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HomeMy WebLinkAbout2017-11-07 SB HandoutOFR,� Town of Reading Meeting Posting with Agenda ii'1 E , I (4 i , %) ,s39 °/xcON4° { tJ WIN t, r5,... 1. Fi . READING, MA Board - Committee - Commission - Council: Board of Selectmen 1111 NOV — 2 p Date: 2017 -11 -07 Time: 7:00 PM Building: Reading Town Hall Location: Selectmen Meeting Room Address: 16 Lowell Street Agenda: Purpose: General Business Meeting Called By: Caitlin Saunders on behalf of Chairman John Arena Notices and agendas are to be posted 48 hours in advance of the meetings excluding Saturdays, Sundays and Legal Holidays. Please keep in mind the Town Clerk's hours of operation and make necessary arrangements to be sure your posting is made in an adequate amount of time. A listing of topics that the chair reasonably. anticipates will be discussed at the meeting must be on the agenda. All Meeting Postings must be submitted in typed format, handwritten notices will not be accepted. Topics of Discussion: 1) Reports and Comments a. Selectmen's Liaison Reports and Comments b. Public Comment C. Town Manager's /Assistant Town Manager's Report 2) Open Session for topics not reasonably anticipated 48 hours in advance of the meeting 3) Proclamations /Certificates of Appreciation 4) Personnel & Appointments 5) Discussion /Action Items a. Post Mark Square Condos Update b. Hearing — Tax Classification C. Review Road Improvements d. Public Works Department Fees e. Public Works Department Policies 6) Approval of Minutes a. _Sr rb l Otn aC I ot1 ) 7) Licenses, Permits and Approvals 8) Executive Session 9) Correspondence a. Email from Bob LeLacheur, re: Ambulance Fee Bill b. Email from Linda Jodice, re: New Depot Fee C. Email from Jim Rigney, re: New Depot Fee d. Email from Shawn Brandt, re: New Depot Fee 7:20 8:00 9:00 9:15 9:30 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 1 bi DRAFT MOTIONS BOARD OF SELECTMEN MEETING NOVEMBER 7, 2017 Arena, Berman, Ensminur, Halsey, Friedmann LeLacheur 5b) Move that the Board of Selectmen close the hearing establishing the FY2018 tax rate. Move that the Board of Selectmen grant /not grant an open space discount for Fiscal Year 2018. Move that the Board of Selectmen adopt /not adopt a residential exemption for Fiscal Year 2018. Move that the Board of Selectmen adopt a residential factor of for Fiscal Year 2018. Move that the Board of Selectmen grant /not grant a commercial exemption for Fiscal Year 2018. 6a) Move that the Board of Selectmen approve the minutes of October 10, 2017 as amended. Move that the Board of Selectmen adjourn the meeting at p.m. F a U U Q p1 H W C7 �i F Qy H U F w Q x a U Q x W a F L� �r x a U z 0 F a O w w a a F x 0 z w x w x F 0 rncr) C� N N N N N N EA � 4A Iq(A GO EA Gov 4A s q cfl GO C, m � rn rn t-� Oo rn m m C; Cl) M M N t- �10 �o 00 00 00 00 00 00 M M M M M M � tl- � � � I- M O O O O O O CN CN C� O ( 1 00 O N 00 � v) �O w �,Fa wFa Oar '"ate .-+ 00 r) N V1 O O O O p O O O H W � F w �,Fa wFa Oar '"ate V) Wkn aa kn o 00 000 000 000 N N N OF RFgO'� Town of Reading ti ' - Employee Performance Review. js319 INCORQO��� NAME: Bob LeLacheur POSITION TITLE: Town Manager DEPARTMENT: Administrative Services DIVISION: Town Manager SUPERVISOR: Board of Selectmen DATE OF REVIEW: October 2017 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 4 Employee Performance Review Part I: List Objectives /Projects from the previous review period. Use this section to briefly explain positive results, delays in success. Below is a scorecard of the completion of the 25 goals, followed by a brief summary of each one. actual Goals/ Working Groups 30 -Jun FFinancial Sustainability 100% 1 Comprehensive financial review 100% 2 Local Real estate Tax Policy 100% 3 Projects outside of Tax Levy 100% 4 Gather feedback on the balance of resources and services 100% 5 Provide Information to the Communitv 100% 6 Resource sharing with other communities & organizations 100% 7 Master Plan for Human /Elder Services 100% 8 Gather internal operations data 90% 9 Conduct Peer comparisons as warranted & relevant 100% 10 Continue to integrate and leverage technologv 100% 11 Review BOS Policies - Article 2 Appointed Boards 90% 12 Improve Boards communication with BOS & community 50% 13 Cable Negotiations: complete by Nov. 2018 (FY17 portion) 85% 14 Website continuous improvements 100% 15 Complete Library Building proiect /communication needs 100% 16 Targeted Review of General Bylaws (Nov'16 Town Mtg) 100% 17 Review BOS Policies - Article 1 Oper. Procedures /Charter 80% 18 Review BOS Policies - Article 3 Licenses 90% 19 Complete Legal Review - union contracts 95% 20 Complete Review of Town Personnel Policies 95% Long Term Planning 100% 21 Ec Dev: Downtown(zoning, parking, initiatives /projects) 100% 22 Ec Dev: Other Priority Development areas (zoning, mktg) 100% 23 Ec Dev - Housing (zoning, demographics, projects) 100% 24 Assess condition of Town Bldgs /space needs; roads; wtr /swr) 100% 25 Assess status of all Town owned land (include Oakland Rd) 100% TOTAL -equally weighted 95% 2 4 -30 -08 C5 ) 4 -30 -08 Reading 2020 FY17 Working Groups & Goals R2020- 1 Financial Sustainability LeLacheur Chair; Angstrom, Miller, g ,T, Santaniello; Halsey Goal #1 Comprehensive financial review through FY2025 & FY2030 100% Complete. Financial review modelling done through 2030; extensive public review & discussion. Goal #2 Local Real estate Tax Policy 100% Complete, Home Rule Petition approved by September Town Meeting, extensive public discussion. Goal #3 Projects outside of Tax Levy 100% Complete. This goal is to identify projects and plan a strategy moving forward. September Town Meeting approved a Capital Plan (blue pages), where the Facilities department (now under Town control) presents more detailed information. Goal #4 Gather feedback from the Community on the balance of resources and services 100% Complete, Three Community Listening Meeings held; September 1st Community Financial Forum is planned. If an October Override fails, this topic may need revisiting for FY18 budget cuts? Goal #5 Provide Information to the Community 100% Complete. Several public meetings have been held and extensive douments have been released 'and reviewed. Overviews written on both Senior Tax Relief and the Override for September TM. Town Manager and a Selectman have released information to the print media. 112020- 2 Operational Efficiency Angstrom Chair; Delios, Jenkins, Furilla, Cabuzzi, LeLacheur; Ensminger Goal #6 Resource sharing with other communities & organizations 100% complete. The Town is always looking for regionalization opportunities to provide efficiency/ savings. Currently, the Assessor position is regionalized with Wakefield. In FY16 a Regional Housing Coordinator was hired. This position is shared with Saugus, N. Reading and Wilmington. North Reading has been very helpful with a transition in our Health division and we are exploring options to continue a relationship in conjunction with our new Health Agent. We are in ongoing discussions with 8 -10 communities for a range of issues, with a focus on DPW. Goal #7 Master Plan for Human /Elder Services 100% complete. The UMass Boston Gerontology Institute has produced a Master Plan for Elder Services. This will be combined with the survey by the MAPC into a final plan. Since the Override failed, no forward action that requires funding should be expected on this plan for now. Anew facility perhaps widening to be a Community Center should be considered. Goal #8 Gather internal operations data 90% complete. The FY18 budget process incorporated many changes in terms of presenting information 4 -30 -08 4 -30 -08 to Town Meeting. DPW Policy review is final step and that is nearing completion. Goal #9 Conduct Peer comparisons as warranted & relevant 100% complete. The Economic Development Liaison and Town Manager have built an extensive Peer Community database that will be previewed with the Selectmen on April 20th. While the immediate use is for studying levers of economic development, the framework can tackle many other areas within the organization. Broadly, there is better statewide school data than there is municiapl government data. Goal #10 Continue to integrate and leverage technology 100% complete. An employee committee helped change our community alerts vendor to Code Red, which works well with our other systems. Next year we will more closely examine some MUNIS features. R2020- 3 Communication Kraunelis Chair;- EaRAGA Waring, Zager, Miller, Furilla, Jackson, Clark, Feudo, LeLacheur; Seew) Goal #11 Review Selectmen's Policies - Article 2 Appointed Boards 90% complete. The Executive Assistant and Town Manager have compiled an extensive background and foundation on all appointed boards, including local and state legislative impacts. Remaining work is an agenda item to discuss next steps, scheduled for May /June '17. Goal #12 Improve communications between Appointed Boards & both BOS and the community 50% complete. Progress on this goal received a major setback when the Community Services Director position needed to be eliminated after the failed Override (it was vacant at the time). This item will need to be discussed further, a scaled back effort in Public Services will give more support to the ZBA as they are very busy with 40B projects. Staffing support for volunteer boards is a challenge. Goal #13 Cable Negotiations: complete by November 2018 85% complete (FY17 portion). We have solicited feedback from area towns and from Town Counsel on what legal help to enlist. We have collected all legal contracts and are reviewing the agreement with RCTV. Currently RCN is conducting a survey of the community. Annual Town Meeting has just approved funding for legal services, so we have begun the procurement process. Goal #14 Website continuous improvements 100% complete. A migration to a new software under the some vendor allows for handheld devices to have much better functionality with the website. Following this transition, departments reviewed their portions of the website to make sure content is current and accurate. The Town may have too much information available, compared to Peer Communities. Content will be a future focus. Goal Complete Library Building project and Assess Communication needs 4 -30 -08 #15 100% complete. The Library Building project has been extremely challenging and certainly shows the wisdom of creating a Permanent Building Committee to oversee any future projects. The Town acquired the services of a good Owner's Project Manager, but a large portion of work has fallen on the shoulders of the Facilities Director, Assistant DPW Director and Town Manager in descending order. Future projects should consider town staffing to ensure that a strong inside hands remains in control, in conjunction with the PBC. The former Library Director and the Architect worked offline against protocol and we are doing our best to bring the project in under budget. R2020- 4 Policy Burns Chair; Kraunelis, Segalla; Jenkins, Kinsella, Perkins, Schena, Lelacheur; Arena) Goal #16 Targeted Review of General Bylaws (Nov'16 Town Meeting) 100% Complete. Several General Bylaws suggested by Town Counsel were completed by November Town Meeting, the Bylaw Committee has created a list of changes meant for November 2017 Town Meeting. Goal #17 Review Selectmen's Policies - Article 1 Operating Procedures /Charter 80% Complete. We have reviewed policies internally, and have discussed with Town Counsel. Some of the Policies have rarely if ever been followed. A periodic policy review should be undertaken after this comprehensive review is complete. Town Manager Policies also exist in a similar fashion, and should be folded into Selectmen's Personnel or other Polices as is appropriate. A KENO policy is needed for FY18. The review and change to the Liquor licenses policy is complete. The Board of Selectmen approved the Liquor license Changes. A Home Rule petition was filed and was passed by the Legislature and signed by the Governor. The issue with fingerprinting has been resolved. Goal #18 Review Selectmen's Policies - Article 3 Licenses 90% Complete. Excellent progress has been made on most of these licenses. Remaining areas to be investigated either relate to economic development efforts or new societal items (such as Uber or Air BNB). Goal #19 Complete Legal Review of all union collective bargaining contracts 95% Complete. All FY18 contracts have been ratified and approved by the BOS except for Facilities. The retired HR Administrator has completed a thorough review of all AFSCME contracts (4 unions: DPW & Facilities). We will assess the legal work needed for FY18 after July 1st as she will continue in this role. Goal #20 Complete Review of Town Personnel Policies 95% Complete. An employee committee has met to discuss these policies for over one year. In terms of attracting and retaining employees, policies and compensation both play key roles. The HR Director has presented a draft version to the Selectmen. After all FY contracts are settled, the Town Manager will meet with all Town Unions to review this draft version - this cannot begin until Facilities have settled however. The Selectmen should see a final suggested versdion within 30 -60 days of the Town Manager/ union meeting. 4 -30 -08 Q� R2020- 5 Long Term Planning Delios Chair; LeLacheur, Huggins, Kinsella, Lannon, Mercier; Berman Goal #21 Economic Development - Downtown(zoning, parking, initiatives /projects) 100% Complete. The foundation for many of these initiatives has been laid (i.e., 2009 Parking Study; the EDSAT; the recent Ec Dev Action Plan; a recent $15,000 grant in April '17 for Wayfinding; and Town Meeting approval of an expanded 40R downtown smart growth district. Next year we will review the need for studying downtown parking, as we had delayed awaiting a 40R decision. Goal #22 Economic Development - Other Priority Development areas (zoning, marketing) 100% Complete. See comments under Goal #9 for a discussion of Peer Community research; an Ec Dev Liaison was hired to work on this project to establish a solid foundation of information for future use. An Economic Development Director was hired mid fiscal year and has already established significant working relationships with developers. Both of these positions will continue into FY18 and work on website improvements and marketing material. Planning and management staff met with the state on issues . regarding developing the so- called Green Triangle (Walker's Brook area) and that PDA will be the key focus for FY18. Goal #23 Economic Development - Housing (zoning, demographics, projects) 100% Complete. The town currently has five (5) 40B projects including (1) a past approval at 45 Beacon Court that has not moved forward; (2) a spring 2015 application to the state that has not been approved for Lyle Estates (meanwhile a.4 -lot subdivision is being reviewed by CPDQ (3) an August 2015 project that received a comprehensive permit from the ZBA in February 2017 for Reading Village near the train depot; (4) Schoolhouse Commons which is currently in front of ZBA; and (5) a large multi family project on Eaton & Lakeview has been filed with the state. The town has received a one - year'safe harbor'reprieve from the state, so the latter project is not fully 'cleared'. The Metro North Reg'I Housing Svcs Office is led by Reading and includes North Reading, Wilmington and Saugus working collaboratively. Goal #24 Assess condition of Town infrastructure (Bldgs - existing /space needs; roads; wtr /swr) 100% Complete. A final draft of the building security study (conducted by an independent consultant under the direction of the Facilities Director, Superintendent of Schools, Police Chief and Town Manager) is complete with initial cost estimates. We will review next steps including Executive Sessions needed to review with the elected Boards, and determine a funding path moving forward. For exisiting buildings, the PBC has worked with the Facilities Director and will begin their annual reviews at Nov'17 Town Mtg. Goal #25 Assess status of all Town owned land (include Oakland Road) 100% Complete. Town Counsel has completed an evaluation of Oakland Road, including all relevant documents and past Town Meeting actions. November Town Meeting approved the first steps needed to clear the legal issues, April 2017 Town approved the second steps which clear the title. The BOS will next determine a public process to discuss possible uses of the property. Meanwhile, the PBC has worked with the GIS Administrator and compiled an extensive list of town -owned land. 4 -30 -08 91 Part I1: 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) General comments pertaining to the Core Competencies are included here as well. Note: Because he did not supervise the Town Manager for the majority of FY'17, Mr. Friedmann declined to provide ratings on Town Manager Core Competencies. (JJA): Strong managerial performance and standards. Willingness to both listen critically and "tell it like it is." Customer Service: (BB) Management has worked hard to streamline permitting process and create a more user friendly customer service interface. Even with these efforts there still is a sense in the community that Reading is difficult to work with. While some of this is unwarranted (put forth by those who were unsatisfied by a particular result), more work is needed to instill a culture of strong customer service. It is getting better but internal work needs to be done on the management level to set an expectation of exemplary customer service. Employee Training and evaluations on customer service must be a critical part of the employee experience. Communication: (BB) I feel this has been a shortfall. Recent events dealing with Board of Health and HRAC may have had better outcomes if better communication between staff and boards were implemented. The TM has identified this as a partially incomplete goal. The Board has also spoken about the need to better communicate with Boards which advise them, as well as set up a system where board chairs and co- chairs can have some sort of yearly meeting to discuss broader town wide goals and missions. Part of the communication problem is structural. There are many boards and commissions in operation and few resources to staff them. Thought should be given to bring back the position previously held by John Fuedo to help foster communication and coordination of the various night time activities. Other aspects of communication were positive. The website is 7 4 -30 -08 �� Competency Area Below Standard Meets Standard Exceeds Standard 1. Customer Service BB,JA JH,DE 2. Communication BB JA,JH DE 3. Quality of Work JADE JH,BB 4. Dependability /Reliability DE JH,BB,JA 5. Skills /Knowledge JA JH,BB,DE 6. Productivity JA,BB,DE,JH 7. Judgment BB,JA JH,DE 8. Flexibility/Willingness to Adapt BB JH,JA,DE 9. Teamwork JA,BB,DE,JH 10. Ethics and Standards BB,JA JH,DE 11. Safety JADE JH,BB 12. Change Management JH,BB,DE JA 13, Leadership BB,DE JH,JA 14. Managing Others BB,JA,DE JH 15. Strategic Thinking JA,BB,DE,JH 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) General comments pertaining to the Core Competencies are included here as well. Note: Because he did not supervise the Town Manager for the majority of FY'17, Mr. Friedmann declined to provide ratings on Town Manager Core Competencies. (JJA): Strong managerial performance and standards. Willingness to both listen critically and "tell it like it is." Customer Service: (BB) Management has worked hard to streamline permitting process and create a more user friendly customer service interface. Even with these efforts there still is a sense in the community that Reading is difficult to work with. While some of this is unwarranted (put forth by those who were unsatisfied by a particular result), more work is needed to instill a culture of strong customer service. It is getting better but internal work needs to be done on the management level to set an expectation of exemplary customer service. Employee Training and evaluations on customer service must be a critical part of the employee experience. Communication: (BB) I feel this has been a shortfall. Recent events dealing with Board of Health and HRAC may have had better outcomes if better communication between staff and boards were implemented. The TM has identified this as a partially incomplete goal. The Board has also spoken about the need to better communicate with Boards which advise them, as well as set up a system where board chairs and co- chairs can have some sort of yearly meeting to discuss broader town wide goals and missions. Part of the communication problem is structural. There are many boards and commissions in operation and few resources to staff them. Thought should be given to bring back the position previously held by John Fuedo to help foster communication and coordination of the various night time activities. Other aspects of communication were positive. The website is 7 4 -30 -08 �� much improved, giving residents quicker and easier access to information. The data presented for the October override was cogent and understandable. The town's FB page has been a great way to alert residents to upcoming activities. (DE) I awarded Bob the highest rating under Communication (Exceeds Standards). He has exemplified this rating through his many informative communications with constituents during the Override campaign, his continuous building of bonds of trust and working with Dr. Doherty on important Town / School issues, and his many effective interactions with his counterparts in surrounding towns to further our mutual interests. He has also built strong bonds with our Legislative delegation which has paid many dividends in terms of Special Legislation requests and the removal of red tape with regard to State improvements of highway infrastructure. These same communications skills were readily apparent in the recent Board of Health hearing where two Board members accused the Health Agent of "altering records" and town employees of "criminal activity ". The Town Manager deserves recognition for mitigating the damage to employee morale resulting from those accusations, and their attempts to undermine his hiring decision by their subsequent actions. Quality of Work: (BB) The outputs from the TM have been outstanding. Financial analysis and presentations are top flight. The economic development analysis was some of the best thinking I have seen on this topic. I feel we have well thought out and complete data analysis to help us make critical decisions. Dependability: (BB) The TM works long hours and is always available. Deadlines are always met. Skills /Knowledge: (BB) The TM has a large repository of knowledge especially around the issue of municipal financing. His skills in this matter have allowed Reading to refinance its debt at substantially lower rates. This has saved Town tens of thousands of dollars in interest. He also knows where we can push the envelope and where we need to stick to protocol. Productivity: (BB) With a thin leadership staff, the Town continues to deliver top flight municipal services. We continue to do more with less. Judgment: (BB) The TM continues to exercise sound judgment in all matters. The one item I would question note is that I wish he had involved HRAC a little more quickly when developing a response to the swastika graffiti incidents. (DE) The Town manager's judgment was on display in the days following the discovery of the first swastika graffiti at RMHS. The Town Manager and BOS Chair were notified of the incident days after its appearance at the high school. Bob notified the Police Chief within an hour of first being made aware and immediately requested a police investigation. At the discovery of a second set of graffiti, the Town Manager escalated immediately to police for investigation, and requested ADL guidance on addressing similar issues elsewhere. In the October citizen "RED" meeting the town was praised by the visiting ADL representative for its handling of the graffiti incidents. Bob's judgment to escalate and involve both police and ADL, brought trained resources to bear on the issue's resolution. Teamwork: (BB) The TM has exercised great ability to work with different departments and other towns. He deftly worked with the Library Trustees to bring the library project to a successful completion. He works closely with the Superintendent when town and school issues intersect. Moving Facilities to the Town side is an excellent example of streamlining and increasing efficiency. We have also engaged with other communities on shared services, most recently with Wakefield on an exciting project for a new public works garage. 8 4 -30 -08 Ethics and Standards: (BB) The TM continues to score high marks on ethics and standards. Safety: (BB) The TM successfully managed a myriad of public safety crises this year. From the fire on Sanborn Street, to the pipe bomb threat to the anti - Semitic graffiti, Public Safety staff under the leadership of the TM have exercised their duties with utmost professional acumen. Never once was confidence shaken in the town's ability to keep citizens safe. While there may have been a breakdown in communication with HRAC on establishing the response to the graffiti, he took leadership in bringing in outside assistance and working with the School Department. Leadership: (BB) There is one instance I wish to highlight the TM's leadership ability. It centered on a creative solution to save the Middle School language program for one year, after budget cuts threatened the program. He worked with the Superintendent to make sure a crucial program was saved until a longer term solution can be fashioned. Managing Others: (BB) The TM seems to enjoy a good reputation with municipal employees. He gives great leeway to department heads to run their departments, offering assistance but not micro - managing them. Strategic Thinking: (BB) This is one of the TM's greatest strengths. As lack of revenue threatens our ability to deliver high quality municipal services, the TM has consistently come up with creative solutions to keep the enterprise afloat. We are rarely caught off guard with unanticipated problems. He thinks out multi - years, not just to what's directly in front of us. 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. Continue and expand regular meeting with area Managers and Mayors. 2. Continue attendance at MMA and MMMA meetings. 3. (JJA): Continued integration with legislative leaders on economic development progress. 4. (AF): The upcoming budget process will require a high level of specialized skills in community outreach. Consider seeking focused training in this area. The Town would greatly benefit from a Town Manager who excels at the unique challenges involved in public outreach and who can then model these skills to others in Town government. Training in this area will help Bob fulfill FY'18 Goal 4 (Override Communication). 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 `a, FY18 Goals/ Working Groups Staff Lead 1 Local Real Estate Tax Policy Santaniello 2 Override - Financial Overview LeLacheur 3 Override - Town Priorities LeLacheur 4 Override - Communication Kraunelis 5 Charitable Giving Kume 6 Finance Department Policies & Procedures Angstrom 7 Public Works Policies & Procedures Kinsella 8 Employee Retention Delios 9 Building Security Study Huggins 10 Public Safety /Emergency Mgmt Staffing & Training Segalla 16 Policy Kraunelis 11 Review of General Bylaws Kraunelis 12 Personnel Policies Perkins 13 Legal Review - Collective Bargainning Agreements LeLacheur 14 Board of Selectmen Policies LeLacheur 15 Affordable Housing Production Plan Delios 16 DPW Yard /Cemetery Garage Zager 17 Cell Tower /Water Storage Kinsella 18 Senior /Community Center Delios 19 Master Plan - Options & Approaches Mercier 20 Economic Development Priorities Corona 21 Cable Negotiations Kraunelis 22 MWRA /North Reading project Zager 23 Historical Preservation /Archival Lannon 24 Volunteer Boards - Training Gemme 25 Community Events Kraunelis Part V: Supervisor comments: Supervisors may wish to summarize the review or elaborate on an area not addressed tnrougn tnis process. (JA): 2017 was a challenging year with a failed override, continued work to build an economic development team and integration with neighbors on regionalized opportunities. Reading's strong town management team and execution helped it to persevere despite these challenges. (BB): A fresh set of financial challenges face the town this year. While we learned a lot about how to present .complicated financial matters to the town during the last override vote, it becomes clear that we need to do a better job in communicating the choices and the ramifications before the voters. I am excited about the economic development activity that has emerged. This is no accident. It was a three year effort undertaken by the TM and the Selectmen to understand our advantages and deficits and to market ourselves to outside investors. We saw a nice uptick in new growth and anticipate more as some of these projects take root. Perhaps one of the biggest challenges facing the Town is tamping down the 10 4 -30- 08 (D incendiary rhetoric that has infiltrated our civic discourse. While not the sole responsibility of the TM, we need to recognize that increased accountability and transparency are necessary to build trust. The TM needs to clearly lay out the options before us as well as the expectations as to what we can accomplish with the resources that are available. (DE): During FY'17 Bob has demonstrated many examples of "grace under pressure" which are a further testament to his leadership, tactfulness, and ingenuity. In the run -up to the override he demonstrated great skill in community outreach by organizing a series of "listening sessions ". Working closely with the Superintendent prior to the override election, he furnished answers to many questions raised by the citizenry in personal meetings and on the Town website. When the override failed to pass, he acted above and beyond his role as Town Manager to craft the "cogent path forward" which saved the middle schools' foreign language program. He has deftly worked with his counterparts in surrounding communities (most notably North Reading and Wakefield) on issues such as staff sharing, water supply and infrastructure extension, and a potential shared public works facility. His relationship with our state legislative delegation is excellent which has resulted in smooth sailing for Reading's special legislation and infrastructure improvement needs. He continues to nurture his excellent relationship with both the Town and School labor unions. One of the recent fruits of this relationship is an across -the- board agreement between the School and Town unions on health care plan restructuring that will save the Town millions of dollars. I am proud to have Bob as our Town Manager, and hope that we can look forward to many more years of his service to Reading. (JH): I feel that in the "Policy" category special attention needs to be paid to the Selectmen's policies. This process was started in earnest and some good progress has been made but many things arose during the process that unavoidably delayed full completion. Many of these policies are extremely out of date and irrelevant, therefore are appropriately ignored as such. I have a sense that many of the "TM Policies" are in a similar situation and need to be reviewed and updated as well. As mentioned completion of this goal was significantly derailed by unforeseen demands on the time of both the TM and the BOS and this is a goal that can only be satisfied with a joint effort. We all need to address and complete this goal asap as it can have an outsized impact on public perception which can easily lead to distraction from the important business of the Town. (AF): Bob's biggest contribution to Reading is his reliable work ethic and dependability. He attends meetings outside the typical 9 - 5 workday; an attribute that is invaluable to a government that conducts business both during the day and in the evenings. His responsiveness during weekends is greatly appreciated. At BoS meetings, it is clear that Bob has a strong ability to manage multiple projects and provide updates to Selectmen on a large array of issues. Two areas for growth include: 1. Employee retention (already identified in FY18 Goal 8) and 2. Improved communication with Selectmen. Selectmen should be equally informed for municipal compliance and increased transparency 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. 11 4 -30- 08 8 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 12 4 -30- 08 DO 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. 13 4 -30 -08 Q�j Saunders, Caitlin From: LeLacheur, Bob Sent: Tuesday, November 07, 2017 3:17 PM To: Saunders, Caitlin Subject: FW: I am against the split tax rate BOS packet today From: bill keating [ mailto :william @keatinglawoffice.com] Sent: Tuesday, November 07, 2017 3:05 PM To: Reading - Selectmen Subject: I am against the split tax rate Keep the tax rate at 1, incentivize new businesses and property investment, and our tax base will grow. A larger tax base equates to more money. Please consider my opinion and the opinion of the other business owners in this town this evening. Sincerely, Bill Keating Keating Law Office Keating Law Office Attorney William Keating 159 Haven Street Reading, MA 01867 phone 781.942.3663 fax 781.942.4663 Follow us: https://www.facebook.com/keatinglawoffice http: / /www.linkedin.com/company /keating -law- office 1 pe-M Saunders, Caitlin From: LeLacheur, Bob Sent: Tuesday, November 07, 2017 9:09 AM To: Saunders, Caitlin Subject: FW: Split tax rate vote BOS packet Robert W. LeLacheur, Jr. CFA Town Manager, Town of Reading 16 Lowell Street, Reading, MA 01867 townmanager @ci. reading. ma. us (P) 781 - 942 -9043, (F) 781 - 942 -9037 www.readingMa.gov Town Hall Hours: Monday, Wednesday and Thursday: 7:30 a.m - 5:30 p.m.;Tuesday: 7:30 a.m. - 7:00 p.m.; Friday: CLOSED From: Nancy Wolff Leary I Online Amplify [mailto:nwlea[y@onlineamplify com] Sent: Tuesday, November 07, 2017 9:00 AM To: Reading - Selectmen Subject: Split tax rate vote Selectmen, I am against the proposed split tax rate which will unfairly increase taxes for businesses in town. We need to make our tax policies business - friendly to keep the downtown healthy and continue to attract new businesses. Neighboring towns including Wakefield are implementing economic development plans and a split tax rate in Reading will cause potential businesses to choose to locate elsewhere. The proposed split tax rate barely makes a dent in reducing tax rates for residents. It does not bring in increased revenues to the town, nor does it solve the need for a tax override. It simply burdens the businesses here in town which make up a small percentage of the taxable base. I advocate for a single tax rate for businesses in Reading. Nancy Wolff Leary Online Amplify Extending your reach online 781 844 9148 Twitter I Linkedin I Facebook I Newsletter Saunders, Caitlin From: Sent: To: Subject: BOS packet Sent from my iPhone Begin forwarded message: LeLacheur, Bob Tuesday, November 07, 2017 7:20 AM Saunders, Caitlin Fwd: In favor of split tax rate From: Meghan Young <meghany&comcast.net> Date: November 7, 2017 at 6:22:33 AM EST To: Angela Binda <tunacat gcomcast.net> Cc: Reading - Selectmen <Selectmengei.readin ma.us >, "LeLacheur, Bob" <blelacheurnci.reading ma.us> Subject: Re: In favor of split tax rate 16 i Well done, Angela! Thank you for writing and researching this, the facts are clearly in front of this Board. Sent from my iPad On Nov 7, 2017, at 12:46 AM, Angela Binda <tunacatkcomcast.net> wrote: Dear Chairman Arena and Members of the Board of Selectmen, We are writing to express our support for a split tax rate in Reading, along with a Small Commercial Exemption, which will be discussed and voted upon at your November 7 meeting. With assessment increases for residential properties outpacing those for commercial properties, taxes are increasing at a greater rate for residents than for commercial property owners. With the adoption of Senior tax credit, it is time to finally adopt a split tax rate so that the cost of this Senior tax credit is paid also by commercial property owners, and not solely by residential taxpayers, some of whom are lower income residents who would also benefit from a tax break. At the September 12, 2016, Special Town Meeting an Instructional Motion was presented which read: "In the event the Home Rule Petition outlined in Article 7 (the senior circuit breaker credit) is enacted by the Legislature, Town Meeting advises the Board of Selectmen at its earliest tax rate setting meeting after enactment, to implement a Classification factor such that the cost of senior tax relief is borne 75% by the residential class and 25% by the CIP class." The motion carried by a vote of 86 in the affirmative and 53 in the negative (source: Town Clerk). I hope the Board takes this recommendation by Town Meeting into serious consideration during your deliberations, and votes to split the tax rate. In November 2015, in anticipation of the Prop 2 1/2 override vote, Selectman Ensminger and Selectman Berman both spoke in support of a split tax rate (before the senior tax credit was enacted), and both voted in favor of a split tax rate. At that meeting, it was stated that support of the split tax rate would show good faith to the residents of Reading in demonstrating that the Board understood the significant burden the override would present to some residents, and the Board would do what it could to alleviate that burden. We now are considering another override vote, and supporting a split tax rate would again demonstrate good faith by the Board. We are also in favor of the Small Commercial Exemption, which would shift taxes paid by owners of properties occupied by small businesses to larger commercial and industrial taxpayers. We would not want to see small local businesses and business owners unduly burdened by a split tax rate. 41 % of commercial properties in town are valued at under $500,000, and 28% are valued from $500,000 to $1 million, the cap for this tax exemption. While the average commercial property value in 2017 was $1,563,000, the mean property value was under $1 million. Surely some of these properties owners would qualify for tax relief if the Small Commercial Exemption was established. And while not all small business owners are property owners, if the argument can be made that business owners will be hurt by tax increases, the argument can also be made that they would also see the benefits of this tax exemption. Economist Barry Bluestone spoke in Reading several years ago and stated that the tax rate has virtually no effect on attracting businesses and commercial development to town, contrary to what is often stated as a reason to keep a single tax rate. In 2016 the Home Depot in Reading (currently with an assessed value of $23,839,300.00) paid a 14.04 tax rate. In 2016, the Home Depot in Danvers paid a 21.37 tax rate, the Home Depot in Tewkesbury paid a 27.46 tax rate, and the Home Depot in Dedham paid a 33.02 tax rate. Of the 24 "peer communities" deemed to be statistically similar to Reading, 16 out of 24, two thirds, have a split tax rate, with an average shift of 1.36. It is time for Reading to adopt a split tax rate and shift a small portion of the tax burden to the larger commercial properties in town. Thank you for your consideration. Sincerely, Angela Binda and Jeffrey Dietz 1P] Saunders, Caitlin From: LeLacheur, Bob Sent: Monday, November 06, 2017 4:55 PM To: Saunders, Caitlin Subject: FW: commercial tax rate BOS packet Robert W. LeLacheur, Jr. CFA Town Manager, Town of Reading 16 Lowell Street, Reading, MA 01867 townmanaaerna ci.readina.ma.us (P) 781 -942 -9043; (P) 781 - 942 -9037 www.readingma.gov Town Hall Hours: Monday, Wednesday and Thursday: 7:30 a.m - 5:30 p.m.;Tuesday: 7:30 a.m. - 7:00 p.m.; Friday: CLOSED From: Dr. Jane Harrison [mailto: Jane (cbmiddlesexanimalhospital.com] Sent: Monday, November 06, 2017 4:09 PM To: Reading - Selectmen Subject: commercial tax rate Dear Selectmen I opened my small business, Middlesex Animal Hospital, in downtown Reading in January 2000. My business grew quickly until the recession of 2008. Coupled with the downtown renovation project, which made it very difficult for my clients to assess my facility (no parking, no sidewalks, lots of rain and mud), it was tough going for awhile. By trimming expenses, including laying off staff, we managed to stay afloat. I mention this because I feel that municipal expenses need to be controlled like in any business. It takes tough decisions to manage costs. Unfortunately, many municipalities' default is to squeeze small business to make up for any deficit in the budget. I presently pay, as part of my lease agreement, real estate taxes, utilities, insurance and maintenance for my facility, trash pick -up and personal property tax. I don't have any children in the Reading school system nor do I have the right to vote on town issues. I presently employ 5 people (one is a long -time, Reading resident) to help run my practice but I also employ many ancillary services to help run this small business. Here is a partial list of these other services: • Jack, window washing service • Joann, floor cleaning service • Jennifer, drug and medical supply rep (Reading resident) • Yuri, IT services 0 • Peter, HVAC services • Walter, CPA services • Kathryn, bookkeeping • Greg, security services • Medical laboratory and courier services • Jennifer, printing services • Pet food distributors and their drivers • Carting services Any tax increase will require me cutting back on some of these services, which hurts the job market or I'll be forced to pass the increase on to my clients (mostly Reading residents) in the form of higher fees for my services. Any business would have to do the same in order to stay in business. In my opinion, it is a short- sighted view without any benefit to the community. Sincerely, Jane L. Harrison, DVM THELOTTERY Ezia- Massachusetts er Commission DEBORAH B. GOLDBERG MICHAEL R. SWEENEY Treasurer and Receiver General Executive Director Dear Sir /Madam: The Massachusetts State Lottery is offering a KENO monitor to existing KENO To Go agent /s in your city /town, to display the game at their location. In accordance with M.G.L. c 10, section 27A, as amended, you are hereby notified of the Lottery's intent to install a monitor at the following locations in your community: Reading Fuel Mart-81 Main Street Shell Food Mart-110 Main Street Mobil Mart-178 Main Street American Legion Post #(62) -37 Ash Street If you object to these agent(s) receiving a monitor, you must do so, in writing, within twenty -one (21) days of receipt of this letter. Please address your written objection to Carol -Ann Fraser, General Counsel, Legal Department, Massachusetts State Lottery Commission, 60 Columbian Street, Braintree, MA 02184. Should you have any questions regarding this program or any other issues relative to the Lottery, please call me at 781- 849 -5555. I look forward to working with you as the Lottery continues its' efforts to support the 351 cities and towns of the Commonwealth. Sincerely, Michael R. Sweeney Executive Director Certified Mail -Return Receipt: 7001 2510 0004 3227 3434 ®� Supporting the 351 Cities and Towns of Massachusetts a� 60 Columbian Street a Braintree o Massachusetts . 02184 -1738 • Tel: 781 - 849 -5555 • Fax: 781 - 849 -5547 . TTY. 781 - 849 -5678 • www.masslottery. com November 3, 2017 Reading Board of Selectmen a 16 Lowell Street Reading, MA 01867 rya 6"ti.9 Dear Sir /Madam: The Massachusetts State Lottery is offering a KENO monitor to existing KENO To Go agent /s in your city /town, to display the game at their location. In accordance with M.G.L. c 10, section 27A, as amended, you are hereby notified of the Lottery's intent to install a monitor at the following locations in your community: Reading Fuel Mart-81 Main Street Shell Food Mart-110 Main Street Mobil Mart-178 Main Street American Legion Post #(62) -37 Ash Street If you object to these agent(s) receiving a monitor, you must do so, in writing, within twenty -one (21) days of receipt of this letter. Please address your written objection to Carol -Ann Fraser, General Counsel, Legal Department, Massachusetts State Lottery Commission, 60 Columbian Street, Braintree, MA 02184. Should you have any questions regarding this program or any other issues relative to the Lottery, please call me at 781- 849 -5555. I look forward to working with you as the Lottery continues its' efforts to support the 351 cities and towns of the Commonwealth. Sincerely, Michael R. Sweeney Executive Director Certified Mail -Return Receipt: 7001 2510 0004 3227 3434 ®� Supporting the 351 Cities and Towns of Massachusetts a� 60 Columbian Street a Braintree o Massachusetts . 02184 -1738 • Tel: 781 - 849 -5555 • Fax: 781 - 849 -5547 . TTY. 781 - 849 -5678 • www.masslottery. com Saunders, Caitlin From: LeLacheur, Bob Sent: Thursday, November 02, 2017 8:55 PM To: Saunders, Caitlin Subject: FW: Split Tax Rate Comments BOS packet next week From: Lisa Egan [legan @rnrchamber.com] Sent: Thursday, November 02, 2017 5:38 PM To: Reading - Selectmen Subject: Split Tax Rate Comments Dear Selectmen, On behalf of the Reading -North Reading Chamber of Commerce and the Board of Directors, we oppose a split tax rate in Reading. A split tax rate does not increase the net tax base for Reading and will not increase revenues or mitigate the need for an override. A split tax rate, of any size, can be detrimental to many of our local businesses. Most of our businesses are small, truly family owned operations and they operate with lean profit margins. They are the same businesses that are paying for local ads in the books printed for the RMHS Drama club, or sponsor calendars for the High School sports teams. These local businesses support our community by participating in the annual tree lighting in town. Our businesses give and give, regularly, which in turn makes Reading such a desirable place to live. Increasing our overall commercial tax base with improved properties is a top priority which will provide long term funding for our town, schools and services. Even a small tax increase onto the business community, can drastically impact a business's working cash flow. Any tax increase will be passed along directly to the consumer, in the cost of increased goods or services. The business effect may cause pay reductions, which in turn can lead to layoffs, lack of quality services, and eventually a "closed permanently" sign. A split in the tax rate will put the town of Reading at a disadvantage when trying to attract new businesses. Our single tax rate is one of our distinguishing factors and a competitive advantage when trying to attract new development in town. We just expanded the commercial SMART growth district and hosted an Economic Development Summit to draw new development to town. We need to find ways to entice new businesses to open their doors in town, and a single tax rate is an advantage to draw development here. As a member of the business community, and as President of the Reading -North Reading Chamber of Commerce, I wish to see business thrive in this Town. Reading has a lot of curb appeal, and is a very desirable town to live. As our needs for public services increase, and the expectations of the residents evolve, the town needs to be able to fund these services to meet expectations. Splitting the tax rate is not the solution. Incentivizing property owners to invest in their buildings and new businesses will increase our tax paying base, which in turn will increase the revenue the town needs. Splitting the tax rate is not just a monetary increase on business, it's an increase on everyone in the community. Keep the tax rate at 1, incentivize new businesses and property investment, and your tax base will grow. A larger tax base equates to more money. Very truly yours, Michael Doyon, President Reading -North Reading Chamber of Commerce Board of Directors 0 Lisa Egan Executive Director Reading -North Reading Chamber of Commerce PO Box 771 Reading, MA 01867 978 - 664 -5060 Saunders, Caitlin From: LeLacheur, Bob Sent: Sunday, November 05, 2017 1:30 PM To: Saunders, Caitlin Subject: FW:.[Reading MA] split tax rate (Sent by Denise Wyer, wyerfamily @comcast.net) BOS packet Robert W. LeLacheur, Jr. CFA Town Manager, Town of Reading 16 Lowell Street, Reading, MA 01867 town manaizer@ci.readine.ma.us (P) 781 - 942 -9043; (F) 781 - 942 -9037 www.readingma.gov Town Hall Hours: Monday, Wednesday and Thursday: 7:30 a.m - 5:30 p.m.;Tuesday: 7:30 a.m. - 7:00 p.m.; Friday: CLOSED - - - -- Original Message---- - From: vtsdmailer@vt -s.net [mailto:vtsdmailer @vt- s.net] Sent: Sunday, November 05, 2017 1:30 PM To: Reading - Selectmen Subject: [Reading MA] split tax rate (Sent by Denise Wyer, wverfamily @comcast.net) Hello Board of Selectmen, Denise Wyer (wverfamily @comcast.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: Gentlemen: I wanted to weigh in with one more opinion opposing the split tax rate for the town of Reading. I believe this would impose an undue hardship on many of our small businesses. Reading should be supporting the business community as much as possible to encourage a more vibrant, welcoming and thriving downtown area. Thanks you for your consideration. Denise Wyer 228 Forest Street a� Dear Town Manager, Members of the Board of Selectmen, and members of Town Meeting, We, the Trustees of the Cemetery Board of Reading were very disappointed to learn that the proposed Cemetery Operations Building, which has been under discussion for over 10 years, has been eliminated from the Town's capital budget. Our understanding is that the Town will be moving forward with a plan to consolidate all DPW operations, including Cemetery operations and equipment, into a single location. While we understand that capital budgets are formulated under budgetary restrictions and other considerations, the Board of Cemetery Trustees of Reading would like to register our concern for the safety of the workers currently working out of the building in Laurel Hill Cemetery, as well as for the long term costs to the Town in the form of continued inefficient deployment of equipment, fuel, and cemetery worker time. We hope these factors will be considered carefully as the Town works to find a solution to overall DPW future planning. Respectfully submitted, The Board of Cemetery Trustees, Reading, MA