this process or comment on any part of this process. I have read and discussed this review with my supervisor and objective /projects for the coming year have been established which along with daily job responsibilities, applicable policies and town by -laws and contracts will be the basis for my next performance review. Employee Signature Vanessa 1. Alvarado Supervisor Signature Department Head 8/27/18 Date 4 -30 -08 Core Competencies Listed in Part II of the Employee Performance Review Form 1. Customer Service: Willingness to provide consistent high - quality service using tact, courtesy, patience and discretion during interactions with all customers (staff, public, outside agencies). 2. Communication: Exchanges information well, both verbally and in writing, listens and processes information appropriately. 3. Quality of Work: Accurate, thorough, neat. 4. Dependability /Reliability: Completes assigned work in a timely manner, keeps commitments, punctual. 5. Skills /Knowledge: Possesses or acquires necessary skills, knows procedures, meets the requirement of the job description. 6. Productivity: Handles multiple priorities, works well despite frequent interruptions, works effectively under pressure, completes a reasonably expected amount of work in the time allotted. 7. Judgment: Make effective decisions, uses logical thought processes, maintains confidentiality. 8. Willingness to Adapt: Willing to maintain and update skills to meet the changing requirements of the position including utilizing new procedures and adapting to new technology. 9. Teamwork: Ability to establish working relationships with others and promote productive cooperation. 10. Ethics and Standards: Exhibits a high moral standard of conduct that sets an example for others to follow. 11. Safety: Follows safety policies and procedures, uses safe work habits, reports and corrects unsafe conditions or practices. Core Competencies In Addition to Those Listed in Part II 1. Creativity: Seeks new ideas and approaches, excels in developing new perspectives and demonstrates a high degree of originality. 2. Flexibility: Receptive to new ideas and approaches, adapts to changing priorities. 3. Goal- Oriented: Sets realistic and effective goals and priorities and steps to reach them. 4. Initiative: Self- starter, makes suggestions for improvements, seeks new challenges, takes on new tasks without direction. 5. Interpersonal Skills: Interacts well with own department and other agencies, team member, cooperates with colleagues. 6. Negotiating: Ability to influence others in a positive manner to effectively achieve results. 7. Organizational awareness: Consistently works towards department and Town goals, makes suggestions for improvement. 8. Planning and Organization: Manages time well, plans ahead, structures work logically, identifies potential problems and resolves. 9. Professionalism: Presents self in an appropriate manner, good work attitude and conduct. 10. Self- Development: Enhances personal knowledge, skills and abilities, seeks opportunities for continuous learning. 11. Work Habits: Consistently demonstrates a commitment to his /her work by giving the best effort at all times. Four Managerial Competencies 1. Change Management: Define and implement procedures and /or technologies to deal with changes in the work environment to ensure that the Town and employees profit from changing opportunities. 2. Leadership: Influence a diverse group of individuals, each with their own goals, needs and perspectives, to work together effectively for the benefit of the Town. 3. Managing Others: Has the ability to direct employees, the public towards its goals, using its resources in an effective and efficient manner. 4. Strategic Thinking: Process by which an individual envisions the future and develops strategies, goals, objectives and action plans to achieve that future. 5 4 -30 -08 OF Town of Reading x Employee Performance Review x639' INCORQ�� NAME: Barry Berman POSITION TITLE: Vice Chair Select Board DEPARTMENT: DIVISION: SUPERVISOR: DATE OF REVIEW: 8/22/2018 INTRODUCTION The annual performance review is a communication tool designed to help employees understand their roles, continue to learn, and participate in the improvement of the organization. The substance of the program is a focus on communication between employees and supervisors. This document is built on the following assumptions: o Employees need to know what is expected of them and how their supervisor views their performance. o Employees want to work, do a good job, and take responsibility. .o Motivation to contribute and achieve requires a sense of purpose.. o Employees and supervisors are partners in this discussion. Each annual review is confidential and is not public record. OBJECTIVES OF THE PERFORMANCE REVIEW PROGRAM • Enhance communication between an employee and a supervisor. Dialogue should be continuous during the year and may include coaching, guiding, and clarification of job responsibilities within the context of larger organizational goals. This Review form is a summary of the year's efforts in this regard, and is a formal written record of that summary. • Develop employees. Identify interests in professional development and opportunities for development. This may be related to either current or future positions within the organization. • Support continuous quality improvement throughout the organization. Emphasis should be on guiding and empowering employees 4 -30 -08 Employee Performance Review Part I: List Objectives /Projects from the previous review period. Use this section to briefly explain positive results, delays in success. The Town Manager has provided a list of fy 2018 goals and level of completion which will be attached to this report. Part II: Employee Core Competencies: The following items represent important skills and competencies related to this employee's primary job functions and the supervisor's perspective on the emplovee's level of attainment. Note: Add to this list 3 -4 additional core competencies from the attached list which are directly related to this position. For supervisors there are 4 additional competencies listed as "4 Managerial Competencies" on the attached list. Competency Comments: Use this area to elaborate on any `below standard' areas listed above. Any areas of `below standards' must list some specific actions required to address improvement in that area. 2 4 -30 -08 Competency Area Below Standard Meets Standard Exceeds Standard 1. Customer Service x 2. Communication x 3. Quality of Work x 4. Dependability /Reliability x 5. Skills /Knowledge x 6. Productivity x 7. Judgment x 8. Flexibility/Willingness to Adapt x 9. Teamwork x 10. Ethics and Standards x 11. Safety x 12. Negotiating x 13. Planning x 14. Interpersonal Skills x 15. Note: Add to this list 3 -4 additional core competencies from the attached list which are directly related to this position. For supervisors there are 4 additional competencies listed as "4 Managerial Competencies" on the attached list. Competency Comments: Use this area to elaborate on any `below standard' areas listed above. Any areas of `below standards' must list some specific actions required to address improvement in that area. 2 4 -30 -08 Part III: Development Plan: Use this space to identify continuing education, professional development, or new skills that an employee and supervisor agree upon that will lead to improvement in the current job, future advancement, or career growth. 1. Per contract the town manager is allowed to engaged in a variety of professional development activities, and is encouraged to do so. 2. 3. Part IV: Future objectives: The following Objectives /Projects have been determined to support town, department and individual needs. These objectives /projects become the subject matter of Part I of the review process for the next review. Include for each objective /project the resources /support required and estimated timeframe. 1. Objective /Project: The Select Board is on the process of developing its goals and the goals for the town as a whole. 2. Objective /Project: 3. Objective /Project: 4. Objective /Project: 5. Objective /Project: Part V: Supervisor comments: Supervisors may wish to summarize the review or elaborate on an area not addressed through this process. Part VI: Employee comments: Employees may wish to elaborate on an area not addressed through this process or comment on any part of this process. Please see attached for more detailed evaluation of core competencies and managerial competencies. I have read and discussed this review with my supervisor and objective /projects for the coming year have been established which along with daily job responsibilities, applicable policies and town by -laws and contracts will be the basis for my next performance review. 4 -30 -08 Employee Signature Supervisor Signature Department Head Date 4 -30 -08 Core Competencies Listed in Part 11 of the Employee Performance Review Form 1. Customer Service: Willingness to provide consistent high - quality service using tact, courtesy, patience and discretion during interactions with all customers (staff, public, outside agencies). 2. Communication: Exchanges information well, both verbally and in writing, listens and processes information appropriately. 3. Quality of Work: Accurate, thorough, neat. 4. Dependability /Reliability: Completes assigned work in a timely manner, keeps commitments, punctual. 5. Skills /Knowledge: Possesses or acquires necessary skills, knows procedures, meets the requirement of the job description. 6. Productivity: Handles multiple priorities, works well despite frequent interruptions, works effectively under pressure, completes a reasonably expected amount of work in the time allotted. 7. Judgment: Make effective decisions, uses logical thought processes, maintains confidentiality. 8. Willingness to Adapt: Willing to maintain and update skills to meet the changing requirements of the position including utilizing new procedures and adapting to new technology. 9. Teamwork: Ability to establish working relationships with others and promote productive cooperation. 10. Ethics and Standards: Exhibits a high moral standard of conduct that sets an example for others to follow. 11. Safety: Follows safety policies and procedures, uses safe work habits, reports and corrects unsafe conditions or practices. Core Competencies In Addition to Those Listed in Part 11 1. Creativity: Seeks new ideas and approaches, excels in developing new perspectives and demonstrates a high degree of originality. 2. Flexibility: Receptive to new ideas and approaches, adapts to changing priorities. 3. Goal- Oriented: Sets realistic and effective goals and priorities and steps to reach them. 4. Initiative: Self- starter, makes suggestions for improvements, seeks new challenges, takes on new tasks without direction. 5. Interpersonal Skills: Interacts well with own department and other agencies, team member, cooperates with colleagues. 6. Negotiating: Ability to influence others in a positive manner to effectively achieve results. 7. Organizational awareness: Consistently works towards department and Town goals, makes suggestions for improvement. 8. Planning and Organization: Manages time well, plans ahead, structures work logically, identifies potential problems and resolves. 9. Professionalism: Presents self in an appropriate manner, good work attitude and conduct. 10. Self- Development: Enhances personal knowledge, skills and abilities, seeks opportunities for continuous learning. 11. Work Habits: Consistently demonstrates a commitment to his /her work by giving the best effort at all times. Four Managerial Competencies 1. Change Management: Define and implement procedures and /or technologies to deal with changes in the work environment to ensure that the Town and employees profit from changing opportunities. 2. Leadership: Influence a diverse group of individuals, each with their own goals, needs and perspectives, to work together effectively for the benefit of the Town. 3. Managing Others: Has the ability to direct employees, the public towards its goals, using its resources in an effective and efficient manner. 4. Strategic Thinking: Process by which an individual envisions the future and develops strategies, goals, objectives and action plans to achieve that future. 5 4 -30 -08 Town Manager Evaluation: Barry Berman Vice Chair Reading Select Board August 22, 2018 Supplemental 1. Customer Service. The Town Manager's door is always open. He is easily accessible to the public. He is prompt in responding to customer inquiries and complaints. I would like to see us measure overall customer service across all aspects of the enterprise, and if necessary, implement staff training to improve citizen interaction. 2. Communication. Bob's deliverables are presented in easy to digest form. He can distill complex ideas in an easy to understand manner, making deliberation easier to manage. He does take input from the Board well, and is a thoughtful in his approach. The budget materials he put together for the override were outstanding, and the options he laid out for what we get for an override were clear, and transparent. This year the town was a much more proactive communicator with the public on social media. I would like to see this continue and expand, as two way communication allows the public to get a better feel for the day to day issues of the town, as well stay abreast of emerging issues. The Selectman's survey, which was written by the Board but implemented and interpreted by town staff, was a lynch pin in helping us understand the appetite for a second override request and what was needed to turn no votes to yes votes. I would encourage the town manager to take a more public role communicating what the town is doing and planning by perhaps ding a periodic RCTV show. 3. Quality of Work: Much of this evaluation will center on the work done of the override, as this was the central issue facing the town in FY 18. 1 would argue that the budget presentations undertaken were a central component in allowing residents to understand the level of services they receive, the dedication and skill of town departments, and the choices voters needed to make . Allowing department heads to speak for themselves was a departure from past practice, and put a human face to facts and figures. The outputs produced this year- our housing production plan, and economic development peer review study were first rate documents. 4. Dependability and Reliability: I gave the Town Manager an "exceeds standards "mark in this category. He is always working and.always available. We never miss deadlines on grants. We are rarely surprised by anything. We are proactive in setting our agendas. If anything I think the manager may be too reliable. I would encourage him to utilize the allowable time off to recharge and to think about developing redundant sources of leadership within the organization. 5. Skills and Knowledge: I do think we may take for granted the breadth and depth of knowledge the town manager has carry out his duties. His expertise finance has saved us tens of thousands of dollars in debt service and allowed us to maintain a AAA bond rating. He expertise in municipal law and health insurance and benefits has allowed us to make the right decisions and manage our costs. He is a skilled and trusted negotiator and as such we enjoy good relationships with our municipal unions. 6. Productivity: Many believe the override was thre only thing we undertook in FY 18. It felt like it most of the time. However the town undertook many initiatives other than financial. We finished our housing production plan, and implemented the smart growth 40R downtown overlay. These will help us attain our 10% affordable housing goal and protect us from unwanted 40bs in the future. We implemented the first year of senior tax relief. We completed our emergency management training and our building security study. We endured and responded to numerous public safety threats (school house condo fire, multiple bomb threats, a kidnapping) and numerous instances of hate graffiti. This item will be ongoing issue for all of the town leaders in 2019. We made significant progress on our negotiations with our cable providers and are well under way on replacing the water tower. We have made significant progress on revamping operating policies with more to do this year. 7. Judgement: The town manager applies solid thinking to all the mattes that come before us. Agendas are thought out well in advance and he is careful in involving all stakeholders in matters that come before the board. One issue I disagreed with the town manager (and Town counsel) was the new language in our policy dealing with graffiti and hate speech. I feel we could have taken a bolder approach. 8. Flexibility /Willingness to Adapt: The budget challenges demonstrated the Town Managers ability to think creatively and make changes to the organizations to better deploy resources. Departments have been tweaked, job descriptions have been changed and we have entered into agreements with other towns to share staff. 9. Teamwork: The override effort showed how much can get done when groups work together. The Town Manager and the Superintendent deserve special mention. While some in town preferred supporting either municipal services or schools, , the two leaders worked together to present unifying material and committed to the traditional budget splits. The town manager also does a good job making sure the various departments keep focus on town wide goals. A big challenge going forward will be employee recruitment and retention. We need to seriously look at our pay scales and benefit packages so we can ensure we are able to be competitive in the workplace. 10. Ethics and Standards: The town manager has always applied the strictest standards of ethics and propriety to his personal and professional dealings. Combined with our town counsel, everything is done by the book. Decisions are made in the open and great care is taken to provide us with the best information for our decision making. 11. Safety: This year the town manager in concert with the superintendent have worked hard to ensure the safety of the town. As mentioned earlier, our public safety apparatus was tested heavily this year (condo fire, bomb threats etc). The manager has developed a building security plan which we will be implementing over the next few years. He has coordinated with RPD and RFD and RPS active shooter drills to train and prepare our officers for the unthinkable. Our public safety teams are well coordinated and work well together, which is not a given. 12. Negotiating: The town manager handles all the negotiating for the municipal collective bargaining units. As a town we have enjoyed labor peace, and the tone he sets is one of partnership and trust. His job will be harder going forward as the passage of the override may set unrealistic expectations on what the town is able to afford. But his willingness to "open the books" will go a long way in maintaining the trust of our negotiating partners. Other positive initiatives that have been done were a recodification of the collective bargaining agreements which clean up the contracts. 13. Planning: This is a strong skill of the town manager. As a member of the Board, I not only know what is on the immediate agenda, I have a general awareness of what needs to get accomplished going forward. Every packet includes forward looking agendas, which is critical in my ability to begin thinking in advance about the complex subjects coming before us in future. His budget planning is exemplary. Anticipating not only our operational but our capital needs. This is critical because the public needs to know what to expect in terms of potential debt exclusions. There are other planning pieces the town manager has implemented over the last year. As the percentage of seniors residing in town continues to grow, the town has begun to look at initiatives and partnerships which will assist elderly to age in place. 14. Interpersonal Skills: The town manager has an easy and approachable personal style. His door is always open. He provides the Board excellent information and generally stays out of the debate. He has a difficult job, especially in this era of heightened political conflicts. He needs to stay "Switzerland ", but is often asked by the Board for his opinions. This has opened him opened him up for criticism by folks who don't share his opinion. The Town Manager's job remains the same regardless of the composition of the Board. Per Charter, he is given the authority to manage the day to day to business of the town. That requires him to navigate the disparate personalities and whims of the Board. I believe he has managed to do this well but will be an ongoing challenge as this Board better defines and develops its working style. Four Managerial Competencies Change Management: Our fiscal realities will not allow us to do things as usual. As we struggle to recruit and retain staff fresh looks are needed in developing HR policies and benefits packages. 2. Leadership: The town manager played a key role in outlining the need for an operational override, and worked with the Board and other town leaders to produce the documentation necessary to make the case to the voters. He clearly outlined the priorities so voters had a clear choice. 3. Managing Others: One of the most satisfying aspect of the town manager's style was style of management was witnessed during the budget presentations. In a clear departure from past practices, he empowered the department heads to speak directly to the board and the public outlining what they do, and what they need to continue to do their jobs. By not filtering the requests through him, the town manager trusted his staff and made them key partners. 4. Strategic Thinking: This is huge core strength of the town manager. He understands the town cannot survive operating in a silo. Anticipating how school space needs and a need for a new senior center may not only impact the capital budget but also force joint solutions is part of his broader vision for the town. There are many other opportunities on this front including an expanded relationship with RMLD. I encourage the town manager to explore all possibilities. OFRi Town of Reading Meeting Minutes 6�9�lNCO'R4�pP Board - Committee - Commission - Council: Select Board Date: 2018 -08 -21 Building: Reading Town Hall Address: 16 Lowell Street Purpose: General Business Attendees: Members - Present: Time: 7:00 PM Location: Select Board Meeting Room Session: Version: Andrew Friedmann, Barry Berman, John Halsey, Dan Ensminger, Vanessa Alvarado Members - Not Present: Others Present: Town Manager Bob LeLacheur, Executive Assistant Caitlin Saunders, Dan Dewar, Diana Halsey, Dennis Dorandi, John Arena, Lynn Arena, David Pinette, Karen Pinette, Steven Marropoulos, Eileen Litterio, Brian Tobin, Darin McFarland, Barabara Melanson, Edward Sartell, Nancy Docktor, Erin Calvo - Bacci, Linda Phillips, Shawn Brandt, J. Czarnota, J. Baxter, Angela Binda, Doug Neary, Naomi Kaufman, Tom Quintal, Emily Sisson, Mark Beekley, Bob Hayes, Ben Coray, George Tzortzis Minutes Respectfully Submitted By: Topics of Discussion: Chair Andy Friedmann called the meeting to order. Liaison Reports Mr. Halsey noted DPW Director Jeff Zager is retiring and he was invited to the hiring process of the new director. There were exceptional internal and external candidates that were interviewed. One candidate really stood out and has been offered the position; Jane Kinsella. Mr. Halsey noted he received a letter from the board in response to his Open Meeting Law complaint he filed. The letter had an explanation of Counsel's findings and a statement from the board itself. He noted he appreciates the board's response and the time they took responding. He has no interest in pursuing it further. Mr. Halsey also explained his thoughts about having an executive session as soon as possible to approve prior minutes and release them to the public. Ms. Alvarado explained her and Mr. Berman are working on the communication subgroup. She attended the Lincoln/ Prescott neighborhood meeting this morning. The housing bill 4290 failed. Mr. Berman attended the Jams for Jake benefit noting it was an amazing event full of wonderful people. Erica McNamara, our RCASA Director has resigned to take a position elsewhere. He would like to wish her well. There was a new flag pole dedication at the library in which he attended. The flag pole was done for an Eagle Scout project. Page 1 1 �Q �� Mr. Ensminger noted that Recreation will ng o s ard- soon- becausL- Fri ends of Rea.CiU_ "-0h dopaNd ttinq cage and they need to accept the gift formally. The cable tv negotiatio )n inuing. And a quick reminder the Town Manager evaluations are due next Monday at 10 am. Mr. Friedmann explained he brought in a new timer to keep people on track. With a bus p 9 pp P Y agenda he would like to keep public comment to 2 minutes a person. He noted there is an opening on the Bylaw Committee. Public Comment Bill Brown noted the Cemetery Board of Trustees also needs another member if anyone is interested. The board noted they need to reassign the VASC members. Ms. Alvarado made a motion to assign Dan Ensminger and herself to the Volunteer Appointment Subcommittee with a term ending June 30, 2019. The motion was seconded by Mr. Ensminger and approved with a 5 -0 vote. Cadance Thomases noted today there was finally a neighborhood meeting for the Lincoln/ Prescott Street project. It was the first one in 4 months even though the developer promised more. She still has lots of concerns about this project. She also noted no one from the town was at the neighborhood meeting except for Ms. Alvarado. Eileen Litterio wanted to thank the experienced members of the board for continuing to make the hard decisions they are faced with. She also wanted to bring up a concern that needs more attention. One new candidate on the board solicited the schools email data base the night before the election and sent an email blast with a political agenda to all the parents. School parents do not sign up to receive emails from candidates soliciting votes and that should have never happened and a new vote should have been done after this information came to light. Now, as a member on the board, she preaches transparency but doesn't do it herself. Doug Neary pleaded with the board to please pass the National Grid moratorium later in the evening. The workers they are using are inexperienced and put the public at risk. Twenty other cities and towns have passed this. Angela Binda noted transparency from the board is very important and she wrote a letter to board and hopes she gets the answers to the questions she asked in it. Steve Markopoulos would also like to show his support for the National Grid moratorium. Darin McFarland noted this is his first time here and he can't help but notice how rude Chairman Friedmann is to Mr. Halsey. He cuts him off and doesn't let him speak but doesn't do that to any of the other members. John noted he would like to support the National Grid moratorium as it is a huge public safety concern to let the inexperienced workers keep doing this kind of work. Town Manager's Report Mr. LeLacheur wanted to note in the packet is a letter from the Health Agent on the rodent issue. She is well aware and on top of it. He also wanted to mention to residents that making a post on social media is not going to do anything and if you actually have a problem, please call us and let us know so the Health Agent can address it. He noted dog poop is a big attraction for rats and Washington Park has a huge problem of people not picking up after their dogs which happens to be the same side of town with the claims. Page 1 2 b I/11�- � V Mr. Berman noted there are 3 new Eagle Scouts here tonight that we are presenting proclamations to: Corey Ward; in recognition of his achieving the Eagle Scout Award for his leadership project in which he built a message center at the dog walking park near the Grove Street entrance of the compost center. The message center has the trails for the town forest posted on it along with all rules and regulations. Ryan Monahan; in recognition of his achieving the Eagle Scout Award for his leadership project in which he built 16 community garden beds at the First Baptist Church on Woburn Street. These garden beds allow people to grow their own food. Ben Coray; in recognition of his achieving the Eagle Scout Award for his leadership project in which he built a safety fence around the dumpster at St. Athanasius Church on Haverhill Street for sanitation purposes and for protection from animals to keep it sanitary. Mr. Halsey congratulated the boys and noted Reading produces the most Eagle Scouts in Massachusetts. Liaison Assignments, Roles and Responsibilities Mr. Friedmann noted he was briefed on recent Recreation Committee events with the outgoing chair. He then gave a brief timeline of events. He noted the board voted a new liaison to the Recreation Committee without all the facts. Mr. Friedmann wants to discuss how they can move forward without rehashing the past. Mr. Halsey noted it is clearly stated in approved Recreation minutes that he did NOT choose to sue or go forward with that. Mr. Friedmann did not want Mr. Halsey to continue but Mr. Halsey felt he had the right to respond since Mr. Friedmann is specifically talking about him. Mr. Halsey continued asking why he is bringing this up based on here -say. He noted Mr. Friedmann was not at the meeting and does not know what was said at all. Mr. Friedmann again told Mr. Halsey he doesn't want to talk about the past but Mr. Halsey noted Mr. Friedmann was the one who brought the whole subject up when we should be moving on as the Recreation committee clearly wants to drop this. n t. ' Mr. Berman explained there is a clear desire here to move on. ' fr g_.uvay. We need to treat each other with respect. Mr. Berman then explained, with regards to the letter, it was never sent to the Select Board; he does not know why it was never sent but they cannot produce a letter to the public that they never received. Mr. Ensminger doesn't feel this needs a policy change; it's clearly just common sense but if Mr. Friedmann wants to change the policy it needs to have a hearing. Ms. Alvarado noted it is best practice to share information with the board going forward. Downtown Parking Discussion Nelson /Nygaard came to give us a presentation about their parking study finds for our downtown area. They are the ones who did the study years ago as well. Mr. Halsey was interested more in how we can expand on -site parking. Mr. Berman noted we need a culture change and get people in the mindset that if they park anywhere downtown they can walk to the store they need to go to; i.e. Market Street in Lynnfield. � f� Page 1 3 1 l L �5, Ms. Alvarado would like to look more into working with RMLDjo get electric charging stations. The board discussed at the summit coming up in a couple weeks the most important take away from that should be the business' input. Dan Dewar noted all businesses are different but he's confident a lot of them would like to see 15 minute parking for on street spots to help with turnover. Mr. Friedmann proceeded with the meeting stating he wants to take a minute to talk about what happened to him as he was walking back from the men's room a little while earlier. He noted a man aggressively approached him and told him it is time to resign or at least step down because this town needs a real leader. Saturday Night Lights - Amplified Sound Request Carl McFadden explained this is a request he makes every year. The program is wildly successful and they always end the year with a fundraiser to give back to the town. Ms. Alvarado made a motion to approve the amplified sound request from Saturday Night Lights. The motion was seconded by Mr. Ensminger and approved with a 5 -0 vote. National Grid Moratorium Chair Mr. Friedmann drafted a resolution in support of the US Steelworkers that he shared with board. Mr. Ensminger made a motion to pass the resolution, second by Ms. Alvarado. Discussion ensued with Mr. Berman asking how we would enforce this and suggesting a friendly amendment to the title of the document changing it to read "in support of the health and safety regarding gas installations in the Town Of Reading ". Mr. Friedmann seconded the amendment and it passed with a 5 -0 vote. Discussion continued mostly with Mr. Halsey asking the question if the board actually has the authority to refuse permits. No one knew the answer to this major component of the document. Ms. Alvarado suggested using wording from other towns that have already passed a moratorium or resolution in support of. She had some examples for the board. Mr. Halsey felt we need to clear up the question if the board actually has authority regarding permits while Ms. Alvarado felt they do have the authority because they are doing it for the resident's safety. Mr. Halsey noted he would feel better if we got some confirmation from Town Counsel that the board has authority to do this and would not want to vote on it until we get that answer. Mr. Berman made a motion to table this discussion further until September 11th meeting. The motion was seconded by Mr. Ensminger and approved with a 5 -0 vote. Preview Warrant for November Town Meeting Mr. Lel-acheur showed the board what the warrant looks like as of right now. He noted there are no Bylaw Articles currently because they have yet to meet. Page 1 4 M Authorize Sale of Brook St/ Redfield St Mr. Lel-acheur reminded the board this is the vacant property that they had cleaned up last year. Reading owns part of the land and Wakefield owns part of the land. We agreed to clean it up and let Wakefield sell it. Mr. Lel-achuer noted the property lines are strange but it would be much harder to give the whole property to Wakefield than to just agree to sell it together and leave the lines as is. Ms. Alvarado moved that the Select Board vote to approve the sale of the property located on Brook Street, shown as Lot 122 on Assessors' Map 8 and described in a deed recorded with the Middlesex South District Registry of Deeds at Book 31286 Page 172, subject to approval by a vote at the Subsequent Town Meeting to be held in November 2018. And moved that the Select Board vote to execute the deed as presented for the sale of property located on Brook Street, shown as Lot 122 on Assessors' Map 8 and described in a deed recorded with the Middlesex South District Registry of Deeds at Book 31286 Page 172. And moved that the Select Board vote to have Town Counsel prepare a Warrant Article for the approval of the sale of property located on Brook Street, shown as Lot 122 on Assessors' Map 8 and described in a deed recorded with the Middlesex South District Registry of Deeds at Book 31286 Page 172, for inclusion in the Warrant to be issued for the Subsequent Town Meeting to be held in November 2018. The motion was seconded by Mr. Berman and approved with a 5 -0 vote. Select Board Goals The board discussed and came up with a brief list of goals for themselves. Noting they want to be accomplishable within the year. The list included finish updating their policies, revamping the economic development committee, team building exercise, a new housing trust fund and figuring out Oakland Road. Mr. Halsey also noted looking at all recreational space to maximize use. Preperation For Stakeholders Meeting Mr. Friedmann noted he wants to invite all important parties to their next meeting to talk and discuss the anti - sematic incidents in town and how we can move forward and establish what we are going to do about it. He feels the board needs to more involved in the actions that will be taken towards preventing future incidents. Minutes Ms. Alvarado made a motion to approve the meeting minutes of July 31, 2018 as amended. The motion was seconded by Mr. Ensminger and approved with a 4 -0 vote. Page 1 5 Memo To: Select Board Robert W. LeLacheur, Jr., Town Manager From: Ryan Percival, P.E., Town Engineer Date: September 4, 2018 Re: 279 Haven Street An appeal request was made to the Parking Traffic Transportation Task Force ( PTTTF) on August 22, 2018, . regarding a proposed second driveway curb cut located at 279 Haven Street. On August 1, 2018 the Engineering Division denied the application for a second driveway. The submitted plan revealed that the distance between the existing driveway and the proposed was less than the minimum 125 foot separation, as set forth in the Driveway Regulations. The applicant is requesting a variance from the Board to allow for two driveways less than 125 feet apart. PTTTF reviewed and discussed the request and determined that there was no concern in regards to public safety or traffic on the roadway to prohibit the driveway. However, the second driveway curb cut would eliminate one on- street parking space, reducing the amount of public parking. • Page 1 July 18, 2018 Mark Cedrone 279 Haven Street Reading MA 01867 617 - 755 -4293 n�cedreanr�aiw�nnc ®m Ryan Percival PE Town Engineer Reading Town Hail 16 Lowell Street #1 Reading MA 01867 Dear Mr. Percival, I'm petitioning to have permission granted for a curb cut and an additional driveway added to my existing two - family home on Haven Street. I believe my situation is unique and is a safety concern which will elaborate on below. There are 4 vehicles which need to park at this 2 family residence. Within 6 months, my son will obtain his driver's license and will be purchasing a vehicle bringing the total to five vehicles. For one driveway, including one emergency response SUV this is difficult to manage. My primary concern is that I am the Burlington Fire Department's Training and Safety Officer. In this public service role, I regularly respond to emergency situations. I'm asking for the 2nd driveway, to park my Burlington Fire SUV. I feel this is critical to my response time and will inevitably enable me to better serve our community and our emergency response personnel. With this second driveway, I will be able to avoid moving vehicles and would be able to be on scene more responsively. As winter approaches and the street parking ban is in effect, this is even more critical. I'm concerned that I will not be able to adequately respond since the single driveway is prohibitive to a timely exit. It is not possible to know the timing of who Is parking in the driveway nor is it possible to have access to the driver or keys to move the vehicles. My second concern is for the safety of my elderly tenant. There are 2 cars associated with her residence and with the 2 (soon to be 3) vehicles associated with my unit It has become increasingly difficult to adequately park in a safe manner. For part of the year, when there is no street parking ban in effect, the tenant and I usually park on the street. We do this in order to avoid moving vehicles as well as to keep my emergency vehicle readily accessible. Doing so takes up coveted town parking spots. It is also not possible to use the downtown parking due to the limited space and time restrictions in that area. I have tried and analyzed all practical solutions before concluding that a curb cut is best for me and the communities of both Reading and Burlington. I appreciate your consideration and I'm happy to discuss this with you further or provide any documentation you feel is needed. Sincerely, f Mark Celroy(ce Reading O silent Town of Reading, MA 275 -279 Haven Street s 177 5,311 Property ID 017.GeOOD0166.0 LoCA"n 276 HAVEN ST Owner CEDRONE MARK F TRUSTEE MARK F CEDRONE WING TRUST ?4:5� • . z December 7, 2017 Mi P FOR REFERENCE ONLY 410-T A LEGAL DOCUMENT Tmkn t1�� Raadthit, MA makes na dams and no warranties, exptef tiad or anpiterl, concerning are validlly or aretlra(N at the GIS data presented an this map, Parcelp updated 1/1!2010 Pmpenles updated 1/1/2016 N fvl C3 fr I" ./' / 1 W 1 " =40ft- ,. d � „� ter.,"• /�Q �c� Cede- dne (C) Ill -7 s-s = �d 9.? jq#4r/([Nk4tr)rlV0A&,oely6 ►✓ri( COACrl 044 .0 i ill GC-1 I'O °parr VGe✓ay/„ ' t a f d.65 ® q 4,985 a 4,518 X43 50.0 69-02 �19 Mi P FOR REFERENCE ONLY 410-T A LEGAL DOCUMENT Tmkn t1�� Raadthit, MA makes na dams and no warranties, exptef tiad or anpiterl, concerning are validlly or aretlra(N at the GIS data presented an this map, Parcelp updated 1/1!2010 Pmpenles updated 1/1/2016 N fvl C3 fr I" ./' / 1 W 1 " =40ft- ,. d � „� ter.,"• /�Q �c� Cede- dne (C) Ill -7 s-s = �d 9.? jq#4r/([Nk4tr)rlV0A&,oely6 ►✓ri( COACrl 044 .0 i ill GC-1 I'O °parr VGe✓ay/„ ' t sx I I r EP 40 5 1 zf'z-zfl Offtf-i bl. �i Ff0IiSF 10 1 1 C-vT q, I" 'ANI HAWN ST �0� 21, IN, ��' K"fosetp Onvewm ��� Ito ic ZVI zf'z-zfl Offtf-i bl. �i Ff0IiSF 10 1 1 C-vT q, I" 'ANI HAWN ST �0� *ty Meet* Communi in • on DOWNTOWN ECONOMIC DEVELOPMENT T he Town of Reading invites you to participate in 1111111111 1111111liq 111111111111111� 11111111�111111� 111 11111 11111111111 11, Illpill 1111111 WEDNESDAY', OCTOBER17, 7.00 PM COMMUNITY ROOM AT THE READING PUBLIC LIBRARY 64 MIDDLESEX AVE, READING Easy RSVP: httm,& iml.,gvent1rite. too il/vn - ft This is an open public meeting and registration is not required to attend. However, your RSVP will help the event planners provide adequate refreshments and materials. Reasonable accommodations for people with disabilities are available upon request. The meeting location is accessible to people with disabilities. Questions? Contact Julie Mercier, Community Development Director 783-942-6648 /imercier(a)ci.reading.ma.us Town of Reading 16 Lowell Street Reading, MA 01867 Fax: (781) 439-6018 Website: www.ci.reading.ma.us To: Bob LeLacheur From: Judi Perkins Date: August 27, 2018 Subject: Override Positions Administrative Services Human Resources Division 781 - 942 -9033 The following is a status report of the override positions for each department as reported by the Department Head: Override Positions Status Administrative Services Software Coordinator — hired Department of Public Works Clerk - Interviews scheduled Temporary Parks Employee - hired Temporary Highway Employee — Awaiting Posting Finance Assistant Town Account — hired Fire Firefighter Paramedic — 4 openings — Pending New Civil Service List due Fall 2018 Libra Library Technician Circulation Division — hired Children's Librarian — Sunday hours — Accepting Applications Police Patrol Officers — 5 openings — 5 hired Administrative Assistant / Police /Fire — Accepting Applications Public Services Department Elder & Human Services Director — increased hours, completed Building Inspector /Commissioner — Accepting Applications m DISCLOSURE BY NON - ELECTED MUNICIPAL EMPLOYEE OF FINANCIAL INTEREST AND DETERMINATION BY APPOINTING AUTHORITY AS REQUIRED BY G. L. c. 268A, § 19 M MUNICIPAL EMPLOYEE INFORMATION Name:( Joly'. Title or Position: p4A 0 Municipal Agency: NA Agency Address: ' Ld4dl L fpw(A A 0 o Ck 7 M J Office Phone: 79) - N2.. &624 Office E-mail: ,/n iv►a lt� , - G i . !1- °���^J . MA • 1 S My duties require me to participate in a particular matter, and I may not participate because of a financial interest that I am disclosing here. I request a determination from my appointing authority about how I should proceed. PARTICULAR MATTER Particular matter Please describe the particular matter. E.g., a judicial or other proceeding, application, submission, request �J l� / � � A%y y a �� d� ' _ " p4 )0% / d for a ruling or other (/ determination, contract, claim, controversy, charge, accusation, arrest, decision, determination, or finding. Your required Please describe the task you are required to perform with respect to the particular matter. participation in the particular matter: E.g., approval, disapproval, decision, recommendation, rendering advice, investigation, other. FINANCIAL INTEREST IN THE PARTICULAR MATTER Write an X by all that apply. I have a financial interest in the matter. My immediate family member has a financial interest in the matter. My business partner has a financial interest in the matter. I am an officer, director, trustee, partner or employee of a business organization, and the _ business organization has a financial interest in the matter. I am negotiating or have made an arrangement concerning future employment with a person _ or organization, and the person or organization has a financial interest in the matter. M Financial interest in the Please explain the financial interest and include a dollar amount if you know it. �} v 761 Cou ^W I matter �A � air S �f?C, Tom". , Title or Position: �Ju s IeC4 ass 0c, b Agency /Department: P.tw% - Employee signature: AA Date: is Im 4z lJ DETERMINATION BY APPOINTING OFFICIAL Attach additional pages if necessary. The appointing authority shall keep this Disclosure and Determination as a public record. Form revised February, 2012 da APPOINTING AUTHORITY INFORMATION Name of Appointing Authority: Title or Position: Agency /Department: Agency Address: AA Office Phone: '1 p. Office E -mail w "Ad"t j 6C e• DETERMINATION Determination by appointing authority: As appointing official, as required by G.L. c. 268A, § 19, 1 have reviewed the particular matter and the financial interest identified above by a municipal employee. I have determined that the financial interest is not so substantial as to be deemed likely to affect the integrity of the services which the municipality may expect from the employee. Appointing Authority signature: Date: Comment: Attach additional pages if necessary. The appointing authority shall keep this Disclosure and Determination as a public record. Form revised February, 2012 da From: Ray Miyares [ mailto •ray@miyares- harrington.com] Sent: Wednesday, September 05, 2018 2:07 PM To: LeLacheur, Bob Cc: Ivria Glass Fried Subject: Re: Town rat infestation I: m• This may be a little conservative, but we think the best approach is for you to prepare a Section 19(b)(1) disclosure form and obtain the Selectmen's approval of your participating in this matter despite your "financial interest" in the matter. There are other ways to go at this, but we think this approach gives you the strongest protection. Ray el. Raymond Miyares Nriyare.sHarrington - Local options at work Miyares /andp Harrington ygyton( lJ,P zi e_}' � {XsH�Ite t��i155P €q\ }}eL ® Suite ��� e lc'4rley, i0j1..'`i, l3`e.� /_r.82 Direct, 6i.�,,8w1. _ <120 I Nfiain :6 ,d_8q.t600 NvNy w.miya °es- harrinRton.coin. This e -mail and any attachments contain attorney- client privileged material and are not subject to disclosure pursuant to the Public Records Law, M.G.L. c.4, §7, cl. 26th and c.66, §10. If you are not the intended recipient, please note that any review, disclosure, distribution, use or duplication of this message and its attachments is prohibited. Please notify the sender immediately if you have received this e -mail in error. Thank you for your cooperation. On Sep 5, 2018, at 11:28 AM, LeLacheur, Bob <blelacheur a ci.readin .iPi na.us> wrote: Hi Ray, My house is mentioned below, at 47 County Road. Is this an issue I need to broadly recuse myself from, if /when it arises at public meetings? Do I need to disclose anything? LeLacheur, Bob From: Percival, Ryan Sent: Monday, August 27, 2018 3:58 PM To: LeLacheur, Bob Cc: Kinsella, Jane; Cole, Christopher; Zager, Jeff Subject: FW: [Reading MA] Tar Burms (Sent by Carl Anderson, cfa3 @verizon.net) Attachments: Betterment letter 6- 5- 13.docx; Betterment response letter 070313.pdf Bob, I am not sure if you received Chris's response when I was on vacation so I have attached it below. In addition, I have attached two documents; the initial memo to the residents polling them for a curbing betterment, and a response memo with the polling results and explanation that the Select Board decided not to do the betterment. It is this later memo that is important, within the document it states, "Residents who desire to have curbing—should contact their contractor ". I don't think that there is anything to update on the second memo at this time, please let me know if you feel differently. I apologize but I could not find the signed letters just the electronic versions. Chris and I drove out to the neighborhood and both feel that a lot of the issues out there were due to parking on the tree lawn. However, the tree lawn appears to be in good condition as a whole and holding up to erosion. Ryan Percival, P.E. Town Engineer Town of Reading, Engineering Division 16 Lowell Street Reading, MA 01867 Phone: 781 - 942 -6690 From: Zager, Jeff Sent: Monday, August 27, 2018 11:35 AM To: Kinsella, Jane; Percival, Ryan Cc: Cole, Christopher Subject: FW: [Reading MA] Tar Burms (Sent by Carl Anderson, cfa3 @verizon.net) Jane: Here is what Chris drafted up as a response . Assume at this point we need to send to Bob , with the update from Ryan? Jeff From: Cole, Christopher Sent: Tuesday, August 7, 2018 4:38 PM To: Zager, Jeff Subject: RE: [Reading MA] Tar Burms (Sent by Carl Anderson, cfa3 @verizon.net) Jeff, Prior to these roads being paved in 2013, the residents were polled on whether they would be in favor of the Town installing sidewalk and curb as part of a betterment, due to several requests at the time for curb /sidewalk work in the area. I attached the M1 map showing the results of the poll. As you can see of the 82 properties polled, the neighborhood was not in favor of the betterment. | attached the map showing the final results. The only curb and sidewalk I recall the Town doing out there at the time involved installing some new concrete wheelchair ramps atseveral locations, and resetting some existing granite curb where it was necessary. Aspartofthepavin8nftheroad,thecontnacto/a|waysinstaUsaspiUbenn(appnoximatek/2"inheighAatany|ocadonwhene there isn't regular berm or granite curb. The primary purpose of the spill berm is to allow any new loam and seed at the edge of the road to germinate without getting washed out prematurely. Unfortunately spill berms do get flattened down over time by snow plows, other vehicles, etc. I would imagine that we must have done some brief estimates on what new curb and sidewalk would entail for the neighborhood given the betterment poll, but am unsure where that information is at this time. | believe George I was doing most of it at the time, so there may be something on Ryan's computer, which | don't have access to currently. Chris Christopher A. Cole, Civil Engineer Town ofReading Public Works Department, Engineering Division l6 Lowell Street Reading, K4AO1867 781-942'9082 781-942-5441 (fax) Town Hall Hours: Mon, Wed &Thuo:7:3Uam-5:30pm Tues:7:IOum-7:00pm Fri: Closed From Jeff Sent: Tuesday, August 7,2018Z:S7PM To: Cole, Christopher Subject: FW: [Reading IVIA] Tar Burms (Sent by Carl Anderson, cfa3@verizon.net) Hi Chris; When we paved this area , maybe now 6/7 years ago, don't believe we did any bituminous curbing work. I recall they wanted curbing at the time but we were adamant that not part of the budget- ring a bell? Do you remember if we ever did an estimate for either bituminous or granite curbing? When Mr. Anderson is talking about a "tar berm", think he means the usual drip line we install as part of normal finish? As you know , usually takes a few years, but eventually plows may peel it off as part of normal winter wear- Don't be|ievetheneisawaytnneaUyrepairthem? Jeff z From: LeLacheur, Bob Sent: Tuesday, August 7, 2018 1:05 PM To: Zager, Jeff; Kinsella, Jane; Kraunelis, Matthew Subject: Fwd: [Reading MA] Tar Burms (Sent by Carl Anderson, cfa3 @verizon.net) Sent from my iPhone Begin forwarded message: From: Contact form at Reading MA <vtsdmailer a,vt- s.net> Date: August 7, 2018 at 1:01:53 PM EDT To: <selectmen(u-)ci.readin reading. na.us> Subject: [Reading MA] Tar Burms (Sent by Carl Anderson, cfa3Ca_verizon.net) Reply -To: <cfa30averizon.net> Hello Board of Selectmen, Carl Anderson (cf0 2verizon.net) has sent you a message via your contact form (https•/ /www readin gib na.gov /user /475 /contact) at Reading MA. If you don't want to receive such e- mails, you can change your settings at https://www.readi.ngi-na.gov/user/475/edit. Message: Hello My naive is Carl Anderson and I am a Town Meeting Member precinct 7. I live in the neighborhood containing Whittier Rd and Tennyson Rd. I was approached by a few of the neighbors with concerns about our street. When our road was done a few years ago curbing was not installed. Instead a tar burro was added. Over the years the burm has been cut down by over half and in some cases wiped away totally by the plows. During the winter several of the tree lawns were also gauged out from plowing. The tree lawns were either repaired by the town or by the home owner. Currently during rain storms dirt from the tree lawns now flows down the street. I am writing to ask if the burms can be repaired or even better if we could get at least get full size tar curbing. Of course granite curbing would be the best but I understand that is very expensive. Let me know Carl June 6, 2013 Dear Residents, At their meeting earlier this week the Town of Reading Board of Selectmen discussed the possibility of pursuing curbing and /or sidewalk improvement betterments on Wadsworth Road, Whittier Road, Browning Terrace, Tennyson Road, and Tennyson Circle. The Selectmen have requested that the residents on these streets be polled as to whether they would be in favor of taking part in this betterment. Based on the feedback received from the residents, the Town will determine whether to complete the roadway improvements now, as planned, or delay the completion of the roadway until spring of next year and begin discussing the betterment process. In effect a yes response to this letter simply postpones the completion of the roadway and allows additional time to discuss the sidewalk and \or curb betterment. It is possible that the final outcome is no betterment occurs and the Town simply completes the roadway in the spring. If betterments are desired the Town will clean up and seed the grass along the edge of the roadway, repair the ends of the disturbed driveways with asphalt and adjust roadway structures. Leaving the current layer of asphalt without the final layer until the curbing is installed has no adverse effects on the quality of the pavement. This is a typical process as when subdivisions are constructed and often the first layer of pavement is in place for 2 years before the final layer is installed. To briefly explain how betterments work the Town would provide a cost estimate for the work to each property owner and the Selectmen would hold a public hearing on the betterments. If the betterments are approved by the Selectman an article would be placed on the Fall Town meeting for final approval. With betterments the property owners within the portion of the roadway that are approved to receive a betterment are required to pay for the improvements; you would not have the option to say you do not want the betterment. Assuming all is approved the curb and sidewalk work would commence as soon as possible in the spring. Following completion of the work the final roadway paving will occur. With a betterment, the costs associated with the work performed are 100% borne by the residents. Payments can be spread out up to 20 years with interest and are billed with your property taxes. For your estimation purposes only, residents can expect to pay $40 per foot for granite curbing and $28 per foot for an asphalt sidewalk. As an example, if the length of your property frontage near the street is 100 feet and the width of your driveway is 15 feet, you total cost for curbing would be approximately $3,400 ($40 x 85 feet) while the total cost for sidewalk would be about $2,800 ($28 x 100 feet). Please contact either myself or staff Engineer, Christopher Cole, by next Thursday, June 13, to indicate whether you are in favor of taking part in the betterment, as well as what type of betterment you would be in favor of (curbing and asphalt sidewalk or just curbing only). I can either be reached by telephone at 781 -942- 6683 or by email at gzambouras @ci.reading,ma.us Chris can either be reached by telephone at 781 - 942 -6685 or by email at ccole ci. reading. ma.us We look forward to hearing from you. Sincerely, George J. Zambouras Town Engineer M OF I? Town of Reading Public Works Department 16 Lowell Street 639.1NC0'Ei?0 Reading, MA 01867 -2683 Fax: (781) 942 -5441 ENGINEERING DIVISION Website: www.ci.readinV.zn.a..us (781) 942 -9082 July 3, 2013 Dear Resident, Last month following inquiries from several residents in the Poets Corner neighborhood, the Board of Selectmen requested town staff to poll residents to determine if they were interested in having curbing and /or sidewalks installed, and pay for those through a 20 -year betterments process. The Town temporarily postponed the completion of the roadway improvements while the neighborhood was polled. We received input from 53 residents; 27 did not want to participate in the betterment and wanted the roadway finished this year; 25 expressed their interest in participating in a curb and /or sidewalk betterment. We have enclosed a map showing the results of the resident's response. Properties with red checks marks were in favor of the betterment, blue X's were against and properties with no mark did not respond to the poll. Town staff discussed your responses with the Selectman and the Board decided not to pursue any betterments and to complete the roadway project as originally planned. In the past the Board has not approved betterments unless there is overwhelming support from the residents in the neighborhood. We have informed our contractor to proceed as planned and expect the roadway paving to be completed before the end of July. Residents who desire to have curbing installed as a private improvement should contact their contractor to proceed with the work before the end of July. We appreciate all the time and effort for your input and look forward to completing the road improvements as soon as possible. If you have any questions please contact me at 781 - 942 -6683 or by email at gzambouras@ci.readinLma.us . Sincerely, George J. Zambouras Town Engineer Le) cm W LLI S. � C N CV 0 Lo: Loli r, co; law, � C Saunders, Caitlin From: Mass. Municipal Assoc. <dwilliams @mma.org> Sent: Wednesday, September 05, 2018 11:09 AM To: Reading - Selectmen Subject: MSA: Online Registration Open for MMA Annual Meeting & Trade Show! View in browser ra Dear Selectman Halsey, As a selectman, you are an integral part of the MMA Annual Meeting. This year we have created more opportunities for you to learn, network, and bring solutions back to your town. Join us for an interactive session at the Selectmen's Association Annual Business Meeting, where you can connect with colleagues from across the Commonwealth. Devon L Great news! Online registration is now open for the MMA's 40th Annual Meeting & Trade Show on January 18 and 19, 2019, at the Hynes Convention Center in Boston. This two -day event features educational workshops, nationally recognized speakers, awards programs, a large trade show, and an opportunity to network with your peers from across the state. Last year saw a record attendance of more than 1,200 municipal officials, and the MMA is working to make this year's event even better based on your feedback. We're doubling the number of workshops on Saturday, with compelling short-takes on timely topics, and the number of Learning Lab sessions held in the Trade Show, giving you more options and opportunities to learn and network. The MMA will be announcing more information about speakers and entertainment throughout "Speaker September," so watch your inbox for these exciting announcements! The registration rate for MMA members is $180 per person before January 9, 2019. After this date, only onsite registration will be available, at a rate of $230. Register now and save! Your username is: HALSEY34089 Password: Click here to reset your password Questions? Please reply to this email or call 617- 426 -7272, and we will be happy to assist you. To cancel a registration, please email amregistrations @mma.org by Jan. 2, 2019. Click here for complete information about the Annual Meeting, including workshops and speakers. Devon Elizabeth Williams dwilliams @mma.org 617- 426 -7272, ext. 104 MMA Member Services Coordinator F Saunders, Caitlin From: Kristen T. Granara <kgranara @comcast.net> Sent: Wednesday, September 05, 2018 11:08 AM To: Town Manager; Reading - Selectmen Subject: Town rat infestation Good afternoon, I'd like to share with you some rat activity in my neighborhood and hope you'll share this with the Board of Health, as they do not have an email contact. 8/10/18- witnessed a live rat run into the gully beside Rte 93 at Mobil /Dunkin Donuts at 4 West St., Reading. Notified worker at Dunkins 8/16/18- was made aware of more recent rat activity in my neighborhood. Called Yankee Pest. 8/22/18- Yankee Pest came out and placed 3 bait boxes and educated us on how to make the property less desirable to rats (things we have already been doing) 8/31/18am- caught a rat in a bucket of water and sunflower seeds. 8/31/18pm- witnessed a live rat run into dumpster area at Mobil /Dunkin Donuts at 4 West St., Reading 9/1/18- took pictures of the dumpster and littered property at 4 West st. (see attached) 9/3/18pm- while walking our dog up County Rd, turned right on Lewis St. Witnessed a live rat run into bushes between 47 County Rd and 45 Lewis St. (trash night) 9/5/18- caught what we believe to be 2 more rads in a bucket of water with sunflower seeds... waiting on confirmation from Yankee Pest. Please advise as to what the Town of Reading is doing to help the residents of this town with this rat infestation. It's not one family, street or even neighborhood. The town is infested, as well as other surrounding towns, all who have had MWRA digging up the streets. Pest companies have been inundated with calls from Reading residents; far more than the 24 reports as of the last BOH meeting. People need to be notified! I would have never known there were rats on my property if my neighbors hadn't told me about their infestation. We don't have bird feeders, pick up after our dog immediately. Trash is kept in my garage. Recycling is all washed clean. We use a compactor that holds the trash for a family of 5 for a week. Because the bag lasts a week in my kitchen no food goes into the compactor, only down the disposal. In the case of something that cannot go in disposal, (ie corn cobs, chicken bones) it is frozen in my garage refrigerator until trash day and disposed of properly. I look forward to hearing from you with your plan of action. i Best, Kristen Granara 36 County Road Saunders, Caitlin From: CityAge <info @cityage.org> Sent: Wednesday, September 05, 2018 10:36 AM To: Reading - Selectmen Subject: CityAge is Three Weeks Away The business of city building is driven by data. Engineering, construction, urban design, planning, real estate management and development are being - or soon will be - revolutionized by technology. Register now to attend u_��t to learn about these topics and meet the leaders below, among many others. It's an opportunity to build more productive, healthier cities. The conference takes place at the MaRS Discovery District on September 24. gtil We'll be discussing: Data Opportunities in Real Estate and Development: How can data across real estate markets create new opportunities for property managers and developers to build value for tenants, residents and investors? Data - Driven Transportation: What data will be required by current and emerging transportation technologies, where will it be found, and how can it be leveraged? The Data Talent Deficit: Ontario has 150,000 job openings related to data science. And that demand for talent will increase. How can we build the skills and strategies to fuel the economy of the future quickly? and irnuch more. Other leaders we'll be joined by include: • Jody Becker, Senior Vice President, Emerging Markets and Chief Strategy Officer, EllisDon • Scott Silverberg, Vice President, Asset Management, Oxford Properties • Ryan Janzen, Co- Founder and Chief Technology Officer, TransPod • Nigel Jacob, Co- Founder, Office of New Urban Mechanics, City of Boston • Matthew Mendehlson, Deputy Secretary to the Cabinet, Privy Council Office of Canada • Kurtis McBride, CEO & Co- Founder, Miovision • Alex Dagg, Public Policy Manager, Airbnb = qHa • Riggs Kubiak, Founder & CEO, Honest Buildings • Vickery Bowles, Chief Librarian, City of Toronto • Jenny Tremblay, Director General, Smart Cities Challenge, Government of Canada • Dr. Parminder Raina, Director, Aging Institute, McMaster University • Hillary Hartley, Chief Digital Officer and Deputy Minister for Digital Government, Province of Ontario • Alex Josephson, Founder, PARTISANS • Mikele Brack, Founder, Urban Living Futures And others to be added soon... Partners: E n Saunders, Caitlin From: vtsdmailer @vt -s.net on behalf of Contact form at Reading MA <vtsdmailer @vt- s.net> Sent: Wednesday, September 05, 2018 6:31 AM To: Reading - Selectmen Subject: [Reading MA] HS BALL FIELDS LIGHTS ON ALL NIGHT (Sent by Red Dingma, 01867readingma @gmail.com) Hello Board of Selectmen, Red Dingma (01867readingma @gmaiI.com) has sent you a message via your contact form (https: / /www.readingma.gov /user /475 /contact) at Reading MA. If you don't want to receive such e- mails, you can change your settings at https: / /www.readingma.gov /user /475 /edit. Message: 9/4 Once again ball field lights on all night at High School. While it may be a trivial amount in the overall budget it is a another waste of tax payer money by the Town. Saunders, Caitlin From: National Civic League <aac @ncl.org> Sent: Tuesday, September 04, 2018 1:08 PM To: Reading - Selectmen Subject: Ideas Worth Stealing: Block Party Promotions and Diversity Festivals An Idea Worth Stealing: Denver Days Many great ideas come from other cities, and Denver Days is certainly an idea worth considering. This is a 9 -day event that encourages neighbors to host block parties, work projects and other activities to get to know their neighbors. In its 5th year, Denver Days attracted more than 200 gatherings this year. For more information visit the Denver Days website. President, National Civic League Learning About Democratic Practices with City Managers 0 The National Civic League is working with the Charles F. Kettering Foundation to organize "learning exchanges" to explore the ways professional city managers engage with members of the public to foster democratic practices in communities. The exchanges have facilitated wide - ranging conversations about civic engagement efforts... Read more Aurora Shows Off Diversity with Global Fest Municipal I.D. Cards Helping Former Senator Fred Harris Vulnerable Residents Discusses Race The City of Little Rock's new Former Senator Fred Harris reflects Identification Card program has on race and poverty 50 years after the issued 262 cards to date, with more Kerner Commission at the National than 1,000 people having scheduled Conference on Local Governance. He appointments to apply for the useful was the most active member, and is ID. The identification card program now the only surviving member of was launched to help residents President Johnson's National without licenses, open bank Advisory Commission on Civil accounts and access other important Disorders (Kerner Commission) services. Read more Watch the speech. Civic Engagement in the So You Want to be an All - News: 7 Recent Stories America City? Aurora, Colorado recently celebrated the diversity of its community with Global Fest. Aurora, a 2008 All - America City and League Sustaining Member, hosts this event annually to honor the city's many different cultures. Learn more about the event, hear participant reflections and view pictures. Read more Theodore Roosevelt, one of the founders of the National Civic League, called on Americans to "be actors, and not merely critics of others." With divisiveness permeating much of the national dialogue, the importance of civic engagement is being increasingly discussed as a solution. Read more Additional Information & Upcoming Events 2018 ICMA Annual Conference September 23 -26, 2018 in Baltimore, MD More information. 8th National Conference on Dialogue & Deliberation (NCDD) November 2 -4, 2018 in Denver, CO More information. City Summit (National League of Cities) November 7 -10, 2018 in Los Angeles, CA More information. r US The League invites you to apply for the All- America City Award - the nation's most prestigious community award, now in its 70th year. Submit a more competitive application by joining us for a webinar on September 20th to hear 2018 All-America City winners present on their All-America City journey with tips for applying. Learn more and register qua M-Em National Civic League Headquarters ( 303 - 571 -4343 1 www.nationalcivicleague.org, 190 E. 9th Ave. Suite 200, Denver, CO 80203 SafeUnsubscribeTM selectmen@ci.readinci.ma.us Forward this email I Update Profile I About our service provider Sent by aac@ncl.org in collaboration with Try it free today q�3 Saunders, Caitlin From: Sprint Business < Sprint- Business @biz.sprint.com> Sent: Tuesday, September 04, 2018 10:32 AM To: Reading - Selectmen Subject: Move to G Suite. With less work. Seven tips for a [mssle migration o G Suite You already know the benefits of moving your business apps to the cloud: mobile access, better productivity and collaboration, and seamless employee adoption because of intuitive interfaces. These are the tools your people already know, love and use. You just want them in the cloud. D We want to help you with the biggest thing on your mind —a worry -free and fast migration to G Suite. Here are 7 tips for a seamless and pain -free transition. Your people and your business won't miss a beat with Carefree Cloud from Sprint Business and our Bend - Over - Backward TM support. On your mark Get set ... Go! For a limited time, if you purchase this solution you can save $200 on any tablet. When purchased with 24 month installments and activation of an Unlimited tablet data plan. �� Limited time offers. For well - qualified customer. Save $100 via $4.17 /mo svc. credit. Req. tablet purchase w/ 24 -mo installments, new - line activ. or add a line. Early termination results in remaining balance due. Taxes due at purchase. Save add'I $100 via $4.17/mo. svc. credit for up to 24 -mo. Req. activ. of Unlimited Tablet Plan and eligible business solution. Credits applies Win 2 inv. �lcl Whether you are a business of 10, 100, or thousands, you can create a more collaborative culture. Read our bloc)_post for 5 tips to get you started. r f ** Mo. charges excl. taxes & Sprint Surcharges [incl. USF charge of up to 18.4% (varies quarterly), up to $2.50 Admin. & 40¢ Reg. /line /mo.) & fees by area (approx. 5- 20 %)]. Surcharges are not taxes. See sprint.com/taxesandfees. Activ. Fee: Up to $30 /line. Credit approval req. Save up to $200: Offer ends 7/19/18. CL only. While supplies last. Eligible Business Solutions: VM Airwatch, Canvas, Microsoft Office 365, G Suite, ActSoft, or Vantiv. Monthly Credits: Credits end at end of term, early payoff or upgrade, whichever occurs first or if tablet is returned or transferred to dill erent acct. ownership. 24 -Mo. Installments: Req. 24 -mo. installment agmt, 0% APR & qualifying device & svc. plan. Device pricing for well - qualified customers. Models with higher memory config. may req. a down pymt. Mo. pymt. terms & down pymt. for all others will vary. Down pymt., unfinanced portion & sales tax (on full purch. price) due at purch. Early termination of 24 -Mo. Installments /Svc.: If you cancel wireless svc., remaining balance on device becomes due. Unlimited Tablet Plan: Incl. unlimited texting on capable tablets & data with mobile optimized video streams at up to 480p+ resolution, music at up to 500kbps, streaming gaming at up to 2 Mbps. Data deprioritization applies during times of congestion. After the 10GB, MHS, VPN & P2P usage limited to 2G speeds. Third -party content/downloads are addT charge. Int'I. svc. are not incl. AutoPay: to receive $5 /mo. discount you must remain enrolled in AutoPay. Quality of Svc. (QoS): Customers who use more than 23GB of data during a billing cycle will be deprioritized during times & places where the Sprint network is constrained. See sprint.com/networkmanagement for details. Usage Limitations: To improve data experience for the majority of users, throughput may be limited, varied or reduced on the network. Sprint may terminate svc. if off - network roaming usage in a mo. exceeds: (1) 800 min. or a majority of min.; or (2) 100MB or a majority of KB. Prohibited network use rules apply —see sprint.com /termsandconditions. Other Terms: Offer /coverage not avail. everywhere or for all phones /networks. Restrictions apply. See store or sprint.com for details. @2018 Sprint. All rights reserved. Sprint and the logo are trademarks of Sprint. Other marks are the property of their respective owners. 326077 -M PU This email was sent to selectmen @ci.reading.ma.us. This is a promotional email from Sprint. For questions about our privacy policy write to: Office of Privacy - Legal Department, Sprint, P.O. Box 4600, Reston, VA 20195. UNSUBSCRIBE I SPRINT PRIVACY POLICY {{my. International Privacy)) 0 Saunders, Caitlin From: vtsdmailer@vt -s.net on behalf of Contact form at Reading MA <vtsdmailer @vt- s.net> Sent: Monday, September 03, 2018 2:47 PM To: Reading - Selectmen Subject: [Reading MA] September Hunger Action Month Resolution Request (Sent by Joan Wolfson, joan .wolfson @breadoflifemalden.org) Attachments: resolution_september_hunger _ action_month.docx Hello Board of Selectmen, Joan Wolfson (ioari .wolfson @breadoflifemalden.org) has sent you a message via your contact form (https: / /www.readingma.gov /user /475 /contact) at Reading MA. If you don't want to receive such e- mails, you can change your settings at https: / /www.readingma.gov /user /475 /edit. Message: Dear Reading Select Board Would you be interested in making a resolution that September be declared Hunger Action Month in Reading, recognizing the work of Bread of Life and other Reading Food Pantries. We have made this request of all of the 10 communities we serve as well as the Commonwealth of Massachusetts. September is Hunger Action Month, when the Feeding America nationwide network of food banks unite to urge businesses and individuals to take action in their communities. Orange is the official color of hunger and Hunger Action Month" It's a great way of getting people to think about how they can get their families involved in making a difference, and it also provides visibility for us, of course. You can find out more about Bread of Life and the more than 1 million meals we provide in 10 communities including Reading at www.breadoflifemalden.org I have attached a sample resolution in case this appeals to you. Thanks Much for your consideration, Joan Wolfson Development Coordinator Bread of Life 617 - 835 -5251 www.breadoflifemalden.org 2 Saunders, Caitlin From: Segalla, Mark Sent: Saturday, September 01, 2018 9:29 AM To: Reading - Selectmen; LeLacheur, Bob Subject: Boston Man and Arizona -Based Supplier Sentenced for Distributing Methamphetamine USAO -MA I Department of Justice The latest from our FBI Task Force Officer. Chief Mark D. Segalla Reading Police Department 15 Union Street Reading, MA 01867 781- 942 -6774 MSe alla ei.reading_ma.us FBINA 271 Begin forwarded message: From: "MacHugh, Robert" <rmachughgci.readin .ma.us> Date: September 1, 2018 at 8:16:47 AM EDT To: "Abate, Richard" <rabategci.reading ma.us >, "Segalla, Mark" <mse alla@ci.reading ma.us> Subject: Boston Man and Arizona -Based Supplier Sentenced for Distributing Methamphetamine I USAO -MA I Department of Justice https: / /www. justice. gov/usao- ma/pr /boston- man - and- arizona- based- sut)plier- sentenced- distributing- methamphetamine Boston Man and Arizona -Based Supplier Sentenced for Distributing Methamphetamine BOSTON — A Boston man and his Arizona -based supplier have been sentenced in federal court in Boston for trafficking methamphetamine. Department of Justice U.S. Attorney's Office 0 District of Massachusetts Adrian Carlos Maldonado, 38, of Phoenix, Arizona, was sentenced on Wednesday, Aug. 29, 2018, by U.S. Senior District Court Judge Mark L. Wolf to 10 years in prison and five years of supervised release; and Peter Molloy, 39, of South Boston, was sentenced yesterday to 32 months in prison, three years of supervised release, and ordered to pay a $25,000 fine. In June 2018, Molloy and Maldonado each pleaded guilty to one count of conspiracy to possess with intent to distribute 50 grams or more of methamphetamine. Molloy also pleaded guilty to one count of possession with intent to distribute 50 grams or more of methamphetamine. Molloy began distributing methamphetamine in approximately January 2014, originally purchasing methamphetamine from a variety of sources and distributing the drugs to customers in the Boston area. At some point in roughly January 2015, Molloy began purchasing the drugs from Maldonado, who was based in Arizona. Maldonado arranged for the methamphetamine to be transported from Arizona to Massachusetts. A search of Molloy's residence in South Boston resulted in the seizure of more than 160 grams of methamphetamine, $75,762 in cash and a $1,000 money order. As part of his plea agreement, Molloy agreed to forfeit the seized cash and money order, his interest in his condominium, and a 2014 Hyunda Veloster that he used to facilitate drug dealing. Molloy also agreed to waive claims to other items that were seized, or turned over, to law enforcement during the investigation, including an additional $98,000, a $10,000 cashier's check and another $1,000 money order. United States Attorney Andrew E. Lelling; Harold H. Shaw, Special Agent in Charge of the Federal Bureau of Investigation, Boston Field Office; William Ferrara, Director of Field Operations of U.S. Customs and Border Protection; Raymond Moss, Acting Inspector in Charge of the U.S. Postal Inspection Service, Boston Field Division; Commissioner Thomas Turco of the Massachusetts Department of Correction; Reading Police Chief Mark D. Segalla; and Boston Police Commissioner William Gross made the announcement. Norfolk County Sherriff's Office; Suffolk County Sheriff's Office; and the Watertown, Quincy, Chelsea, Braintree, Peabody, Waltham, and Woburn Police Departments assisted with the investigation. Assistant U.S. Attorney James E. Arnold of Lelling's Narcotics and Money Laundering Unit prosecuted the case. Det. Robert J. MacHugh Reading Police Department FBI Boston OCDETF Strike Force Cell - (781) 656 -3120 EN Saunders, Caitlin From: Sent: To: Subject: 1. Happy Labor Day to all! Burns, Greg Friday, August 31, 2018 3:02 PM Delios, Jean; Jackson, Paul; Keenan, Cindy, Kraunelis, Matthew; Lel-acheur, Bob; Martel, Justin; Paul Guarino (pfguarino @comcast.net); Reading - All Fire Department; Reading - Police Dispatchers; Reading - Selectmen Reading Fire Department's Weekly Notes Weekly Notes August 31, 2018 2. Captain Marchetti sent the Hydra Ram back to the factory for service. The unit has been rebuilt and is back in service. 3. The DPW corrected an issue with Engine 4 not starting and also performed a complete service. It is now back in service. 4. Captain Antanavica has purchased 4 cans of Trufuel gas and oil mix. This premixed fuel will now used for all our saws which are all two stroke engines. These cans have been labeled and placed in the side room on the shelf. 5. We have ordered new chain saw for roof ventilation. 6. We have received covers for the Blitz guns to protect the nozzles from dirt and grime that will impede their operation. They will be installed after they are labeled. 7. Captain Nelson has completed a final inspection for the Burger King restaurant. No opening date has been set. 8. IT is in the process of installing new phones at the Stations. Several phones will require a new data line to be run to the installation location before the final project can be completed. FF Keough has emailed an instruction manual for the phones. 9. There will be a new "accessory apartment" behind 142 Wakefield Street. Please see email for the map location. Chief Gregory J. Burns Reading Fire Department 757 Main Street Reading, MA 01867 (P) 781.944.3132 (F) 789.942.9114 www. readinV a.Zov Saunders, Caitlin From: Lynn Landes, Reading -North Reading Chamber of Commerce <lynn @rnrchamber.com> Sent: Friday, August 31, 2018 9:11 AM To: Reading - Selectmen Subject: BiWeekly Updates - Do Good - Have Fun X Register early for IM �- - -" - - - -- Ninth Annual Fall Street 5k Race The Ninth Annual Fall Street 5k Race will take place at Washington Park, loo Washington Street, at 8 am on September 9. The race takes place before the Fall Street Faire festivities, which begin at noon. You can get more information and register for the 5K Race here. D Staples Back to School Coupon Save today at Staples • Time to get organized and ready for school. Here's a $5 off coupon for any purchase of $25 or more. Expires 9/1 so act fast! 0 0 Fitness Within & Oils Make and Take Fitness Within Saturday Sept 8 from 12 - 2 PM 545 Main Street, Reading $5 to Participate Mix up some magic oil potions to bring home, drink some wine, nibble on cheese, crackers and grapes or munch on vegetables and humus from Professor's Market. There isn't any obligation to purchase any product or service. This afternoon is designed to be a fun gathering while you learn more about how Fitness Within can help you with your fitness journey and how essential oils can be incorporated into your fitness routine. Oh yeah, everyone attending has a chance to win door prizes. As an added bonus, if you choose to join the bootcamp or small group membership that day you will save 50% off your first month of your membership. To offset cost for the materials, there is a $5 cover charge and you can make and take home one or all the items below! Items include: - Stretching Blend - Sanitizing Spray - Refreshing body spray - Cellulite reducing spray - After -sport bath soak - Runner's secret blend - Inflammation Reducer blend -Post workout rub no, Reading -North Reading Chamber of Commerce I PO Box 771, Reading, MA 01867 Unsubscribe selectmen @ci.reading.ma.us Update Profile I About our service provider Sent by lynn @rnrchamber.com in collaboration with 0 Try it free today I�� Saunders, Caitlin From: vtsdmailer @vt -s.net on behalf of Contact form at Reading MA <vtsdmailer @vt- s.net> Sent: Thursday, August 30, 2018 6:46 PM To: Reading - Selectmen Subject: [Reading MA] Will issue of swastikas be discussed at 9/11 mtg? (Sent by Rebecca Liberman, rfliberman @verizon.net) Hello Board of Selectmen, Rebecca Liberman (rfliberman @verizon.net) has sent you a message via your contact form (https: / /www.readingma.gov /user /475 /contact) at Reading MA. If you don't want to receive such e- mails, you can change your settings at https: / /www.readingma.gov /user /475 /edit. Message: Dear Members of the Select Board, I was wondering what, if anything, is being done to address the swastikas and anti - Semitic graffiti in town including a truly alarming recent incident where "Gas the Jews" was written at Parker Middle School. I wondered whether this issue will be discussed at your next meeting. In response to my questions about this, I received an email from the Town Manager last June suggesting a joint meeting of elected boards "sometime in the Fall ", and I would like to know whether there are any plans to hold that meeting and whether there will be discussion of a more forceful response from the town than what we've seen so far. I really hope there are plans to address this issue, and I would appreciate it if you would let me know what those are. Thank you. Sincerely, Rebecca Liberman Ef Saunders, Caitlin From: Mass Cultural Council <Newsletters =ART.state.ma.us@ mai 11 34.atl22 l.rsgsv.net > on behalf of Mass Cultural Council <News letters@ART.state. ma. us> Sent: Thursday, August 30, 2018 10:02 AM To: Reading - Selectmen Subject: Community Initiative - August 2018 View this email in your browser MEMMEMIMEM I'VES We conducted a series of 13 regional meetings across the state this summer as a follow up to the Mass Cultural Council Institute held in March 2018. The meetings gave us an opportunity to convene cities and towns by region to talk 0- During those meetings we also heard from you about your needs and how we can continue to support your work. They offered a chance to reflect on current practices, to learn from other communities in the region, and fostered relationships across cities and towns. � C a i �f a.,.,. y:h Each session consists of a 30- minute presentation followed by an open conversation among participants. Klass Cultural Council's Community Initiative staff will provide an overview of the team's approach to working regionally and the findings from the June 2018 regional meetings. ® By Artists, For Artists Report -October 17, 11 am Kathy Bitteti, artist, co- founder of Massachusetts Artists Leaders Coalition, and Lead Author of the By Artists, For Artists report, shares the outcome of their survey and next steps. The By Artists, For Artists project was designed to highlight the contributions and needs of those who make the Commonwealth a creative and dynamic place to live and to work. Boston's Literary District Engages Writers of Toda with the City's Rich Past In 2014, Boston became the first American city to have a Literary Cultural District. Last year on Mass Cultural Council's podcast, Creative Minds Out Loud, we spoke with Eve Bridburg, Executive Director of GrubStreet and Founder of the oston Literary District, and Alysia Abbott, Director of the Boston Literary District. They discuss what it takes to support long -term collaboration between organizations of different sizes and missions. Alysia says a big part of her job is sustaining engagement in shared work while providing a partnership flexible enough to withstand institutional needs and transitions. r �z _.,.tie.: `` [ €�' .—._S_S i Competitive grants of $15,000 and finalist awards of $1,000 to Massachusetts artists, in recognition of artistic excellence. Two deadlines per funding cycle: ® Crafts, Dramatic Writing, and Sculpture /Installation /New Genres ® Film & Video, Music Composition, and Photography - January 28, 2019 $250 transportation grants to help schools pay for educational field trips to c�o�3 Massachusetts non - profit cultural institutions. The 2018 -2019 online application opens at 4pm on September 20, 2018. Schools are eligible for one grant per school year. $500 grants to help festival programmers meet the needs of producing, promoting, and developing audiences. Deadline: September 15, 2018. Each of the Commonwealth's 329 LCCs are accepting applications by October 1, 2018. Individuals, schools, and cultural organizations are encouraged to applications Grants of $500 - $5,000 to schools to support creative learning residencies of three days or more in the arts, sciences, and humanities. The 2018 -2019 online application opens at 4pm on October 10, 2018. Applications will be reviewed in the order received. M 77Z IT it �. •: • � .. � r * i i:: C` � us` "s <�q ;".` � ' r . € 'ii � i. i'�'' i ; € �' • � 2018 in College Park, Maryland. National Arts in Education Week (September 9-15, 2018) is a Congressionally-designated celebration of the transformative power of the arts in education. The field of arts education annually joins together to bring visibility to the cause, unify stakeholders with a shared message, and provide the tools and resources for local leaders to advance arts education. Find many wy.§i_to REHEM WalkBoston, Massachusetts' main pedestrian organization, leads fun, low-cost walk audits that teach participants about the elements of a good walking environment, highlight opportunities to improve walking conditions, and build local support for pedestrian enhancements. Interested? Contact: Wendy Landman at 617-367-9255. OFBYFORALL is a project that envisions a world in which cultural and civic resources are shared generously. It is a movement, a community, and a set of tools to make your organization stronger. Do you want your organization to provides scores for every county's arts dollars, arts providers, government support, socio-economic, and other leisure characteristics. a local children (Greenfield Recorder, July 15, 2018) Berkshire boost (Berkshire Eagle, July 10, 2018) ® Keepin ®rnervllle cool (Commonwealth, July 10, 2018) s f+ i, between art nature (Berkshire Eagle, July 6, 2018) • The Top 40 Most Vibrant Arts Communities in AmerIca, 2-018 (SMU1 Data Arts report, i • Arts and-Culture take gq June 29, 2018) �II About the Mass Cultural Council Mass Cultural Council is a state agency supporting the arts, sciences, and humanities, to improve the quality of life in Massachusetts and its communities. It pursues its mission through a combination of grants, services, and advocacy for nonprofit cultural organizations, schools, communities, and artists. About the Community Initiative Mass Cultural Council's Community Initiative unleashes the power of culture in cities and towns across the Commonwealth. We help communities create rich cultural experiences that improve our quality of life, foster growth and economic development, and celebrate the authentic power of place. We form partnerships between developers, cultural leaders, and municipalities that transform cities and towns through culture. And we're leading a movement to bring people of all backgrounds in the arts, humanities, and sciences together for a common cause: to elevate the importance of culture to create a better Commonwealth. Community Initiative Team Meri Jenkins, Program Manager Cultural Districts Arreen Andrew, Program Officer Festivals, Local Cultural Councils Mina Kim, Program Officer Local Cultural Councils Lisa Simmons, Program Manager Festivals, Local Cultural Councils Charlotte Cutter, Program Officer Local Cultural Councils Copyright © 2018 Mass Cultural Council, All rights reserved. You are receiving this email because you opted in. Our mailing address is: Mass Cultural Council 10 St. James Avenue Boston, MA 02116 Add us to your address book Want to change how you receive these emails? You can update your preferences or unsubscribe from this list. READING POLICE DEPARTMENT 15 Union Sit-W, Reading, MaSSQChUSCUS 01867 Altirk D. ,Segalla F.niergency Only 911 All Othet Calls: 781 -944 -1212 Fax: 781 -944 -2893 Cbicftofpolice Email: Msegalla606.rcading.int. us August 28, 2018 Executive Office of Public Safety and Security Attn: Fiscal Affairs 1 Ashburton Place, Room 2133 Boston, MA 02108 The recent state budget for FY19 contains funding for Public Safety in the Town of Reading. In particular: line item 8000 -0313 provided further, that no less than $25,000 shall be expended for a public safety grant in the town of Reading. The Town of Reading appreciates the funding of this request, and will use these funds to pay for overtime and backfill costs of a joint Fire, Police and Dispatch training to enhance our ability to respond to an active shooter event. Our project scope will include: planning meetings, Incident Command training for supervisors in the Fire, Police and Central Dispatch, table top exercises and full scale training exercises for police, fire and dispatch personnel. The primary focus of this exercise will be to build upon the lessons learned in last year's active shooter training with the goal of improving and integrating the command functions. These include police, fire (EMS), and emergency management but also include the Office of the Town Manager, Superintendent of Schools and School Principals to ensure a Unified Command System is established and a coordinated response to an active shooter event is implemented. Other focuses will be to reinforce police and fire training in the Rescue Taskforce concept in an effort to provide critical EMS care as early into the event as possible; and to improve the Reading Fire Department's mass casualty treatment capabilities. The expected outcome of this joint training will create an increased knowledge and proficiency of the Incident Command System for the police, fire, central dispatch, school administration and emergency management and strengthen our ability to form a Unified Command system that can integrate the response capabilities of multiple agencies. qrl We fully expect we will be able to measure these improvements at future emergencies that require a multi- agency response and the establishment of a Unified Command system. We also expect improvements in our day to day operations of police, fire, dispatch, Town and School staff. In order to continue the training in the future, we respectfully request that not less than $25,000 from line item 8000 -0313 be made available to the town of Reading. This funding will cover several days of training for police, fire and public safety dispatchers and any other incidental related costs. Thank you for your consideration in this matter. Sincerely, Robert W. LeLacl Town Manager Town of Reading Town of cc: Representative Bradley Jones, Minority Leader Reading Select Board Reading School Committee Chidf Gregory J. Burns Reading Fire Department no' Saunders, Caitlin From: LeLacheur, Bob Sent: Wednesday, August 29, 2018 2:55 PM To: Saunders, Caitlin Subject: FW: [Reading MA] Follow up: Traffic concerns - Washington St. (Sent by Nick Gagnon, gagnonjn @gmail.com) Attachments: Washington Street Concerns 2018.pdf SB packet (email & attachment) Robert W. LeLacheur, Jr, CFA Town Manager, Town of Reading 16 Lowell Street, Reading, MA 01867 townmanaaer(@ci.readina.ma.us (P) 781 - 942 - 9043; (P) 781- 942 -9037 www.readingma.gov Town Hall Hours: M,W,Th: 7:30 a.m - 5:30 p.m.;T: 7:30 a.m. - 7:00 p.m.; CLOSED Friday From: Amendola, Christine Sent: Wednesday, August 29, 2018 2:53 PM To: Segalla, Mark; Andrew Friedmann at Home Cc: LeLacheur, Bob Subject: RE: [Reading MA] Follow up: Traffic concerns - Washington St. (Sent by Nick Gagnon, gagnonjn @gmail.com) Good Afternoon Andy, Please see attached traffic analysis in regards to the traffic concerns on Washington Street. I will also respond to Mr. Gagnon with our findings. Thank you, Lt. Christine Amendola From: Segalla, Mark Sent: Saturday, August 25, 2018 11:40 AM To: Andrew Friedmann at Home Cc: LeLacheur, Bob; Amendola, Christine Subject: Re: [Reading MA] Follow up: Traffic concerns - Washington St. (Sent by Nick Gagnon, gagnonjn@gmail.com) Hi Andy, I've cc'd Lt. Christine Amendola, who is in charge of the Safety Officer. The two of them are extremely diligent at following up on all traffic concerns. She will let us know Monday where we stand on coming up with a satisfactory resolution to this issue. °I S� Thank you, Mark Chief Mark D. Segalla Reading Police Department 15 Union Street Reading, MA 01867 781- 942 -6774 MSe ag ilana,ci.reading ma.us FBINA 271 On Aug 25, 2018, at 11:03 AM, Andrew Friedmann at Home < selectman. friedmanngyahoo.com> wrote: (this can wait until next week) Hi Chief, Any follow up on this? Andy - - - -- Forwarded Message - - - -- From: Contact form at Reading MA <vtsdmailer(aD_vt- s. net> To: "selectmen (aci. read ing.ma.us" <selectmen(a)_ci. reading. ma. us> Sent: Monday, August 13, 2018,12:48:45 PM EDT Subject: [Reading MA] Follow up: Traffic concerns - Washington St. (Sent by Nick Gagnon, gagnonjn(cDg mail. com) Hello Board of Selectmen, Nick Gagnon (gagnonnag mail. com) has sent you a message via your contact form (https: / /www.readingma.gov /user /475 /contact) at Reading MA. If you don't want to receive such e- mails, you can change your settings at https://www.readingma.gov/user/475/edit. Message: Dear Select Board - I wrote to you in May 2018 to express concerns about the lack of traffic calming measures on Washington St. in front of Washington park. Following my message a temporary radar speed sign was installed by the Reading police to help reduce traffic speed on the street. Unfortunately, any benefits from this measure has rapidly disappeared once the sign was removed from the street. I'm therefore writing to you again to reiterate my concerns about the safety of the street. As mentioned in my first message to you in May, the street is narrow and is heavily used by drivers as a short cut to access the downtown core. The view of the park entrance is often blocked by parked cars and there's no measures in place to reduce traffic speed despite the fact that the park is heavily used by families with toddlers and young children. I have personally witnessed just last weekend, a young toddler running out of the park without looking and an incoming car traveling too fast having to brake =00 suddenly to avoid a tragic accident Given that the last action by the town (radar speed sign) only had limited and temporary benefits in reducing speed, will the town consider more permanent measures (e.g., speedbumps) to improve safety around the park? Thank you for your consideration. Best regards, Nick Gagnon 76 Washington St. Reading MA 01867 617- 955 -7719 gagnonj�gmail.com READING POLICE DEPARTMENT w1 Union Street ■ Reading, Massachusetts-0 1867 czEmergency Only: 911■ All Other Calls: (781- 944 -1212) ■ Fax: (781)944 -2893 Web: www.reading.ma.gov /police - department To: Chief Mark D. Segalla From: Lieutenant Christine Amendola Re: Washington Street Concerns Date: August 28, 2018 Chief Segalla, In response to a resident's traffic concerns on Washington Street, we conducted a traffic speed study in the area of 76 Washington Street. The speed alert sign was placed in front of 76 Washington Street from (6/07/18- 6/14/18). The data collected showed a low- moderate traffic volume during the day with a slight raise in traffic during the evening commute hours. The speed alert sign also gathered information regarding the speed of the motor vehicles. As a result of this from this traffic study, there appears to be very minor speed concerns on the one way section Washington Street, with an avg. of 5% of vehicles going between 25- 30mph. 95% of all vehicles were operating under the speed limit. The speed limit in that area is 25 mph. The average speed was 19mph. A crash audit in the area yielded a one car crash in the past five years. After further inspection of the area, there appeared to be lack of speed limit signage along this route. A work order was put in to the Reading DPW (2018 -14) and three additional 25mph signs were installed on Washington St. Another traffic speed board will be placed back in front of 76 Washington St due to the new speed limit signs that are in place, to compare data. Police speed enforcements will also be conducted in the area. On 6/27/2018 The Parking Traffic and Transportation Task Force ( PTTTF) met and the request for speed bumps on Washington St in front of Washington Park was evaluated. The PTTTF denied the request as we do not recommend the use of speed bumps on the public ways. Respectfully Submitted, Lt. Chr6W"i&Anti ndo1,a1 Lieutenant Christine Amendola Saunders, Caitlin From: Mass. Municipal Assoc. <dwilliams @mma.org> Sent: Wednesday, August 29, 2018 8:25 AM To: Reading - Selectmen Subject: Can You Join Us on September 25? Dear Member, The Massachusetts Municipal Selectmen's Association will have their September Regional Meeting on Tuesday, September 25 in Danvers at the Danversport Yacht Club (161 Elliott St, Danvers, MA 01923) with registration beginning at 7 a.m. The breakfast meeting is free of charge but registration is required - you can register online here. Featured speakers for this program are: Jay Ash, Massachusetts Secretary of Housing and Economic Development Geoff Beckwith, MMA Executive Director & CEO The program will begin with registration and a networking breakfast at 7:oo a.m. and include an MMA legislative update from MMA Executive Director Geoff Beckwith and welcoming remarks from Jim Lovejoy, MSA President and Mount Washington Selectman. The meeting will conclude by io:oo a.m. If you have any questions, please don't hesitate to contact me. Best, Devon Devon Elizabeth Williams Member Services Coordinator Massachusetts Municipal Association One Winthrop Square, Boston, MA 02110 Phone: 617-426-7272 x104 dwilliams@mma.org I @massmunicipal F-I IN no, Saunders, Caitlin From: National Civic League <aac @ncl.org> Sent: Tuesday, August 28, 2018 2:16 PM To: Reading - Selectmen Subject: Kettering Foundation Official Named Chair of the National Civic League NATIONAL CIVIC LEAGUE National Headquarters th 190 East 9 Ave, Ste #200 Denver, CO 80203 Tel.: (303) 571 -4343 FAX: (888) 314 -6053 ncl @nci.org www.nationalcivicleague.org OFFICERS Valerie Lemmie, Chair Heather Johnston, Treasurer Alberto Olivas, Secretary Doug Linkhart, President DIRECTORS Teree Caldwell- Johnson James Cloar Hon. Brad Cole Hon. Bryan Desloge Lee Feldman Alex Hannah Mayor Sherman Lea Hon. Ron Loveridge Maureen McDonald Terry Minger Derek Okubo (Frmr Chair) Angela Romans Hon. David Sander (Frmr Chair) Anthony Santiago Cindy Steinhauser Andy Taft Hon. Angel Tavares FORMER BOARD CHAIRS Denver, Colo — August 20, 2018 — The National Civic League Board of Directors has elected Valerie Lemmie, director of exploratory research at the Kettering Foundation, as its chair. Ms. Lemmie officially began as chair of the League June 25, following a brief tenure as vice chair. The National Civic League is a 124 -year old institution whose mission is to advance civic engagement to create equitable, thriving communities. Founded in 1894 by a group of civic leaders that included Theodore Roosevelt and Louis Brandeis, the National Civic League is a nonpartisan, nonprofit organization, and is now based in Denver, Colorado. Major programs include the All- America City awards, National Civic Review quarterly journal, Model City Charter and Civic Index. Next year the League will be celebrating its 125th Anniversary, as well as the 70th Anniversary of the All- America City awards. As a former city manager, Valerie Lemmie has a great deal of experience with civic engagement. The National Civic League helped to create the city council -city manager form of local governance, and Dayton, Ohio, the home of the Kettering Foundation, was the first large city to install the new model, in 1913. Ms. Lemmie served as city manager of Dayton many decades later, as well for the cities of Petersburg, Virginia, and Dayton and Cincinnati, Ohio. An adept strategic thinker with more than 35 years of experience in solving complex problems and addressing controversial issues, Lemmie joins the foundation after a distinguished career in public service. She served as city manager for the cities of Petersburg, Virginia and Dayton and Cincinnati, Ohio; commissioner on the Public Utility Commission of Ohio; and district director and acting chief of staff for Congressman Turner (Ohio's 10th District). Most recently, Lemmie directed the Eastern Interconnection States' Planning Council, an initiative designed to evaluate transmission grid development options throughout the Interconnection. Lemmie Mayor Steve Hogan (17 -18) has also served as adjunct professor at Howard University and the Mayor Michael Hancock (13 -15) University of Dayton and as a fellow at the Center for Municipal Hon. Sandra Freedman (08 -12) Management at George Washington University. Robert Rawson, Jr. (04 -07) Dorothy S. Ridings (01 -04) Lemmie has served on numerous boards, including Dayton History, Dr. David Mathews (00) Initiatives of Change, National Academy of Public Administration Hon. R. Scott Fosler (98 -00) (where she is an elected fellow), House of Representatives Hon. Bill Bradley (96 -98) Committee on Urban Redevelopment, and President Clinton's Hon. John Gardner (94 -96) Greenhouse Gas Advisory Committee. Hon. George Latimer (93) Hon. Henry G. Cisneros (89 -92) A published author and speaker on public policy and utility Hon. William F. Winter (88 -89, regulatory issues nationally and internationally, Lemmie received 93) her BA in political science and urban sociology from the University Terrell Blodgett (87 -88) of Missouri and an MA in urban affairs /public policy planning from Hon. William W. Scranton (70 -73) Washington University. National Civic League 1 190 E. 9th, Suite 200, Denver, CO 80203 Unsubscribe selectmen @ci.reading. ma. us Update Profile I About our service provider Sent by aac @ncl.org in collaboration with FMq Try it free today Dear Legislator /Municipal Official: I am writing to inform you that the MBTA has decided to limit the planned increase at the Alewife garage to $2 per day, instead of $3 as initially intended. We have made this decision in light of the major repairs at the garage that are set to begin in September. This is also to maintain consistency in our application of the new policy; as you may be aware, we are implementing similar limitations in rate increases for the garages at Braintree and Quincy Adams, where major rehabilitation work is also getting underway. The rate changes, scheduled to take effect on Sept. 1, 2018, follow the implementation of a new parking policy unanimously adopted by the Fiscal and Management Control Board in June. The new parking policy represents a balanced approach that cuts prices at many lots, adds new products, and aims to improve the customer experience by encouraging the use of parking facilities with more free space. This, in turn, frees up space at the busiest lots, and grows revenue to reinvest back into the system. As it stands now, a number of the T's parking facilities reach full capacity by 7:30 a.m. while thousands of parking spaces remain empty during the day at underused facilities. By adjusting parking prices, the MBTA hopes to create more room for everyone. Starting Sept. 1, we will continually evaluate the new rates' efficacy and address any gaps or inefficiencies periodically. Further, as part of the adoption of the new policy, MBTA parking staff is required to return to the Control Board after a 90 -day review and observation period to present findings on customer behavior and any unintended consequences of the new policy and prices. Briefly, the new rates include the following: • Increased weekday rates at locations that reach capacity early in the day • Reduced weekday rates at locations with more availability • Reduced weekend rates at almost every station • Changes to monthly rates that reflect new weekday rates In addition to our efforts to create more space and to encourage the use of underutilized facilities, we are also investing more in our parking garages and surface lots to address necessary maintenance and rehabilitation. Some of these investments include: Alewife Garage: The MBTA is in the process of developing a long -term plan for the garage, and in early July, solicited bids for an Alewife Garage Structural Repairs contract. In September, the MBTA will begin a $5.7 million repair project which includes repairing beams, patching concrete decks, re- caulking deck joints, and cleaning and flushing the existing drainage system. South Shore Garages: $64 million in a full -scale rehabilitation of Quincy Adams and Braintree garages resulting in better access, brighter lighting, and extending the useful life of the garages for decades to come. Mal • Surface Lot Reconstruction: More than $10 million to improve pavement, lighting, security, and customer access at MBTA surface parking lots. • Better Maintenance: The MBTA is investing more in things like painting, sweeping, and lighting to make our facilities better places to park. As we get closer to the effective date, we are starting the process of informing our customers of the changes through a number of channels. We also encourage you to visit our website: www.mbta.com /parkingprices. Thank you for reaching out and we look forward to your feedback. f Abington $4 $2 $70 Alewife $9 $3-- Andover $4 $2 $70 Ashland $4 $2 $70 Auburndale $6 $2 $105 Ballardvale $4 $2 $70 Beachmont $5 $2.50 $87.50 Bellevue $4 $2 $70 Beverly $2 $2 __ Depot Bradford $2 $2 $35 Braintree $9 $3-- Brandeis/R $4 $2 $70 oberts Bridgewater $4 $2 $70 Butler $4 $2 $70 Campello $2 $2 $35. Canton $4 $2 $70 Center Canton $4 $2 $70 Junction Chestnut $9 $3 $157.50 Hill Cohasset $2 $2 $35 Dedham $2 $2 $35 Corporate East $6 $2 $105 Weymouth Eliot $9 $3 $157.50 Fairmount $4 $2 $70 Forest Hills $9 $3 $157.50 Forge Park/Route $4 $2 $70 495 Framingha $4 $2 $70 m Franklin $6 $2 $105 Gloucester $2 $2 $35 Grafton $4 $2 $70 Greenbush $2 $2 $35 Halifax $2 $2 $35 Premium spotsavaila ble; garage underrenov ation �J3 Hamilton/W $4 $2 $70 enham Hanson $4 $2 $70 Haverhill $2 $2 $35 Hersey $4 $2 $70 Highland $4 $2 $70 Hingham $2 $2 $35 Shipyard Holbrook/R $4 $2 $70 andolph Hyde Park $4 $2 $70 Islington $4 $2 $70 Kingston /R $4 $2 $70 oute 3 Littleton /Ro $6 $2 $105 ute 495 Lynn $2 $2 $35 Malden $7.50 $3 $131.25 Center Mattapan $2 $2 $35 Middleboro ugh /Lakevill $4 $2 $70 e Milton $6 $2 $105 Montello $2 $2 $35 Montserrat $4 $2 $70 Nantasket $2 $2 $35 Junction Needham $4 $2 $70 Heights Needham $6 $2 $105 Junction Newburypo $4 $2 $70 rt Norfolk $4 $2 $70 North $4 $2 $70 Beverly North Quincy - $5 $3 $87.50 Hancock St North Quincy - $5 $3 $87.50 Newport Ave North $4 $2 $70 Scituate Norwood $4 $2 $70 Central Norwood $2 $2 $35 Depot Oak Grove $9 $3-- Premium spotsavail able C�Ja Orient $5 $2.50 $87.50 Heights Plymouth $2 $2 $35 Premium Quincy spotsavaila Adams $9 $3-- ble; garage underrenov ation Reading $6 $2 $105 Readville $2 $2 $35 Riverside $6 $3 $105 Roslindale $4 $2 $70 Village Route 128 $7 $3-- Rowley $2 $2 $35 Salem $5 $2-- Savin Hill $7.50 $2.50 $131.25 South $6 $2 $105 Attleboro South $2 $2 $35 Weymouth Southborou $6 $2 $105 gh Stoughton $4 $2 $70 Suffolk $2.50 $2.50 $43.75 Downs Sullivan $9 $6 $157.50 Square Swampscot t $6 $2 $105 Waban $9 $3 $157.50 Wakefield $6 $2 $105 Walpole $4 $2 $70 Watertown $2.50 $2.50 $43.75 Yard Wellington $9 $4 $157.50 West $2 $2 $35 Gloucester West $4 $2 $70 Hingham West $5 $2 $87.50 Medford West $6 $2 $105 Natick West Newton - $4 $2 $70 Washingto n St Ii\Pi West Newton - $4 $2 $70 Webster St West $6 $2 $105 Roxbury Westborou $6 $2 $105 gh Weymouth Landing /Ea $4 $2 $70 st Braintree Whitman $6 $2 $105 Wilmington $6 $2 $105 Prices May chap e Wollaston $5 $2.50 $87.50 after stati on renovatio n Wonderlan $7 $2-- d Garage Wonderlan $7 $2 $122.50 d Lot Woodland $6 $3-- O�j�D Saunders, Caitlin From: vtsdmailer @vt -s.net on behalf of Contact form at Reading MA <vtsdmailer @vt- s.net> Sent: Tuesday, August 28, 2018 12:01 PM To: Reading - Selectmen Subject: [Reading MA] speed limits (Sent by Victoria McGrane, victoria.mcgrane @gmail.com) Hello Board of Selectmen, Victoria McGrane (victoria.mcgrane @ gmail.com) has sent you a message via your contact form (https: / /www.readingma.gov /user /475 /contact) at Reading MA. If you don't want to receive such e- mails, you can change your settings at https: / /www.readingma.gov /user /475 /edit. Message: Dear Selectmen: I am a new resident to Reading, Ma., and am excited to be part of the community. However, I am very concerned by the driving behaviors I seen around town, in residential areas I know are full of children. Living on the corner of Franklin and Grove Streets, we see a lot of unsafe driving that is clearly in excess of the speed limit. I imagine this will only get worse once school starts. We have two small children and know the families all around us have children as well. I would urge the board to consider dropping the speed limit in town to 25 mph as you are empowered to do under Massachusetts law. The problem is that at 30 mph, drivers feel entitled to drive even faster. That endangers children and other pedestrians. As cited in the below article, a study of Boston's decision to lower its speed limit found that "once the 25 miles per hour limit was imposed, drivers were 8.5 percent less likely to travel above 30 mph, and about 29 percent less likely to drive over 35 mph." https: / /www.bostonglobe.com/ metro / 2018 /08/27 /some -city- councilors -a re-eyeing- mph- speed- limit- boston/ ONEOy4xlXlgyhFPVMSRGMK /story.html As I said, I am new, so I do not know what if any history there is in town of discussing this topic, but I urge you to consider it. Please let me know what else I can do to further discussion of such a change. Best Victoria McGrane 565 Franklin Street Saunders, Caitlin From: Sprint Business < Sprint- Business @sprint.com> Sent: Tuesday, August 28, 2018 10:32 AM To: Reading - Selectmen Subject: Painless conference calls are possible View online Conference calls can be a pain — entering a PIN every time, asking who's on the call, wondering who just asked that question. UberConference from Sprint Business solves these headaches. It's a conferencing solution that's super easy to use and super affordable, connecting as many as 100 people. See why your people will love this modern, audio conferencing and online meeting solution. Watch the video IrRIMM @2018 Sprint. All rights reserved. Sprint and the logo are trademarks of Sprint. Other marks are the property of their respective owners. 326078 -MPU This email was sent to selectmen @ci.reading.ma.us. This is a promotional email from Sprint. For questions about our privacy policy write to: Office of Privacy - Legal Department, Sprint, P.O. Box 4600, Reston, VA 20195. UNSUBSCRIBE I SPRINT PRIVACY POLICY {{my. International Privacy }} I � Ix Saunders, Caitlin From: LeLacheur, Bob Sent: Tuesday, August 28, 2018 8:58 AM To: Saunders, Caitlin Subject: FW: MPO Election Attachments: MPO Elections 2018 ceo memo.docx; MPO 2018 election procedures.docx; Boston MPO Election 2018 Nomination Papers.docx; Boston MPO Election 2018 Statement of Candidacy.docx Importance: High Email & attachments in the next SB packet at the request of Vanessa. If she doesn't mention it during liaison reports, I'll do it during my report: From: Deborah Gaul [ mailto :dgaul@mbtaadviso[yboard.org] Sent: Tuesday, July 31, 2018 11:13 AM To: Deborah Gaul Subject: MPO Election Importance: High Dear MBTA Advisory Board Members; Most of the members of the MBTA district are also members of the Boston Metropolitan Planning Organization (MPO), the organization that makes many of the transportation funding decisions in the Boston Region. The MPO has 22 voting members including the MBTA Advisory Board. Four of those seats will be up for election this Fall. Attached are the documents that went out to every eligible community regarding the seats that are up for election, the nomination process to get on the ballot and an overview of the election process. The MPO make critical decisions regarding which projects are included for funding with federal funds, as well as regional priorities in spending going forward. Please take a few minutes to review this information. As candidates come forward and the election heats up, we will keep you apprised. Thank you, Paul Regan Paul Regan Executive Director MBTA Advisory Board 177 Tremont Street Boston, MA 02111 phone: 617- 426 -6054 fax: 617 - 451 -2054 MBTAAdvisoryboard.org �J� From: Bourassa, Eric [mailto:EBourassa @mapc.org] Sent: Monday, July 30, 2018 9:36 AM To:'Alexandra Kleyman'; Paul Regan Subject: MPO Election documents for first mailing Ali and Paul, Sending this out this week. Paul that would be great if you could send too. And Ali if we can post on the website. Thanks!!!! Eric Bourassa Director of Transportation Division Metropolitan Area Planning Council 60 Temple Place Boston, MA 02111 617- 933 -0740 617 - 482 -7185 (fax) ebourassa @mapc.org wwwo�re��� A C 50 F Fi,,',' Please be advised that the Massachusetts Secretary of State considers e -mail to be a public record, and therefore subject to the Massachusetts Public Records Law, M.G.L. c. 66 § 10. MBTA Advisory Board 177 Tremont Street, Boston, MA 02111 METROPOLITAN AREA PLANNING COUNCIL Tel: (617) 426 -6054 Fax: (617) 451 -2054 July 31, 2018 TO: Chief Elected Officials FR: Paul Regan, Executive Director, MBTA Advisory Board Marc Draisen, Executive Director, Metropolitan Area Planning Council RE: Municipal Elections to the Boston Region Metropolitan Planning Organization IMPORTANT DATES: • Nomination Papers Due —Friday September 28, 2018, at 5:00 PM, to MAPC; • Election — MAPC Fall Council Meeting Wednesday October 31, 2018 location TBD We are pleased to forward a copy of the election procedures for the elected municipal seats on the Boston Region Metropolitan Planning Organization (MPO). The MPO decision - making board is responsible for planning and programming federal financial resources for a multi -modal transportation system for the 97 municipalities in the Boston metropolitan region. (An overview of MPO member responsibilities is included as Attachment C of the Official Notice of Elections.) There are four seats on the MPO up for election. The MPO seat currently held by the City of Newton representing the 24 cities in the region, the seat currently held by the Town of Arlington representing the 73 Towns in the region, the seat currently held by the City of Woburn representing the North Suburban Planning Council sub - region, and the seat currently held by the Town of Norwood representing the Three Rivers Interlocal Council (TRIO) sub - region, are up for election this year. Any city in the region may run for the open City seat and any town in the region may run for the open Town seat, while only municipalities from either the North Suburban or TRIC sub - regions may seek nominations to run for those respective open sub - regional seats. The MPO has 22 voting members, which currently include representatives from the following: State Agencies and Authorities Massachusetts Department of Transportation (MassDOT) with three seats appointed by the Secretary of Transportation, at least one of which is from its Highway Division Massachusetts Bay Transportation Authority (MBTA) Massachusetts Port Authority (Massport) q�3 Regional Councils Metropolitan Area Planning Council (MAPC) MBTA Advisory Board Regional Transportation Advisory Council (RTAC) Municipalities City of Boston with two seats Eight (8) elected municipalities representing each of the eight MAPC sub - regions: Inner Core Committee: Somerville Three Rivers Inter -local Council: Norwood South West Area Planning Committee: Medway MetroWest Regional Collaborative: Framingham North Suburban Planning Council: Woburn North Shore Task Force: Beverly Minuteman Advisory Group on Inter - local Coordination: Bedford South Shore Coalition: Braintree Four (4) elected municipalities serving at -large seats: Two (2) cities filling at -large seats: Newton and Everett Two (2) towns filling at -large seats: Arlington and Lexington All twelve elected municipal seats (including the sub - regional seats) are elected by all of the 101 municipalities in the Boston Region MPO area. Each of the 97 municipalities may vote for one (1) municipality for each of the four (4) open seats. The election will be held at MAPC's Fall Council Meeting on October 31 St (location TBD). In order to qualify to be on the ballot, each chief elected official who wishes to be a candidate must secure the signatures of five chief elected officials in the region, including their own. Chief elected officials may only sign nomination papers for one municipality per sub - region for the two open sub - regional seats, and one each for the open town and city seats. Nominations are due to MAPC by 5:00 PM on Friday, September 28, 2018 and must be filed in person or by mail at the MAPC, 60 Temple Place, 6t" Floor, Boston, MA 02111. Faxes or emails will not be accepted. A copy of the official notice and procedures for nomination and election to the MPO are attached. If you have questions, please call Eric Bourassa (617) 933 -0740 or Paul Regan at (617) 426 -6054. Attachments: Official Notice, including Attachments A - C Nomination Papers Statement of Candidacy qya Official Notice 2018 Boston Region MPO Municipal Election Procedures At the MAPC Fall Council Meeting, on Wednesday October 31, 2018 (location TBD), elections will be held for four (4) of the twelve (12) elected municipal seats on the Boston Region Metropolitan Planning Organization (MPO). At that time one of the at -large City seats and at -large Town seats, as well as the North Suburban Planning Council sub - region and Three Rivers Interlocal Council (TRIO) sub - region seats, will be elected to the MPO by the chief elected officials of the 97 municipalities which constitute the Boston metropolitan region. Pursuant to the MPO Memorandum of Understanding, approved on July 7, 2011, MAPC and the MBTA Advisory Board (Advisory Board) administer the election of the municipal representatives to the MPO. MPO Seats Up For Election One (1) town from any part of the Boston MPO region. One (1) city from any part of the Boston MPO region. One (1) municipality from the North Suburban Planning Council sub - region. One (1) municipality from the TRIC sub - region. Terms of election on the MPO are for three years. Nomination Process Nominees for the elected municipal seats shall be the chief elected official of the municipality. In cities this is the Mayor or, if the city does not have the office of Mayor, then the Chairman of the Council, with the exception of Plan E cities (Cambridge) in which case it shall be the City Manager. In towns, the chief elected official is the Chairperson of the Board of Selectmen. The MPO will accept the Chair's nomination of a candidate whether or not the full Board of Selectman has voted it. A nominee for an open municipal seat must receive five nominations made by any chief elected official from the Boston region, regardless of which sub - region they are from. A chief elected official may nominate his or her municipality and that nomination shall count as one of the five nominations needed to place a municipality on the ballot. Each chief elected official may only sign nomination papers for one municipality per open seat. Nominations papers are due on Friday, September 28, 2018 to MAPC by 5:00 PM and must be Bled in person or by mail at MAPC, 60 Temple Place, 6t" Floor, Boston, MA 02111, Attn: MPO Elections. Faxes or emails will not be accented. Nomination papers shall include a statement of candidacy (250 word limit) of the community, also due at this time. Voting Process Each of the 97 municipalities may vote for one (1) municipality for each of the four (4) open seats. Ballot A ballot will be prepared by MAPC and the Advisory Board based on the certification of nomination papers. The ballot shall contain a list of the nominated municipalities. Candidate communities shall appear on the ballot in an order drawn by lot by designated officers of MAPC and the Advisory Board. The subregion of each of the communities shall be identified on the ballot. A candidates' booklet shall be issued that shall contain the statement of candidacy of the communities. The list of communities shall appear in the booklet in the same order that they appear on the ballot. In a second mailing, MAPC and the Advisory Board will include an absentee ballot and instructions for how municipalities can cast their vote. Opportunities for Discussion with Representatives of the Candidate Communities The Metropolitan Area Planning Council and the MBTA Advisory Board shall provide appropriate opportunities for the electorate to meet representatives of candidate communities and discuss issues. In 2018, this may be accomplished by holding a Candidates Forum at the State Transportation Building in early October (date and time TBD). Election The election will be held at MAPC's Fall Council Meeting on October 31 st (location TBD). On that day, the designated officers of MAPC and the Advisory Board shall supervise the election to the municipal seats. Ballots shall be cast by the chief elected official of the municipality (as defined by the rules for nominees), or that person's designee. Designees shall present a letter signed by the chief elected official to the designated officers of MAPC and of the Advisory Board thirty minutes prior to the convening of the election on election day. This letter will appoint the designee and confirm his or her authority to cast the municipality's ballot. Such a designation shall be delivered in person or by mail. Designees may represent only one municipality in the election. The designation may require the designee to vote for specific individuals or may vest discretion in the designee. If the chief elected official is unable to attend the election and does not designate another individual to attend, an absentee ballot may be filed. Such an absentee ballot must be filed by 5 PM the day before the election with the Metropolitan Area Planning Council, 60 Temple Place, Boston, MA 02111. No faxes will be accepted. This ballot is valid for any election (e.g. run off election in case of a tie) held on the day of the MPO election for which the candidates selected on the ballot are still eligible to receive votes. The MPO seat is held by the municipality. The chief elected official (or their official designee) shall represent the municipality throughout the municipality's term of office. The designated officers of MAPC and of the Advisory Board shall certify the results of the election to the chairman of the MPO by 12 noon on the Friday following the election. Attachment A MAPC Sub - regions SUBREGION COMMUNITIES North Shore Task Force Beverly, Danvers, Essex, Gloucester, Hamilton, Ipswich, Manchester -by- the -Sea, Marblehead, Middleton, Nahant, Peabody, Rockport, Salem, Swampscott, Topsfield, Wenham North Suburban Planning Council Minuteman Advisory Group Interlocal Coordination (MAGIC) MetroWest Regional Collaborative South West Advisory Planning Committee (SWAP) Burlington, Lynnfield, North Reading, Reading, Stoneham, Wakefield, Wilmington, Winchester, Woburn Acton, Bedford, Bolton, Boxborough, Carlisle, Concord, Hudson, Lexington, Littleton, Lincoln, Maynard, Stow, Sudbury Ashland, Framingham, Holliston, Marlborough, Natick, Southborough, Wayland, Wellesley, Weston Bellingham, Dover, Franklin, Hopkinton, Medway, Milford, Millis, Norfolk, Sherborn, Wrentham Three Rivers (TRIC) Canton, Dedham, Dover, Foxborough, Medfield, Milton, Needham, Norwood, Randolph, Sharon, Stoughton, Walpole, Westwood South Shore Coalition Braintree, Cohasset, Duxbury, Hanover, Hingham, Holbrook, Hull, Marshfield, Norwell, Pembroke, Rockland, Scituate, Weymouth Inner Core Arlington, Belmont, Boston, Brookline, Cambridge, Chelsea, Everett, Lynn, Malden, Medford, Melrose, Milton, Newton, Quincy, Revere, Saugus, Somerville, Waltham, Watertown, Winthrop Iq I Attachment B Boston Metropolitan Planning Organization 97 Cities and Towns Cities Beverly Gloucester Quincy Boston Lynn Revere Braintree Malden Salem Cambridge Marlborough Somerville Chelsea Medford Waltham Everett Melrose Watertown* Franklin* Newton Weymouth Framingham Peabody Woburn *NI4PC Legal Counsel has rendered an opinion that Franklin and Watertown are defined as cities for the purpose of the MPO Election. Towns Acton Hudson Reading Arlington Hull Rockport Ashland Ipswich Saugus Bedford Lexington Scituate Bellingham Lincoln Sharon Belmont Littleton Sherborn Bolton Lynnfield Southborough Boxborough Manchester Stoneham Brookline Marblehead Stow Burlington Marshfield Sudbury Canton Maynard Swampscott Carlisle Medfield Topsfield Cohasset Medway Wakefield Concord Middleton Walpole Danvers Milford Wayland Dedham Millis Wellesley Dover Milton Wenham Duxbury Nahant Weston Essex Natick Westwood Foxborough Needham Wilmington Hamilton Norfolk Winchester Hingham North Reading Winthrop Holbrook Norwell Wrentham Holliston Norwood Hopkinton Randolph Z4 Attachment C Overview of MPO Member Responsibilities Background: The Metropolitan Planning Organization (MPO) is established as a required part of the transportation planning process under federal law. It is responsible for planning and programming federal financial resources for a multi -modal transportation system for the Boston metropolitan region. The MPO was established in 1973. The Boston Region MPO Memorandum of Understanding (MOU) that details the governing structure and process of the MPO can be viewed at www.bostonmpo.org /mpo Specific Responsibilities: The MPO must prepare and approve several plans and programs on an annual basis. These include: • The Unified Planning Work Program (UPWP), which programs funds for transportation planning programs in the region; • The Transportation Improvement Program (TIP), which programs federal (and matching state and local) funding for surface transportation projects (highway and transit). The MPO also prepares and approves several other plans and programs as required. These include: • The Long -Range (or Regional) Transportation Plan (LRTP), which provides a 20- to 25 -year plan for the region's transportation infrastructure to address needs and priorities; and • The conformity of all surface transportation plans and programs with applicable federal laws (including air quality, the Americans with Disabilities Act, and Title VI and Environmental Justice). MPO Meetings: Meetings are held as needed to accomplish the MPO's business. Typically, two MPO meetings are held each month, and all but four are held in Boston at the state transportation building. Up to four MPO meetings (one per quarter) are held in a community outside of Boston. MPO meetings typically begin at 10 AM on the first and third Thursday of the month, and last approximately two to three hours. The MPO has the authority to establish necessary committees to accomplish its responsibilities. Recent experience suggests that the municipal members of the MPO or their designees attend at least two meetings per month to accomplish the work of the MPO. ,qyq 2018 MPO Election Nomination Papers Nominated Community Name of Chief Elected Official Signature Open MPO Seat Community 0 North 0 TRIC Seat is Running For Suburban Seat (only check one) F7 City Seat 0 Town Seat Endorsers Nominating Community Name of Chief Elected Signature Official Individual endorsements may be attached as a separate letter but must specify the municipality and the official being nominated and must be signed by the chief elected official of the endorsing community. Please return in person or by mail By 5 PM on Friday, September 28, 2018 to: Metropolitan Area Planning Council 60 Temple Place Boston, MA 02111 Phone inquiries to Eric Bourassa, MAPC (617) 933 -0740 Paul Regan, MBTA Advisory Board (617) 426 -6054 (�J�D 2018 MPO Statement of Candidacy (250 Word Limit) Municipality: Chief Elected Official: (Suggestions include a brief statement of qualifications; comments on the importance of transportation to the region; and expectations for the Boston Metropolitan Planning Organization) gyll Saunders, Caitlin From: vtsdmailer @vt -s.net on behalf of Contact form at Reading MA <vtsdmailer @vt- s.net> Sent: Tuesday, August 28, 2018 6:01 AM To: Reading - Selectmen Subject: [Reading MA] Ball Fields (Sent by Red Dingma, 01867readingma @gmail.com) Hello Board of Selectmen, Red Dingma (01867readingma @ gmail.com) has sent you a message via your contact form (https: / /www.readingma.gov /user /475 /contact) at Reading MA. If you don't want to receive such e- mails, you can change your settings at https: / /www.readingma.gov /user /475 /edit. Message: Why are the lights repeatably left on all night at Birch Meadow fields? Because there's never a penalty. A business or other entity would be cited by the Board of Selectmen. Why can Reading men's softball continue to park illegally and drink after games? Because there's never a penalty. A restaurant would be cited for allowing alcohol off premise. i� William and Maureen Crowley 42 Locust Street Reading, MA 01867 (781) 942 -7602 w- mcrowleynmsn.com August 24, 2018 Select Board Town Hall 16 Lowell Street Reading, MA 01867 RE: Chair's Limitation of Speech Dear Mr. Friedman and Members of the Select Board: I am compelled to voice my disappointment and anger at the ruling by Chairman Friedman to limit public discussion at a recent Select Board meeting. Allowing only two minutes per person by members of the public and three minutes by members of the Board to voice opinions, ask questions, and add information is an arbitrary and absurd abuse of the power of the Chairman. The members of the Select Board were elected by the voters to make the critical decisions required to run our Town. It is their duty and responsibility to listen to the citizens, to deliberate in an open, fair and reasonable manner, and make the decisions which are in the best interest of the Town and all of its residents. Shutting people down and not allowing for public discourse undermines the very purpose of having open meetings before an elected Board. I also found that Chairman Friedman's use of a sand clock to limit the time for speakers to be insulting and demeaning. We should not allow meetings of the Select Board, or any other board or commission, to be run like a game show where an answer must be given before the sand in the glass runs out! This new policy promulgated by Chairman Friedman inhibits people from speaking their mind, and can cause heightened anxiety in a setting where many may already feel anxious about speaking in public. It is very intimidating, and carries the consequence of chilling participation in the democratic process. 1 � According to the article in the Daily Times Chronicle on August 22nd, Chairman Friedman announced that his imposition of the time limitation was necessary due to the long agenda for the Board that evening. Mr. Friedman should understand that the business of the Town has no time limits, and the job of a member of the Select Board is to take care off that business no matter how long it takes. If Mr. Friedman cannot or chooses not to put in the time that is needed, then he should resign from the Board. In the very least, he should step down as Chair. Mr. Friedman may possess the power and authority as Chair of the Select Board to impose procedural rules to limit and stifle the voices of the citizens of Reading, but that will not stop our voices from being heard. We have the ballot box where our voices will ultimately be heard. I can assure Mr. Friedman that it will not take me more than two minutes to vote for someone else to replace him on the Select Board. Respectfully submitted, William F. Crowley Mf Saunders, Caitlin From: Jason Dorfman <hmsbeagle75 @gmail.com> Sent: Monday, August 27, 2018 3:41 PM To: Town Manager; Reading - Selectmen Subject: rat issue Hello, We have been experiencing issues with rats since around July 23rd. They have infested our garage, leaving droppings and urine, and making nests out of our belongings. We have set traps and caught two, however the problem still exists. We have removed food sources such as proper containment of trash and bird seed. This does not appear to be isolated, as our neighbors are having issues as well. Are you aware of the issue? If so, what is the plan to mitigate? If this is not the right email for this issue, can you please forward to the correct party or provide the correct contact? Thank you, Jason Dorfman 59 Minot St 0 Saunders, Caitlin From: vtsdmailer @vt -s.net on behalf of Contact form at Reading MA <vtsdmailer @vt- s.net> Sent: Monday, August 27, 2018 12:00 PM To: Reading - Selectmen Subject: [Reading MA] Rat (Sent by Sarah Brukilacchio, harpley @aol.com) Hello Board of Selectmen, Sarah Brukilacchio (harpley @aol.com) has sent you a message via your contact form (https: / /www.readingma.gov /user /475 /contact) at Reading MA. If you don't want to receive such e- mails, you can change your settings at https: / /www.readingma.gov /user /475 /edit. Message: Selectboard: I'm watching my son's dog, and when I went to take her for a late night dog walk, I opened the front door to discover a live rat on the walkway, which ran across the yard and into a garden bed. This is the only time in 22 years at our home we have ever encountered a rat. Although, I am not usually outside walking at midnight which is the rat's active time apparently. I have contacted an exterminator and will let you know what is determined. I wonder if the lining of the storm drains that was done over the past couple of years in our neighborhood may have contributed to this. Sarah Brukilacchio 48 Maple Ridge Road 781864 -2501 Saunders, Caitlin From: vtsdmailer @vt -s.net on behalf of Contact form at Reading MA <vtsdmailer @vt- s.net> Sent: Monday, August 27, 2018 9:27 AM To: Reading - Selectmen Subject: [Reading MA] Rat problem (Sent by John Galvin, jkgalvin @verizon.net) Hello Board of Selectmen, John Galvin (jkgalvin @verizon.net) has sent you a message via your contact form (https: / /www.readingma.gov /user /475 /contact) at Reading MA. If you don't want to receive such e- mails, you can change your settings at https: / /www.readingma.gov /user /475 /edit. Message: Hello, I want to make you aware that we are experiencing the rat problem that is currently impacting Reading. My family has lived at 55 Minot St. for 19 years and have never seen any evidence of rats. In the last week, we have seen several and have trapped one. Our neighbors have trapped several. I am concerned that this is a public health issue and would like to know what steps are being taken to help resolve this. My phone number is 781 - 645 -2344. Regards, John Galvin MO Saunders, Caitlin From: DLS Alerts <dls_alerts =dor. state. ma.us @mail206.atl271.mcdlv.net> on behalf of DLS Alerts <dls_alerts @dor.state.ma.us> Sent: Friday, August 24, 2018 4:23 PM To: Reading - Selectmen Subject: DLS Alert: Municipal Partnerships Conference ra ItU MMI 1 VUCIY 1VI LIIV LV 10 %2LOM WIUC IYIUIIItiII,JQI rdIaIVI *InN� Conference Governor Charlie Baker, Lieutenant Governor Karyn Polito and members from all of the Massachusetts Regional Planning Agencies welcome you to join them at the 2018 Annual Statewide Conference for Municipal Officials and Staff, co- hosted by the Division of Local Services. Please click here for more information. This event will be hosted at Holy Cross College in Worcester on Monday, September 24th. You can register for the conference by clicking here. You are receiving this message through the Massachusetts Department of Revenue's Division of Local Services DLS Alerts system. These periodic notices include our City & Town e- newsletter, IGRs, Bulletins, Cherry Sheets and other municipal finance - related information. To unsubscribe to DLS Alerts and the City & Town e- newsletter, please email dls alertsCu?dor. state. ma. us. This email was sent to selectmen@ci.reading. ma. us why did I pet this? unsubscribe from this list update subscription preferences Massachusetts Department of Revenue - Division of Local Services • 100 Cambridge Street • Boston, MA 02114 • USA kom Saunders, Caitlin From: DLS Alerts <dls_ alerts =dor. state .ma.us @mai155.atl281.mcsv.net> on behalf of DLS Alerts <dls_alerts @dor.state.ma.us> Sent: Thursday, August 23, 2018 4:54 PM To: Reading - Selectmen Subject: "What's New in Municipal Law" Seminar 0 QIUIJ Uli I vuay IUI rvIIaL to I -4cw III IVIUI1161PC I L-aw The Division of Local Services Legal Staff will offer its annual seminar "What's New in Municipal Law" for local officials on Thursday, September 27, 2018 at The Lantana in Randolph and Thursday, October 4, 2018 at the Log Cabin Banquet & Meeting House in Holyoke. The general session in the morning will review new legislation and recent court decisions pertaining to local government followed by an open Q &A period. Attendees with questions for the DLS legal staff related to municipal tax or finance should submit them by Wednesday, September 19, 2018 to dlsregistration (o)-dor.state.ma.us The afternoon session will consist of three concurrent workshops that will discuss current and recurring issues of interest related to: (1) tax administration, including the administration of classified forest, farm and recreational lands (Chapters 61, 61A and 61 B); (2) collection of taxes and charges, including the creation and administration of tax title and deferral accounts; and (3) special revenue funds, including the Community Preservation Fund. Please click the following for the agenda and registration form. Registrations must be received by Wednesday, September 19, 2018. Pre - registration is required. If you have any questions about these seminars, please contact DLS Training Coordinator Donna Quinn at (617) 626 -3838 or disregistrationa_dor .state.ma.us. The Massachusetts Association of Assessing Officers (MAAO) will grant four (4) hours of continuing education credits to assessors attending this program. You are receiving this message through the Massachusetts Department of Revenue's Division of Local Services DLS Alerts system. These periodic notices include our City & Town e- newsletter, IGRs, Bulletins, Cherry Sheets and other municipal finance - related information. To unsubscribe to DLS Alerts and the City & Town e- newsletter, please email dis alertsador.state.ma.us. 0 Saunders, Caitlin From: vtsdmailer @vt -s.net on behalf of Contact form at Reading MA <vtsdmailer @vt- s.net> Sent: Wednesday, August 22, 2018 1:21 PM To: Reading - Selectmen Subject: [Reading MA] RATS (Sent by Catarina Cipriani, Catcip @live.com) Hello Board of Selectmen, Catarina Cipriani (Catcip @live.com) has sent you a message via your contact form (https: / /www.readingma.gov /user /475 /contact) at Reading MA. If you don't want to receive such e- mails, you can change your settings at https: / /www.readingma.gov /user /475 /edit. Message: I didn't have a quick sighting or a mistaking for something other than a RAT.. I have FULL proof that we indeed have a RAT infestation in this town. I am absolutely appalled at how this is being handled and feel like the town is completely brushing this off and denying or putting it off on the residents. I just got off the phone with an exterminator who informed me that they have had a AN OVERWHELMING amount of calls flooding into their office from Reading residents who are now having to set out large traps that have to be anchored into their yard and perimeter of their house.. I being one of those. We will have to pay $350 for 6 month coverage-money isn't the issue here as I'm sure many on this thread including myself would pay more to eliminate this problem. It is the ABSOLUTE IGNORANCE of this town and how they are doing nothing! 48 hours notice to address an issue ?? Really ?? Nice to know our tax dollars are properly being utilized. One of my neighbors just got off the phone with Laura from the board of health.. who stated we have this rat problem because of dog poop. I've lived in this town for 15 years.. this town is A HUGE DOG town, I own dogs of my own and always have and we've never had a rat problem but we've never had any HUGE CONSTRUCTION until very recently in this town which is a whole other issue I won't get into, so clearly it is not the "DOGS or their feces" that are the problem! Next step for me is I'm calling the news maybe they will get a better response. Let me clarify I'm not irritated so much with the RAT problem I'm irritated with the towns neglect to clearly address it and it's root of the problem. 0 Saunders, Caitlin From: vtsdmailer@vt-s.net on behalf of Contact form at Reading MA <vtsdmailer @vt- s.net> Sent: Thursday, September 06, 2018 6:28 AM To: Reading - Selectmen Subject: [Reading MA] Prop 2 1/2 override (Sent by Red Dingma, 01867readingma @gmail.com) Hello Board of Selectmen, Red Dingma (01867readingma @gmail.com) has sent you a message via your contact form (https: / /www.readingma.gov /user /475 /contact) at Reading MA. If you don't want to receive such e- mails, you can change your settings at https: / /www.readingma.gov /user /475 /edit. Message: Birch Meadow field lights on ALL NIGHT again. 3rd night in a week. Waste of tax payer money. �M, Saunders, Caitlin From: Kimberly Weafer < kimweaf@yahoo.com > Sent: Saturday, August 25, 2018 4:38 PM To: Town Manager; Reading - Selectmen Subject: Rats To Whom It May Concern, Our neighborhood is having issues with rats. We cannot sit in our backyard without seeing them run all over the place. We stopped feeding the birds and contracted an exterminator. We've found 4 dead rats since the poison traps were placed around our property. We told our neighbors and advised them to do the same. One house killing rats will do nothing to alleviate the problem in our neighborhood. Likewise, one neighborhood exterminating rats will do nothing to alleviate the town wide issue. Please help coordinate a town wide effort to rid our town of this infestation. Thank you, Kimberly Weafer 97 Middlesex Avenue Sent from my iPad q�\ _J� 'ft I 1 0 To: Select Board Robert W. LeLacheur, Jr., Town Manager From: Christopher A. Cole, Civil Engineer Date: September 6, 2018 Re: 51 Lawrence Road An appeal request was made to the Parking Traffic Transportation Task Force ( PTTTF) on August 9, 2018, regarding a proposed second driveway curb cut located at 51 Lawrence Road. On May 29, 2018 the Engineering Division denied the initial application for a second driveway. The submitted plan revealed that the distance between the existing driveway and the proposed was less than the minimum 125 foot separation, as set forth in the Driveway Regulations. Since then, the applicant made some revisions to the plan, based on recommendations from the Engineering Division, and while still in non - compliance, is requesting a variance from the Board to allow for two driveways less than 125 feet apart. The revised plan provides less impervious area than the previously submitted plan. PTTTF reviewed and discussed the request and determined that there was no concern in regards to public safety or traffic on the roadway to prohibit the driveway. • Page 1 �J Cole, Christo her From: Reinhart, Peter Sent: Monday, August 13, 2018 10:11 AM To: Cole, Christopher Cc: Percival, Ryan Subject: FW: Tran Residence, 51 Lawrence Road, Reading Attachments- Nguyen - Lawrence Road.Proposed Plot Plan.08.02.18.pdf Chris, For the next PTTTF. Since the last time this office (and PTTTF) reviewed this site plan, they have eliminated some pavement on the first driveway. It may still require some sort of drain system to control runoff from the driveway, but this plan is now more in line with driveway requests in the past. On this plan, they are proposing two 12' driveway openings. Peter Peter Reinhart, Civil Engineer Town of Reading, Engineering Division 16 Lowell Street Reading, MA 01867 781 - 942 -9082 781 - 942- 5441(fax) - - - -- Original Message-- - From: Nancy J. Twomey Sent: Thursday, August 09, 2018 9:57 AM To: Reinhart, Peter Cc: trap Niem Nguyen and Lam Subject: Tran Residence, 51 Lawrence Road, Reading Hi Peter, Attached is the stamped copy of the site plan prepared for the Trans that shows the two driveways and an accurate lot coverage number. Please let me know if you need printed copies as well. Thankyoul Nancy /I, a Ii lb V, PHI O fn op A CPR F ig c To lei bps P t1to tA J. 0ORMI, , � !-Z. (301M ov onend) avoZI Hom Ito iH V) R�ygs61 -L P' s,- P z I P4 O E 0 ra ai d z cc Fu re 0 Rif?. I o ob CD N N NON z(n t4 ap D. RJ)3 To: Select Board Robert W. LeLacheur, Jr., Town Manager From: Christopher A. Cole, Civil Engineer Date: September 6, 2018 Re: 689 Haverhill Street An appeal request was made to the Parking Traffic Transportation Task Force (PTTTF) on July 31, 2018, regarding a proposed second driveway curb cut to convert the existing single driveway into a circular driveway located at 689 Haverhill Street. On August 1, 2018 the Engineering Division denied the application for a second curb cut and circular driveway. The submitted plan revealed that the distance between the two curb cuts would be less than the minimum 125 foot separation, as set forth in the Driveway Regulations. The applicant is requesting a variance from the Board to allow for the circular driveway and two curb cuts less than 125 feet apart. It should be noted that there are currently other circular driveways in the vicinity of 689 Haverhill Street. PTTTF reviewed and discussed the request and determined that there was no concern in regards to public safety or traffic on the roadway to prohibit the additional curb cut. • Page 1 M To: The Reading Department of Public Works From: Nancy and Joseph Madden 689 Haverhill Street Date: July 31, 2018 RE: Permit to convert existing driveway to circular driveway We have lived at 689 Haverhill Street for 38 years. Over that time the traffic on Haverhill Street has increased multi -fold as development to the North accelerated, including the last few years when it has become part of an unofficial by -pass to avoid the traffic back -ups associated with the intersection of Interstates 93 and 95. During rush hours and weekends it has become dangerous backing into or out of our driveway into sometimes almost continuous traffic that mayor may not be paying attention or expecting cars entering the road. We are most concerned for our friends and family who are not used to dealing with such a challenge on a daily basis. For the safety of all concerned, we want to convert our existing single entrance driveway into a "circular" driveway by installing an additional entrance allowing drivers to enter and exit driving forward. Since our lot frontage Is a total of 80', we do not have the specified 125' between the access points. However, we believe that safety of all concerned should satisfy the requirement of "specified needs to the contrary" as specified in requirement f. regarding Town By -Law Article XIV, Section 6. Thank you for your consideration of this permit application. M.- Q ESu. �x K b 9 0-3 =I