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Home My Public Portal About20231010 - Select Board - Agenda PacketTOWN OF HOPKINTON SELECT BOARD MEETING AGENDA Tuesday,October 10,2023 6:00 PM Hopkinton Town Hall,18 Main St,Hopkinton,MA -Room 215/216 (Executive Session will be held in Room 211) Please click the link below to join the meeting: https://us02web.zoom.us/j/84002889933?pwd=SnlBTThyZ29BWkc3Tyt1bU01N0tLUT09 Passcode:922153 Or One tap mobile : +13126266799,,84002889933#US (Chicago) +16468769923,,84002889933#US (New York) Or Telephone: Dial(for higher quality,dial a number based on your current location): +1 312 626 6799 US (Chicago);+1 646 876 9923 US (New York);+1 646 931 3860 US;+1 301 715 8592 US (Washington DC);+1 305 224 1968 US;+1 309 205 3325 US;+1 360 209 5623 US;+1 386 347 5053 US +1 408 638 0968 US (San Jose);+1 507 473 4847 US;+1 564 217 2000 US;+1 669 444 9171 US +1 669 900 6833 US (San Jose);+1 689 278 1000 US;+1 719 359 4580 US;+1 253 205 0468 US;+1 253 215 8782 US (Tacoma);+1 346 248 7799 US (Houston) Webinar ID:840 0288 9933 International numbers available:https://us02web.zoom.us/u/kcUSEl5cBa 6:00 PM CALL TO ORDER 1.EXECUTIVE SESSION a.Pursuant M.G.L.c.30A,§21(a)(purpose 3)to consider strategy with respect to litigation in Cassarino v.Morrissey,Middlesex Superior Court action No. 2381cv01299,because an open meeting may have a detrimental effect on the litigating position of the Board. b.Pursuant to M.G.L.c.30A,§21(a)(purpose 3)to consider strategy with respect to negotiations with the Fire union. c.Pursuant to M.G.L.c.30A,§21(a)(purpose 6)to consider the purchase,lease,sale or value of real estate in relation to properties in the vicinity of Town Hall and South Street,and parcels owned by Umina off Chestnut Street,because an open meeting may have a detrimental effect on the negotiating position of the Board; d.Approval of Executive Session Minutes of September 19,2023. 6:30 PM CALL TO ORDER -OPEN SESSION 2.PLEDGE OF ALLEGIANCE 6:31 PM PUBLIC FORUM 3.Residents are invited to share ideas,opinions or ask questions regarding Town Government. 6:40 PM CONSENT AGENDA 4.The Select Board will consider the following consent agenda: a.MINUTES -The Select Board will consider approving the Minutes of the September 19,2023 and October 3,2023 meetings. Page 1 b.ACCEPT GIFTS -The Select Board will consider accepting a gift of $375 from the children of Legacy Farms raised via a lemonade stand,to be used for the children’s department at the Hopkinton Public Library. c.MARATHON FUND REQUEST -The Select Board will consider approving two Marathon Fund Committee fund requests as follows: 1.$9,000 towards six scholarships to Hopkinton residents graduating from High School in the spring of 2024,valued at $1,500 each. 2.$15,500 towards a project to update the lighting in the main auditorium at the Hopkinton Cultural Arts Center.The total cost of the project is estimated to be $99,000;the remaining funds will be coming from capital fund drive, maintenance fund and grants. The present balance of the fund is $213,912.25. Supporting Exhibits:Marathon Fund Applications . 6:45 PM APPOINTMENTS -BOARD AND COMMITTEES 5.The Select Board consider making appointments to the following boards and committees: ●Commission on Disability -1 vacancy (term expiring on June 30th,2024)Applicant - Praveen Hariharan ●Youth Commission -3 vacancies (terms expiring 30th June,2024,30th June 2025, 30th June,2026)Applicant -Qingxu (Thomas)Pan ●Veterans Celebration Committee -3 vacancies (terms expiring on 30th June 2026) Applicant -John Cardillo ●Hopkinton Historic District Commission -2 vacancies (terms expiring on 30th June, 2025)Applicants -Kevin Munroe Supporting Exhibits:Applications Submitted 7:00 PM TOWN EMPLOYEE APPOINTMENT 6.The Select Board will consider confirming the Town Manager ’s appointment of Lauren Delello as a full time Grant Coordinator in the Youth &Family Services Department. Supporting Exhibits:Resume 7:05 PM BOARD OF REGISTRARS VACANCIES 7.The Select Board will consider information from the Town Clerk that there are two vacancies on the Board of Registrars that must be filled by Republicans.The vacancies need to be filled quickly or a temporary registrar will need to be appointed to assist in the certification of nomination papers for the Presidential Primary and/or initiative petitions -both need to be certified by at least three registrars next month.Applicants must complete application here:Online application 7:10 PM SPECIAL TOWN MEETING 8.The Select Board will preview articles on the Nov.13,2023 Special Town Meeting Warrant. Supporting Exhibits:Nov.13,2023 Special Town Meeting Timeline 7:30 PM FY 2025 BUDGET MESSAGE -JOINT MEETING WITH SCHOOL COMMITTEE AND 9.APPROPRIATION COMMITTEE Page 2 The Select Board and the Town Manager will review information and develop a Budget message or Policy Statement with guidance to Town Departments,boards and committees relative to the development of the FY25 Comprehensive Budget.The School Committee and Appropriation Committee are invited to attend. Supporting Exhibits:1.FY 25 Budget Schedule and Message Development 8:00 PM TOWN MANAGER FY 24 GOALS 10.The Select Board will consider setting FY24 goals for the Town Manager. Supporting Exhibits:Town Manager ’s FY24 Objectives Summary &Objective 8:10 PM POLICE DEPARTMENT UPDATE 11.The Select Board and Police Chief will review the following: a.Departmental Review -Status Update b.School Resource Officer -Update c.Select Board Role in Police Officer Promotion Process 8:30 PM POLICY ON REDACTION OF PUBLIC SURVEY COMMENTS 12.The Select Board will discuss whether to consider a policy on the redaction of certain comments made in public surveys that the Board conducts,and if so,what types of comments should be redacted in survey results made publicly available.The Board may consider the Massachusetts Public Records Law and other guidance in this regard. LInk:Guide to the Massachusetts Public Records Law 8:40 PM STRATEGIC PLANNING FRAMEWORK 13.The Select Board will consider a framework for developing a Strategic Plan for the Town. Supporting Exhibits:Proposed Additions &Modifications 8:50 PM TOWN MANAGER REPORT 14.Town Manager will report on the following: a.Main Street Corridor Project b.Per-and Polyfluoroalkyl Substances (PFAS)treatment project c.Massachusetts Water Resources Authority (MWRA)Southborough Interconnection project d.Town Employee Benefit Enhancements Supporting Exhibits:Town Manager Report 9:00 PM LIAISON REPORTS/BOARD INVITES 15.Supporting Exhibit:FY 24 Liaison Assignments 9:05 PM FUTURE BOARD AGENDA ITEMS 16.Board members will identify future agenda items. a.For 10/17 we will add:Town Clean Water/PFAS Remediation Advisory Council Framework Mannan (requested Sep 2023) b.For 10/17 we will add:Cemetery Commission Rate Changes Supporting Exhibit:Board Member Future Agenda Items 9:10 PM ADJOURN Page 3 Correspondence to Select Board 1.Climate Action Community Drop-In Event on Oct.11,6-9 PM,Senior Center 2.Legacy Farms Diwali invite email from Priya Vasudevan 3.Draft charges for trail committees -Email from Peter LaGoy Upcoming Select Board Meetings 1.October 11,2023 2.October 17,2023 3.October 26,2023 (at School Committee Meeting) 4.November 13,2023 -Special Town Meeting Town Hall is accessible;the public may attend in person or remotely.If accommodations/modifications are needed, please contact the Town Manager ’s office at 508-497-9701 or complete this form. The listed matters on the agenda are those reasonably anticipated by the Chair to be discussed at the meeting.Not all items may in fact be discussed and other items not listed may also be brought up for discussion to the extent permitted by law.Unless an agenda item is a posted public hearing,the matter may be considered earlier than the indicated time if there are last minute cancellations or other unforeseen events which cause the Board to move more quickly through the agenda. Page 4 1111RATHIONRINO, =Me afarankilion et *NO* mamas 5 5c h c) a r cli 1,.41 `[ Jl l � ` 5 11 r. �✓ G�oi e,�� hi �,j LJJOCI -, 11 Ya) L_frl 44* -Iboommunded by** ea*. minimarfrw.la!' q dge 00 AnKinnt land Camiiii Apposlad iff jiramid ad a a_ Tate Acconotard riciraz MARATHON Is busby by byvols tithe IhniboaPaid O NIins Town- ix RIM MINOT Moms elasaasein d4±124 1--Ae Appreied bin&Oft Nord eillskibiss t • Applications Submitted https://drive.google.com/drive/folders/110TT_V71MzEevjOU1f1JT2nwAmI8HbKS EDUCATION Post-Graduate Certificate in Colle e & Career Counseling University o M.A. Counseling Psychology, School and Community SpecializationMassachusetts DESE School Counselor, K-8, Professional Licensure Massachusetts DESE School Counselor, 5-12, Professional Licensure Massachusetts Test for Educator Licensure University of High School Diploma COUNSELING EXPERIENCE May-- Interim MassCALL3-B Coordinator, Youth & Family Services, Hopkinton, MA July 1, 2023 -present •Achieve the MassCALLPart-B grant, taking the funding from $40,000 annually to $250,000 and increasing thereach of youth prevention beyond Hopkinton's borders to the region.•Engage other communities in forming a regional cluster to prevent youth substance use.•Developing MOU's with cluster communities and the Town Manager.MassCALL3-A Coordinator, Youth & Family Services, Hopkinton, MA October 18 2021 -June 30, 2023 •Serve as a part-time Prevention Coordinator and help to lead the Hopkinton Organizing for Prevention (HOP) Coalition.Engage community leaders, key stakeholders, community members and students, to work in sync with the Hopkinton YouthCoalition, to prevent substance use through the provision of resources, education and support for the purpose of promotingwell-being and resilience for all Hopkinton residents.•Complete the first three steps of Substance Abuse and Mental Health Services Administration's (SAMHSA) StrategicPrevention Framework (Assessment, Capacity, and Planning) through capacity building, training and youth engagement.Court Appointed Special Advocate (CASA), Worcester, MA 2018 -present •Volunteer as a certified Court Appointed Special Advocate (CASA), working independently to investigate and monitorcases of juvenile abuse, n eglect and/or dependence in the Worcester County Courts.•Work closely with the Depa1iment of Children and Families, social workers and the courts to build relationships withchildren placed in foster care and their care providers to monitor their progress and provide monthly court reports.Social Emotional Behavioral Coach, Framingham Public Schools, Framingham, MA 2018 - 2019 •Directly serviced students in small group and individual counseling, including work with students in crisis, utilizingde-escalation techniques as needed.•Provided coaching and professional learning opportunities to staff in evidence-based approaches that lead to greater teachereffectiveness, high student achievement, and improved school climate.•Identified students at-risk and participated in the school-based pre-referral process, collaborating with the school team onappropriate strategies to assist referred students and their families.•Advanced district-wide, climate/culture and social-emotional learning (SEL) initiatives.School Counselor, Franklin High School, Franklin, MA 2015 -2017 • Counseled a 9-12 caseload of over 275 students. • Initiated, wrote and coordinated 504 plans from initial eligibility meetings to annual re-evaluations. • Collaborated with students, parents, teachers, administrators and outside providers to meet the diverse academic and social emotional needs of all students. • Taught developmental guidance curriculums on social -emotional learning (SEL), adjustment and future planning topics. • Assisted students in planning programs of study to meet life objectives and be lifelong, well adjusted learners. School Counselor, Canton High School, Canton, MA • Counseled a 9-12 caseload of over 200 students. • Provided crisis intervention and conflict resolution services. • Managed 504 plans and participated in all 1EP and 504 meetings. • Taught developmental guidance curriculums on adjustment, career, college, and future planning topics 9-12. Special Education, Teaching Assistant, Wellesley High School, Wellesley, MA • Taught in a Learning Center designed to support students with moderate learning disabilities ranging from ADHD to autism, with a focus on math, reading, and writing. • Designed and implemented effective curriculum modifications geared towards student needs while developing interventions to help students improve their skills and strengthen compensatory strategies. 2013 - 2015 2012 - 2013 Interim School Counselor & Counseling Intern, Wellesley High School, Wellesley, MA 2011 - 2012 • Served as interim counselor for a caseload of over 150 students during supervisor's maternity leave. • Collaborated with students, parents, teachers and administrators to provide academic support. • Worked closely with students, parents and coordinators through the METCO program. • Worked with students returning from a hospital and/or treatment center due to emotional or medical reasons with reentry and reintegration to school through the BRIDGE Program. CERTIFICATIONS Massachusetts Substance Abuse Counseling Certification (In progress) Mental Health First Aid Certified National Council for Behavioral Health Break Free From Depression Certified Boston Children's Hospital Mandated Reporter Certified Middlesex Children's Advocacy Center Suicide Prevention Compassionate Listener Samaritans, Inc. BUSINESS EXPERIENCE QPR Gatekeeper Trainer Certified QPR Institute Psychological First Aid Certified American Red Cross SOS Signs of Suicide Certified Mindwise by Riverside Community Care Stewards of Children Certified Darkness to Light MIAA Coaching Certification Massachusetts Interscholastic Athletic Association Marketing Coordinator, Rhode Island Monthly Communications, Inc., Providence, RI 2009 —2011 • Managed company website and social media channels; maintained an extensive email marketing campaign; wrote monthly e -newsletters, sell sheets and brochures. • Coordinated events including the yearly Best of Rhode Island Award Gala, the City/Regional Magazine Association Conference and many other media/advertiser sponsored events with tight deadlines and within budget. Outreach Coordinator, Massachusetts Breast Cancer Coalition, Quincy, MA 2008 — 2009 • Utilized strong communication/management skills to lead a team of volunteers (local business leaders, breast cancer survivors and students from the Depai tinent of Youth Services) in the coordination of annual fundraising events. Lauren Mayer Dellelo August 14, 2023 Human Resources Department 18 Main St. Hopkinton, MA 01748 To the Hiring Committee, It is with much enthusiasm that I would like to apply for the position of Grant Coordinator for Hopkinton Youth and Family Services. As the current Interim MassCall3-B Coordinator and previous MassCALL3-A Coordinator/Prevention Coordinator for the Hopkinton Organizing for Prevention (HOP) Coalition, a sector of Hopkinton Youth and Family Services, I bring with me over two years of relevant municipal experience. As a counselor with over 10 years of experience I have used my skills and abilities to form trusting relationships, manage and evaluate programs, and empower community members. As a foundation to begin Part B of the MassCALL3 grant, I began to engage other communities in forming a regional cluster to prevent youth substance use, which was one of the intentions of the MassCALL Part -A grant. A minimum of 3 communities were needed to be engaged for this purpose. I worked to build relationships with 4 communities and achieved their firm interest in moving forward in a regional cluster. I have worked closely with my technical assistance provider from the EDC, my supervisor Dawn and others at the Department of Youth and Families in Hopkinton, and the grant management team at DPH to socialize MassCall Part B with the Town Manager, preparing him for a presentation with the Select Board. With my efforts, we were able to achieve the MassCALLPart-B grant, taking the funding from $40,000 annually to $250,000 and increasing the reach of youth prevention beyond Hopkinton's borders to the region. I am currently setting up meetings and in communication with the 4 communities in the cluster to develop the MOU's necessary to move forward to begin our work on the next steps of gathering data and assessing community needs. As the full time MassCALL3-B Coordinator, I will continue to bring my experience, relevant knowledge, track record of success to the completion of MassCALL3-B and its future extensions. Thank you for your time, Lauren Mayer Dellelo Special Town Meeting Timeline November 13,2023 Special Town Meeting Date Action Oct.3 1)Select Board calls a STM and sets the date and time at a public meeting. 2)Select Board sets the date for a special election. Oct.4 Publish Notice of STM to a local news medium and send Notice to all boards and committees.(Charter Sec. 2-3(c)) Oct.18 Articles due to Select Board by close of business on the 10th business day following the publication.(Charter Sec.2-3(c)) Oct.17 -Oct.26 Prepare Warrant Oct.17 (Tuesday)if possible at Select Board Regular Meeting;or Oct.24 (Tuesday)at a Special Select Board Meeting Select Board sets ballot questions (Deadline Oct.25,35 days before the election (MGL c.54 §42C) Oct.26 (Thursday)Select Board votes to sign Warrant at a special Select Board meeting Oct.30 (Monday)Post Warrant at the Town Hall,post offices,Library, Senior Center &at least one public safety building at least 14 days before the STM date.(Bylaw §47-1) Nov.13 (Monday)Special Town Meeting date Nov.28 (Tuesday)Special Election Last day to register to vote for the Special Town Meeting and Special Town Election (20 days before Town Meeting/Election M.G.L.c.51 §F) Oct.9 is a holiday Articles/petitions may be submitted by: 1.Department Heads 2.Boards and committees by majority vote 3.100 voters References:Charter Sec.2-3;Bylaw Ch.47-1;MGL Ch.42 Sec.42C 1 TOWN OF HOPKINTON TOWN MANAGER’S OFFICE Norman Khumalo,Town Manager TO:Select Board FROM:Norman Khumalo,Town Manager RE:Fiscal Year 2025 Budget Development DATE:October 5,2023 I recommend that you endorse the initial fiscal year (FY)2025 budget guidance contained in this memorandum,which involves a tax impact of less than 2.5%before consideration of any excluded debt that might be proposed,at your October 10,2023 meeting. 1.Departments will examine,prepare,and document justification of budgets from the bottom up.Departments will use this opportunity to review current operating approaches,with an eye toward streamlining and improved efficiency of operations. Departments will be prepared to discuss the review of operations for efficiency during upcoming Town Manager Budget Review sessions.The timeline for the budget process is contained in Enclosure (1). 2.Departmental budgets will be submitted to the Select Board,after Town Manager review and recommendation.Consistent with the discussion of prospective sources and uses of funds in Enclosure (2),I request that the Select Board direct that Departmental submissions be developed within the 4.4%spending increase cap that would allow for full compliance with Town Financial Policy under current revenue estimates outlined in Enclosure (2)of this memo,notwithstanding the School Committee’s expression of need which is significantly above that level. 3.Because of the prospective FY25 operating budget shortfall identified in Enclosure (2), budget components under the budgetary direction of the Select Board are directed not to submit any requests for service expansion “new starts”in their budget submissions.Such budget components may send any requests for “new starts”to the Select Board by separate memorandum,via the Town Manager. 4.Irrespective of the Select Board’s initial budget development direction,Departments should be aware that if revenue estimates are eventually lower than expected,if deviations from financial policy that allow for spending at the directed level are not supported,if any tax levy override necessary to support operations at target levels is not supported,or if centrally funded Departmental costs,such as Municipal-wide employee health care and benefits ,are higher than projected,Departmental budget growth may be constrained below the level noted,irrespective of any initial direction. 5.The Town Manager ’s Office will provide budget submission forms to each Department and to relevant boards,committees,and commissions.These submission forms will require narrative connection to the Town’s strategic goals,including goals to promote diversity,equity,inclusion,and belonging. 6.To support review of the current services and incremental request,all Departments are directed to adopt the summary format developed by the Hopkinton Public Schools,used by all Departments in FY 2023 and FY 2024,framing summary requests in the following format which will be included in the revised budget submission template: a.FY 2024 budget b.Less,Efficiencies planned c.Plus,inflationary costs for supplies,services,and contractual and other salary increases d.Plus,new costs for compliance with regulatory or statutory requirements e.Plus,costs related to service expansions related to community growth f.Include relevant metrics to support budget requests 7.Specific instructions for Departments on FY 2025 procedures for operating budget submissions and capital requests will be forthcoming from my Office. To be clear,new spending considered in this process will be substantially funded from new growth in the tax base,and any eventual spending proposal that requires property tax revenue in excess of the amount that may be levied within the limits of Proposition 2 ½will require a corresponding proposal for a Proposition 2 ½tax limit override.Any such proposed override should consider that the taxpayer with an average home valued at $753,300 may also face a peak tax burden of nearly $1,100 if the Elmwood School replacement is approved as presented this Fall as debt to be excluded from the limits of the tax levy,separate and distinct from any other additional excluded debt that may be proposed in the FY 2025 budget cycle. As part of this year ’s budget process,I will again be coordinating a series of public listening sessions to discuss ideas about service levels.These ideas may involve diversity,equity,and inclusion;accountability;other long standing issues;or small capital projects recommended by the community. A budget advisory group consisting of the Chairs of the Select Board,Appropriation Committee, School Committee,and professional staff will meet regularly with Chairs reporting to their respective boards.I look forward to another successful collaboration for the development of the FY 2025 budget. Enclosure:(1)2024 Annual Town Meeting Timeline &FY 25 Budget Calendar (2)Fiscal Year 2025 Budget Initial Discussion Paper Cc:Hopkinton School Committee Hopkinton Appropriation Committee Hopkinton Capital Improvement Committee 2 9/20/2023 2024 Annual Town Meeting Timeline &FY 25 Budget Calendar Please note that some of the dates provided below are an estimation and may change.Please call the Town Manager ’s office at 508-497-9701 with questions. Any updates will be made to this document.For your convenience,references to relevant state laws,local bylaws,Town Charter and policies are also included. September 19,2023 Town Manager gains consensus on budget timeline with Select Board,Appropriation Committee and School Committee.(Charter §7-2(a)) Budget message discussion. Town Manager issues Budget Schedule before Oct.1. October 1,2023 Deadline for establishing and issuing budget schedule (Charter §7-2(a)) October 3,2023 Town Manager and Select Board develop budget message. October 6,2023 CFO distributes budget materials. October 12,2023 Deadline to submit CPC applications November 1,2023 Municipal Services budgets due to Town Manager. November 14,2023 Select Board discusses its potential articles,including any General Bylaw changes November 14,2023 Town Manager CIP review. November 14,2023 CPC capital requests due to CIC November 14,2023 Long Term capital plans due to CIC. November 14,2023 Select Board Budget Listening Session December 1,2023 Town officials and multiple member bodies may submit draft warrant articles to Town Counsel for review and comment (S.B.policy). December 5,2023 Select Board discusses its own potential articles,including any General Bylaw changes. December 14,2023 Select Board,School Committee,Appropriation Committee Joint Meeting -Budget Update,including School Dept. presentation December 19,2023 Select Board vote to open the ATM warrant on January 7,2024 (or before).(120 days before ATM) Select Board discusses its own potential articles,including any General Bylaw changes. December 19,2023 Town Manager completes Municipal Services budget review. December 20,2023 CIC &CPC complete capital hearings and submit to Town Manager. December 21,2023 School Superintendent presents budget January 4,2024 School Superintendent presents budget to School Committee.Select Board &Appropriation Committee will attend. January 7,2024 ATM Warrant opens.Submission of proposed warrant articles begins. January 9,2024 Select Board discusses its own potential ATM articles. January 11,2024 School Committee Public Hearing/Board Discussion,with Select Board and Appropriation Committee;will include information on funding sources. January 18,2024 School Committee Votes FY 25 Budget January 23,2024 Select Board review its own ATM articles;vote to submit own articles into warrant. January 23,2024 Town Manager submits a consolidated budget to the Select Board. February 6,2024 ATM Warrant closes (90 days before ATM,Charter §2-3). ●All petitions for warrant articles submitted to Town Clerk for signature confirmation. ●Town Manager refers all appropriation articles to Appropriation Committee. ●Select Board refers voter petitions to Board of Registrars (MGL c.39 §10). ●Select Board refers all zoning articles to Planning Bd. within 14 days of submission (MGL c.40A §5). 2 February 6,2024 Select Board conducts budget and capital hearings. Select Board reviews language of its own ATM articles. February,2024 Planning Board public hearing on zoning articles (date scheduled by Planning Board,Zoning Bylaw §210-153;MGL c.40A §5. February 13,2024 Draft ATM Warrant to Town Counsel Feb.19 -23 School Vacation February 6,13,27,2024 Select Board budget and capital hearings. Select Board finalize language of its own ATM articles. March,2024 Public Forum -General Bylaw articles submitted into Warrant, hosted by those proposing the General Bylaw articles. (optional) March 5,2024 Select Board budget and capital hearings. Select Board finalize language of its own ATM articles. March 19,2023 Select Board adopts budget and capital and submits to Appropriation Committee. March 19,2024 Draft ATM Warrant to Select Board for review. Working session with Department Heads -Non-financial Warrant articles,as needed. Select Board take positions on Warrant articles April 1,2024 Last day to file nomination papers for town election (MGL c.53 §7,49 days prior to election). April 2,2024 Select Board Review ATM Warrant Select Board take positions on Warrant articles April 16,2024 Select Board review ATM Warrant. Select Board take positions on Warrant articles. Select Board finalize ballot questions. 3 Select Board review draft Motions. April 15,2024 Appropriation Committee holds hearing and votes on budget and delivers required report by April 22.(At least 14 days before ATM,Charter §7-2(b)) April 12,2024 Warrant and Motions Document completed. April 15,2024 Deadline for submission of powerpoint presentations for ATM. Send to Moderator for approval. April 15,2024 Deadline for final written notice of any ballot questions to be submitted to the Town Clerk (35 days before annual town election,MGL c.54 §42C). April 16,2024 Select Board review draft Motions. Select Board take positions on Warrant articles. Select Board sign ATM Warrant. Select Board discuss its town meeting presentations. April 16,2024 Last day to register to vote for the Annual Town Meeting and Annual Town Election (20 days before Town Meeting/Election M.G.L.c.51 §1F). April __,2024 Moderator ’s Meeting:Review of final motions and meeting process with Town Counsel,SB Chair,Moderator, Appropriation Committee Chair,Town Manager,Principal Planner/Planning Board Chair,School Committee Chair, School Superintendent,Finance Director,Town Clerk,Asst. Town Manager,Deputy Moderator. School Vacation April 15 -20 April 16,2024 Select Board review and assign town meeting duties/presentations. April 22,2024 Appropriation Committee Report Due (At least 14 days before ATM,Charter §7-2(b)) April 22,2024 Town Report,Q&As and other documents made available (Annual Town Report 14 days before ATM,Charter §3-1(f)). April 22,2024 All Town Meeting Reports/handouts Are Published and 4 Available to the Public April 28,2024 Combined Election and Warrant posted at least 8 days before ATM (Bylaws §47-1;MGL c.39 §§9A,10). May 6,2024 Annual Town Meeting (First Monday in May,Bylaws §47-2) May 20,2024 Annual Town Election (3rd Monday in May,Bylaws §47-2) 5 Town of Hopkinton Fiscal Year 2025 Budget Initial Discussion Issue Paper October 5,2023 This paper provides background to support the launch of the fiscal year 2025 (FY25)budget process for the Town of Hopkinton.There is a level of uncertainty at the beginning of every budget process,and the high inflation and associated operating cost challenges that characterize the preparations for the FY25 budget are no exception to that general rule.Town practice is to complete a review of available funding and a bottom-up budget review of the cost and value of services delivered each year. Projected FY25 Revenues The following table summarizes current initial estimates of FY25 General Fund sources of funding compared to budgeted funding estimates for FY24 under a 2.5%tax impact scenario: Table 1:Sources of Funds FY24 Budgeted Sources of Funds FY25 Estimated Sources of Funds %Chg. FY24 - FY25 1 Levy Base $83,567,525 $88,183,133 5.5% 2 New Growth $1,650,000 $1,567,500 -5.0% 3 Debt Exclusions $6,725,617 $6,347,047 -5.6% 4 Less -Provision for tax abatements/exemptions -$500,000 $0 -100.0% 5 Estimated Net Property Tax Revenue $91,443,142 $96,097,680 5.1% 6 State Aid $11,490,752 $12,065,290 5.0% 7 Less -Regional and State Program Charges -$398,619 -$418,550 5.0% 8 Estimated Net State Aid $11,092,133 $11,646,740 5.0% 9 Excise Tax,Licenses,other Local Receipts $5,650,050 $5,932,553 5.0% 10 Cost Share from Enterprise Funds $780,076 $799,578 2.5% 11 Ambulance,misc.sources $688,643 $655,835 -4.8% Total Recurring Sources of Funds $109,654,044 $115,132,385 5.0% 12 Non -Recurring Sources:Cert.Free Cash $3,545,463 $3,353,671 -5.4% Total Sources of Funds $113,199,507 $118,486,056 4.7% Almost all of the Town’s revenue comes from a few sources,most of which have very good prospects over the next budget cycle.As discussed at length in the 2023 Appropriation Committee Report, residential property tax is the Town’s dominant revenue source.While the general real estate market is Encl:(2)1 cooling somewhat due to recent-record interest rates which limit affordability for buyers;that cooling is likely to have little or no impact on the Town’s collection of levied property tax.Restated,tax collection is not dependent on a continuous rise in property values and is very stable. While property tax collection is solid,the amount of new revenue from new residential and commercial construction is budgeted down again for FY25,which is a significant change from the prolonged period when new residential and commercial construction provided more than half the new revenue for the Town for inflationary and service level cost increases. The Town’s second largest revenue stream is from Local Aid from the Commonwealth,and the news in that area is again somewhat unfavorable.After a period of robust revenue growth,the latest estimates from State officials indicate that overall State revenue is trending about 1.8%below projections.It is difficult to predict how a shortfall below projections will impact the Governor’s proposal for Local Aid. Eversource Energy’s aggressive tax strategy continues to pose a bounded challenge to the Town which will be discussed below. On Table 1 row 1,the Tax Levy Base is projected to rise due to two factors:a revision in the estimate of new growth in the tax base for FY24 upward from $1,650,000 to $2,464,800,driven by higher residential construction than was expected and a greater increase in valuation than was expected at the Eversource Energy Hopkinton liquid natural gas (LNG)facility;and through a 2.5%statutorily allowed increase in the tax levy ($2,150,808).Since property tax contributes 81%of total expected net revenue,it is vastly dominant in importance;and because it is based on firm,known data,and because collections are secured by the Town’s right to lien;this existing estimate of this dominant source of funding is very solid.The levy base could be adjusted somewhat later in the budget process,if actual new growth for FY24 comes in above or below the revised estimate of $2,464,800.The actual New Growth number will be computed in six to eight weeks. On Table 1 row 2,the modest 5%reduction in projected New Growth in the tax levy from last year ’s approved budget reflects a new phase of Town development,where large residential and commercial projects are no longer in the pipeline,and growth is resulting from smaller residential developments and commercial projects.New Growth is expected to contribute about 1.3%of available resources,but about 35%of new recurring funding to support service growth and inflationary cost growth. On Table 1,row 4,for the first time in several years,the recommendation is to budget $0 for transfer to the account to cover tax appeals.The Town’s only current tax appeals are from Eversource Energy ($5.7 million)covering a variety of tax bills issued between 2017 and 2022, and for the first time in many years,and to the surprise of the Town Finance Team,Eversource Energy did not initiate any new tax appeals in the last appeal cycle.Within the past few months, Eversource Energy even withdrew some appeals on taxes from 2019 and 2020 for NSTAR Electric and Gas taxable business personal property totaling $715,065.An additional $1.2 million in pending appeals are scheduled to go to trial with the Commonwealth Appellate Tax Board before December 1,2023.Tax appeal cases often experience trial date delays,but irrespective of delays or of the outcome of those appeals,with the recent case withdrawals,the Encl:(2)2 Town’s overlay reserve for tax appeals has been built to $7.2M,which exceeds current appeals by $1.5M.Because of this excess,it is reasonable to enter the budget with a $0 contribution to that reserve account budgeted.As the budget process progresses,if the Town prevails as expected in pending tax appeal cases,if Eversource again refrains from filing new tax appeals,or if both occur;consideration will be given of recommending that the Board of Assessors withdrawal some amount of funding from the Overlay account and return it to the Town General Fund,where it would be available as a one-time source of funding to support one-time budget needs consistent with Town policy.Resolution of pending tax appeals may be known before December,and information about the status of new tax appeals will be known around February 10,2024. Table 1 rows 6 and 7,estimate a 5.0%increase in local aid from the Commonwealth and a corresponding 5.0%increase in charges for state and regional programs administered through the Commonwealth.Net Local Aid is an important source of funds,contributing 10%of expected net revenue.This estimate reflects a cautious budgeting approach based on both multi-year experience and on the State’s current revenue experience,which is tracking 1.8%below the State’s own planned revenue. Net Local Aid experience: FY21 Hopkinton Local Aid +6.3%with prior year State revenue +4.3%; FY22 Hopkinton Local Aid +10.6%with prior year State revenue +3.4%; FY23 Hopkinton Local Aid +9.9%with prior year State revenue +18.4%; FY24 Hopkinton Local Aid +12.0%with prior year State revenue +4%; FY25 Hopkinton Local Aid +?%with prior year State revenue trending to +4.6%. There is not a tight correlation between overall Hopkinton Local Aid and prior year State revenue,in part because Local Aid is strongly influenced by lagging measures of public school student enrollment.While Hopkinton saw significant growth in Local Aid tied to strong school enrollment growth and to overall increases in education funding in FY22 -FY24,there is not strong evidence to support continuation of that trend into FY25. Because the State’s revenue trend suggests a second consecutive year of low revenue growth for the State,this initial budget cautiously projects a 5%increase in net Local Aid.The actual level of local aid could be higher or lower based on the actions of the new Governor and the Legislature, and will be tracked through the budget process.The municipal financial regulatory framework requires caution budgeting of revenue,and there is an insufficient basis for projecting growth of this source above 5%at this time. On Table 1 row 9,local receipts (including motor vehicle excise tax)are projected to rise by 5%. This is a noteworthy source of funds,contributing 5%of expected net revenue.This source is dominated by Motor Vehicle Excise Tax.Motor Vehicle Excise Tax receipts were remarkably flat from FY19 to FY23,varying by less than 1%over that entire period.Interest income from Town General Fund deposits was up in FY23,as short term interest rates rose.While higher rates hurt the Town as a borrower,they help the Town Treasury with earnings on deposits placed with the Encl:(2)3 State-sponsored Massachusetts Municipal Depository Trust and with commercial banks.Largely on the strength of the earnings from short term interest from deposits,the Local Receipts category is budgeted up 5%based on current and forecast interest rates. On Table 1 row 12,Certified Free Cash is one-time funding available to support priorities in the coming year.The exact amount of Certified Free Cash available for use in the FY25 budget will not be known until the end of the calendar year,when the Town’s financial regulators with the Commonwealth of Massachusetts certify a specific amount as available.Town Financial Policy calls for paying for recurring expenses with recurring funds.The one time uses of funds being proposed are detailed in Table 2 (rows 25,16,27),and sum to the amount shown on row 12.If more or less than $3.4 million is certified,the amount drawn from Certified Free Cash and spent on one-time expenses can be increased or decreased,within policy guidelines. Projected FY25 Expenditures On a strategic level,the Town Manager ’s priorities in initiating the FY25 budget process are to advance accomplishment of the Town’s vision and mission,including the priority to advance diversity,equity, inclusion,and belonging in the Town of Hopkinton.This effort is informed in part by the Strategic Planning initiative undertaken in 2023 and 2024,which will continue as part of this budget process.On an operational level,the budget process pursues those aims with a focus on change and improvement in three areas: ●Sustaining and improving Town service delivery operations through a rigorous budget process that prioritizes finding efficiencies and focusing spending to support key service outcomes and impacts;with a priority on diversity,equity,inclusion,and belonging ●Sustaining and improving the Town’s capital infrastructure through judicious recapitalization and investment practices ●Ensuring long term fiscal stability by allocating resources to support adequate reserves,steady funding of long-term liabilities,and adherence to best practices in Hopkinton Financial Policies [blank space for formatting] Encl:(2)4 Table 2 below shows a possible distribution of FY25 expenditures if revenue is limited to the current estimates shown in Table 1,and if Financial Policy is strictly adhered to: Table 2:Uses of Funds FY24 Budgeted Uses of Funds FY25 Estimated Uses of Funds %Chg. FY24 - FY25 13 Tax lien administration costs $50,000 $50,000 0.0% 14 State funded Library spending $35,070 $28,335 -19.2% 15 Repayment of Debt Principal and Interest*$7,417,184 $7,114,757 -4.1% 15a Repayment of Existing Debt P&I,Excluded $6,725,617 $6,347,047 -5.6% 15b Repayment of Existing Debt P&I,In Levy $691,567 $767,710 11.0% 16 Deficits and Judgments $0 $0 0.0% 17 Snow and Ice Surge Costs $0 $0 0.0% 18 General Government $5,410,449 $88,409,371 4.4% 19 Public Safety $8,191,856 20 Education $61,597,652 20a Hopkinton Public Schools $59,937,752 20b Special Education Reserve Fund $1,094,024 20c Regional Vocational Technical School $565,876 21 Public Works $6,868,502 22 Health and Human Services $1,465,230 23 Culture and Recreation $1,162,724 24 Employee Benefits and Insurance $17,570,377 $19,529,921 11.2% Sub-Total Departmental Expenses $102,266,790 $107,939,292 5.5% Total Recurring Uses of Funds $109,769,044 $115,132,384 4.9% 25 Transfer to OPEB (post-retirement health care)$832,850 $853,671 2.5% 26 Transfer to Stabilization $700,000 $700,000 0.0% 27 Town Meeting Capital Articles,free cash $1,897,613 $1,800,000 -5.1% Total Non-Recurring Uses of Funds $3,430,463 $3,353,671 -2.2% Total Uses of Funds $113,199,507 $118,486,056 4.7% The presentation in Table 2 is based on a balanced budget within the tax levy rise constraints of proposition 2 ½,and in compliance with Town Financial Policies requiring recurring costs to be paid for with recurring sources of income.Table 2,line 24,Employee Benefits and Insurance is budgeted up 11.2%,driven by a projected 13%rise in the Town’s cost for employee health insurance for current Encl:(2)5 employees only,and under current plan offerings and cost share approaches.With the foregoing constraints,Table 2 shows an initial anticipated amount available for recurring costs across all departments of $88.4 million,which is 4.4%($3.7 million)above the amount provided in the FY24 Budget. At a September 19,2023 joint meeting of the Select Board,School Committee,and Appropriation Committee,members expressed a desire to see even a very preliminary estimate of any prospective gap between estimated revenue and anticipated expense needs for FY25.Of course,as the budget process is in its most nascent stage,these estimates are preliminary in the extreme;but,as shown on Table 3,they may reflect a floor of need. Table 3:FY25 Prospective New Recurring Revenue &Needs Prospective New FY25 Recurring Revenue $3,712,958 Prospective New FY25 Costs Approved Debt within Levy -$76,143 Hopkinton Public Schools 8.4 Teachers -$630,000 5.5 SPED Already Added -$599,000 ELA Director -$100,000 2.5 SPED Teachers -$212,500 Administrators -$200,000 25%Benefits for New School Staff*-$435,375 HPS Contractual Obligations -$2,635,600 Initial School Estimate -$4,812,475 Non-School Contractual Obligations -$500,000 Sum,Prospective FY25 New Costs -$5,388,618 Prospective Budget Shortfall -$1,675,660 *Benefits are paid outside the School Budget,but are presented here to reflect staff growth cost Again,the prospective new recurring revenue shown in Table 3 is the product of a number of early initial estimates of revenue,and early estimates on the cost to continue health and liability insurance coverage for existing employees.The list of prospective new recurring costs is very likely to grow,perhaps substantially,as the work of the actual budget process progresses. As a preliminary floor figure,reflecting only those initial aspirations or needs which are known or have been publicly communicated,the Town is beginning the FY25 budget process with a $1.7 million shortfall,again -subject to significant change. Table 4 shows that the approach reflected in the tables above,without accounting for any shortfall,would be compliant with all Town Financial Policies,as well as the constraints of Proposition 2 ½. Encl:(2)6 Table 4:Recurring and 1-Time Sources &Uses of Funds FY24 Budgeted FY25 Projected %Chg.FY24 -FY25 Recurring Sources of Funds $109.654,044 $115,132,385 5.0% Recurring Uses of Funds $109,769,044 $115,132,385 4.9% Net Recurring Funds -$115,000 $0 Non-Recurring Sources of Funds $3,545,463 $3,353,671 -5.4% Non-Recurring Uses of Funds $3,430,463 $3,353,671 -2.2% Net Non-Recurring Funds $115,000 $0 There are several potential paths or combination of paths for dealing with the prospective shortfall identified in Table 3: ●Funding requests could be reduced ●Additional revenue could be forthcoming from Commonwealth Local Aid,new growth in the tax base,or another source ●A decision could be made to deviate from Financial Policy and support recurring costs with one-time sources of revenue which may become available (e.g.,Certified Free Cash from prior year operations or withdrawals from the tax overlay account if the Town prevails in pending tax litigation with Eversource Energy) ●An override of the tax levy limit of Proposition 2 ½could be considered Tax Impact All funding scenarios for the operating budget other than an override of the property tax limits under Proposition 2 ½would have a tax increase impact of approximately 2.35%on existing property owners. There will be an additional tax impact,not tied to the FY25 operating budget,of approximately 11.5%in the peak year if the Elmwood School Replacement is approved as debt to be excluded from the tax levy limit in a Special Town Meeting and subsequent vote in the coming weeks;and there will be additional tax impact not tied to the FY25 operating budget for any Capital Articles approved as debt excluded from the tax levy at the May,2024 Annual Town Meeting.Information about aggregate tax impact will be developed as part of the FY25 budget process and will be communicated in the Town Manager’s January, 2024 Budget Transmittal and in the Appropriation Committee Report to be delivered in April,2024. Additional Discussion There are particular economic factors that create higher-than-usual uncertainty with respect to FY25 spending to sustain FY24 service levels.Inflation and economic volatility have been at the highest levels in decades,and that impacts the Town in several specific ways: Encl:(2)7 ●Wage inflation -Wages represent about 70%of Town operating spending,and are therefore the most material factor in considering inflation overall.Restated,a 1.4%increase in wages results in a 1%increase in the overall budget.The Town should be mindful that wage inflation is a dominant long term issue that should be carefully considered when contemplating staff expansions in FY25 or beyond. ●Energy Cost Escalation -Although energy is a central factor in many industries,Hopkinton spends approximately 1%of its budget on fuel for vehicles and energy for buildings. Additionally,the Town holds some advantageous contracts for the purchase of energy in the near term,and the Town’s solar installations help buffer energy cost volatility and help dampen the FY25 impact of energy volatility.Energy saving measures through LEED engineering in modern facilities have also improved energy efficiency.However,it is noteworthy that,while local electricity prices have backed off significantly from a peak in February,2023,electricity costs in August,2023 were 33%above costs for August,2020.Energy price volatility remains as a budget risk for the Town. ●Project Costs -Over the past several years there has been an increasing trend of rapid capital project price escalation that outpaces the lengthy Town budget cycle.Those outcomes were sometimes driven by well-documented national supply chain challenges.Because of this price volatility,and because of the Town’s long lead time for adjusting budget requests through Town Meeting action,Town Meeting began budgeting for capital projects with much higher than usual contingency amounts in FY24;entrusting the Select Board to monitoring execution,with “proceed or pause”authority with respect to contingency funds.This proposal would continue that approach for Pay-As-You-Go capital items funded in the Operating Budget in FY25. ●Economic Volatility -The Town is over seven months from a May 2024 Town Meeting vote on the FY25 budget.In economically stable times,moderate change could be expected over that period.Given the significant uncertainty about how military events in Eastern Europe and the Pacific may affect global stability,and specifically world-market energy price stability;and given the governance challenges being faced by Congress because of the very narrow majority in the House of Representatives,and the very significant policy differences within the slim House majority,the cone of uncertainty extending to May,2024 is wider in terms of potential outcomes than is typically seen.Moderate portions of the FY25 operating budget are sensitive to that volatility,and budgeting to address that volatility will be covered in the budget submission directions. Revisiting the three operational priorities in the budget process in the context of resources available: ●Sustaining and improving Town service delivery operations through a rigorous budget process that prioritizes finding efficiencies and focusing spending to support key service outcomes and impacts:The constrained spending position in Table 2 above suggests that the amount initially estimated to be available for Departmental increases,4.4%,will be insufficient to satisfy contractual,inflationary,and service growth costs (including diversity,equity,inclusion and belonging)for Hopkinton Operating Departments (Table 2 rows 18 -24),including the Hopkinton Public Schools. Encl:(2)8 ●Sustaining and improving the Town’s capital infrastructure through judicious recapitalization and investment practices:The constrained spending position in Table 2 above allocates $1.8 million in one-time funding (certified free cash)for pay-as-you-go capital projects (Table 2 row 27.)The estimates make no provision for funding additional debt within the tax levy,expecting that any large dollar value capital needs will be proposed as “excluded debt”under the Proposition 2 ½ budgeting framework;with due consideration to be given to Community Equity with respect to any additional tax impact from new excluded debt. ●Ensuring long term fiscal stability by allocating resources to support adequate reserves,steady funding of long-term liabilities,and adherence to best practices in Hopkinton Financial Policies: The constrained spending position in Table 2 above sets aside $853,671 (Table 2 row 25)toward the long-term OPEB liability,a fund to pay the Town’s share of future health care costs being earned by Town employees working today.The Appropriation Committee Report dated April 18, 2023,available on the Town website,contains a detailed discussion of this long term liability beginning on page 39,and communicates an intention to fund at the level identified,to be escalated by 2.5%per year,to have this cost fully funded by the mid 2050’s.The constrained spending position in Table 2 above also sets aside $700,000 in non-recurring funding to bolster the Town’s General Stabilization Trust Fund (Table 2 row 26),as a follow-on to the $700,000 provided at the May,2023 Annual Town Meeting.Town Financial Management Policy calls for a Stabilization reserve level of 5%of the Operating Budget.As the size of the Operating Budget grows,the recommended reserve rises.Based on the preliminary forecasts,the projected FY25 Stabilization Trust Fund Target would be $5.3 million and based on the June 30,2023 Stabilization Trust Fund level of $4.6 million,the $700,000 addition to the General Stabilization Trust Fund identified in Table 2 would close the remaining gap. As part of ongoing revenue risk analysis,Town Treasurer Diane Hendrickson has completed a review of collections across Town Accounts.There are several pieces of good news from this analysis.First,over 90%of bills issued by the Town,including most water and sewer bills,are ultimately lienable against real property,which puts the Town in a very strong position to eventually collect the money.Interest rates on debt which is owed to the Town range from 12%to 16%,depending on the statute governing the specific category of billing;and those high rates support prompt payment.Motor Vehicle Excise Tax is not lienable,but the Registry of Motor Vehicles supports collections by withholding license and registration renewal for Excise Tax delinquent payers.A measure of risk exists when people move from the State or give up driving while owing Excise Tax.However,overall Ms.Hendrickson’s review shows that across categories collections are well over 99%current by dollar value (lagging somewhat,Sewer 95%,Water 97%),validating the soundness of both the Town’s collection practices and the stability of Town revenue estimates. As a final issue,the status of the Overlay Account for Tax Appeals warrants discussion.In the past tax appeal cycle (February,2023)Eversource Energy broke from its longstanding,costly,and deleterious practice of appealing all its property tax bills.While that change is a positive outcome,and while Eversource has withdrawn a modest portion of outstanding appeals,$5.7 million in levied tax remains under appeal,with $1.2 million of those appeals slated for adjudication before the State Appellate Tax Board (ATB)in November,2023.A bundle of appeals were slated for trial in October,2023,but,as is their consistent practice,Eversource Energy has again pleaded with the ATB for a delay at trial,and those Encl:(2)9 appeals remain pending.While Eversource Energy’s actions continue to impose tax defense costs on all taxpayers in Hopkinton,Table 1 (row 4)shows a $0 to the tax Overlay Account for FY25.The Overlay Account has accumulated a balance of $7.2 million specifically to account for Eversource Energy appeals, an amount that now exceeds the level of appeals pending.If Eversource Energy withholds tax appeals again in February,2025,the Board of Assessors may consider releasing some one-time funding from the Overlay Account. Useful Link April 18,2023 Appropriation Committee Report - https://drive.google.com/file/d/1LBM0EJt5YvZ47FKabxIt6TnytaphKgCH/view Encl:(2)10 Draf t TOWN OF HOPKINTON HUMAN RESOURCES DEPARTMENT ____________________________________ TOWN HALL 18 MAIN STREET HOPKINTON,MASSACHUSETTS 01748 Telephone:508-497-9769 FY23 Stretch Goals &Objectives SUMMARY (July 1,2023 –June 30,2024) (SMART)Specific,Measurable,Attainable,Realistic and Timely Employee Name Norman Khumalo Note for Supervisors: ●Stretch Goals should be aligned with the Town’s Mission. ●Stretch Goals should not be continued from the previous year. ●Assign no more than 3 Stretch Goals,one of which is a Standard Operating Procedure (SOP). ●Stretch goals involve an entrepreneurial expectation that goes beyond current capabilities and performance and include finding a new way to bring the stretch goal into reality. Overall Vision:Town Hall champions all residents’aspirations for human dignity -Everyone Has Dignity Objective:Date of Completion Ensure the FY 25 Budget Development delivers results for all residents through an equitable,inclusive and accountable budget process May 2025 In collaboration with Select Board,define,develop and implement a bottom-up strategic plan process for the town May 2025 Collaborate with Human Resources in empowering and rebuilding our workforce through training and enhanced benefits May 2025 Approvals: Dept.Head or Board Chair:________________________________________Date:_____________ Employee:_______________________________________________________Date:_____________ Human Resources Director:________________________________________Date:_____________ 10/4/23, 12:16 PM Town of Hopkinton, MA Mail - Strategic Planning Framework - proposed additions/modifications https://mail.google.com/mail/u/0/?ik=3f960e4e83&view=pt&search=all&permthid=thread-f:1776219611863378146&simpl=msg-f:1776219611863378146 1/2 Vasudha Dutta <vdutta@hopkintonma.gov> Strategic Planning Framework - proposed additions/modifications 1 message Shahidul Mannan <smannan@hopkintonma.gov>Tue, Sep 5, 2023 at 1:30 PM To: Select Board Office <selectboard@hopkintonma.gov>, Norman Khumalo <nkhumalo@hopkintonma.gov>, Elaine Lazarus <elainel@hopkintonma.gov> Dear All, As I discussed in the last board meeng on some possible modiﬁcaons to our Goals framework. Wanted to follow up with a slightly modiﬁed framework for establishing strategic goals as below (not for discussion over email). ------------------------------------------------------------------------------------------------------------------ Strategic goals provide a clear direcon for the town's growth and development, ensuring that resources and eﬀorts are focused on achieving speciﬁc outcomes. We can structure it in 4 key components as below - Goal Areas: Categorize strategic goals into key areas that reﬂect the town's priories. Common goal areas include economic development, infrastructure, sustainability, community engagement, educaon, public safety, and quality of life. Speciﬁc, Measurable, Achievable, Relevant, Time-Bound (SMART) Goals: Ensure that each strategic goal meets the SMART criteria: Speciﬁc: Clearly deﬁne what the goal aims to achieve. Measurable: Establish metrics to quanfy progress and success. Achievable: Set realisc and aainable targets. Relevant: Ensure the goal aligns with the town's overall mission and vision. Time-Bound: Set a speciﬁc meline for achieving the goal. Acon Plans: Break down each strategic goal into aconable steps and iniaves. Deﬁne who is responsible for each acon, the required resources, potenal challenges, and milestones. Develop a meline for implemenng these acons. Performance Indicators: Idenfy key performance indicators (KPIs) that will track the progress of each strategic goal. These indicators should provide quanﬁable data to measure success and allow for adjustments if necessary. Here’s an Example (for demonstraon purposes only) of a Strategic Goal – Re-wrien on the above framework: Goal Area 1: Mental Health and Quality of Life Macro Goals: Universal access to mental health resources Increased system capacity for mental health services Educang people about exisng mental health resources Providing subsidies for those needing mental health support Town employee training in mental health awareness SMART Goals: Achieve a X% increase in ulizaon of mental health services within the next ﬁscal year. Train X no. town employees in mental health awareness by the end of the ﬁscal year. 10/4/23, 12:16 PM Town of Hopkinton, MA Mail - Strategic Planning Framework - proposed additions/modifications https://mail.google.com/mail/u/0/?ik=3f960e4e83&view=pt&search=all&permthid=thread-f:1776219611863378146&simpl=msg-f:1776219611863378146 2/2 Increase public awareness of mental health resources by X% through targeted educaon campaigns (by using current baseline, or if not may be developing a baseline). Acon Plans: Collaborate with local mental health organizaons to expand service availability. Develop and implement training programs for town employees. Launch an outreach campaign to inform residents about mental health resources. Establish a subsidy program for individuals who can't aﬀord mental health services. Performance Indicators: Number of individuals ulizing mental health services. Number of town employees trained in mental health awareness. Reach and engagement metrics of educaonal campaigns. -------------------------------------------------------------------------------------------------------- Hope this helps. Best, Shahidul All email messages and attached content sent from and to this email account are public records unless qualified as an exemption under the Massachusetts Public Records Law. Visit us online at www.hopkintonma.gov. To:Select Board From:Norman Khumalo,Town Manager Elaine Lazarus,Assistant Town Manager Date:October 5,2023 Re:Staff Report -Select Board October 10,2023 Meeting 1.Main Street Corridor Project:Dave Daltorio (Town Engineer/Facilities Director)and Michelle Murdock (Project Specialist)have provided the attached update. 2.Per-and Polyfluoroalkyl Substances (PFAS)Treatment Project:The Town is reviewing Baystate Regional Contractors’request for a change order to improve future access to the site.Sampling results are available on the Town’s Water &Sewer website.PFAS information for owners of private wells is available here.If residents have questions or concerns regarding PFAS in private wells,they may contact the Health Services Department at 508-497-9725. 3.Massachusetts Water Resources Authority (MWRA)Southborough Interconnection Project: Technical representatives of PARE Engineering,Hopkinton,and Southborough held a meeting to review the 30%MWRA Southborough Interconnection project design status. Southborough and Hopkinton representatives are meeting on 10/16/2023 to continue the IMA negotiations.The focus of this meeting will be the review of the project’s fee and cost terms related to the direct and indirect costs (operating,management,maintenance,and overhead). 4.Town Employee Benefit Enhancements:Through the efforts of the Human Resources Office, the Town is looking into the following investments in its employees,current and retired. A.Vacation schedule -increase initial accruals to three weeks. B.Domestic Partner Insurance coverage C.Sick bank creation in lieu of individual donations for non-union employees D.Paid Parental Leave E.Revised Working Remote Policy to include introductory period F.Health Insurance Opt Out Stipend 1 G.MIIA AllOne Health EAP Mental Health Visit increase from 3 to 6 H.Retiree Medicare Supplemental Eye Exam Coverage addition I.Corporate Card Access for employees to help ease burden of inflation 2 Attachment 1 TO:Select Board FROM:Michelle Murdock,Dave Daltorio VIA:Norman Khumalo,Town Manager DATE:October 4,2023 SUBJ:Select Board Update:Main Street Corridor Project Date:October 10,2023 MassDOT’s Original Completion Date for the Project was October 22,2023.That date was set at the award of the contract.This date has not yet been changed,but MassDOT has confirmed that a new contract end date will be set;tentatively estimated as July 2024. Sidewalks are nearing completion,but changes are required in the area in front of the Korean Presbyterian Church (2 Main Street).The area in front of the church should have loam and seed to accommodate trees.The concrete that was poured will need to be removed. Traffic Signals at Wood/Main St.and Rte.85/Main -VHB was onsite to inspect the traffic signals at both intersections and determined that the lights were not set per the design plan.Amorello was notified and the subcontractor was onsite on 9/27/23 to adjust the driveway lights at the Wood Street intersection.As of the date of this report,fixes to the lights at the 85/Main Street intersection are still pending.VHB to provide information. Bike Path -Bike Lane paving (top course)took place on Wednesday,9/27/23. Brick Work -The Town has provided MassDOT with additional requested information. Additional work on the north side pending approval.MassDOT notified;new approval process needs to be started.MassDOT is working to get the brick work started;dependent on the sub-contractor ’s schedule. Tree plantings next year;the Town has requested to hold off. Verizon is setting poles and was onsite the week of 9/25/23. No update from Eversource;no idea when transformers will be available.Overhead wire pole transfers on some of the project,following Verizon pole sets. Traffic poles and peeling paint.Update provided at the 10/3/23 construction meeting.The MassDOT plan is to strip pole and paint in place.The Town of Chelsea is coordinating this application right now.Anthony Tavalone will provide the specific location to the Town so they can visit the site and see the procedure and final product. Full-depth reconstruction has been completed on both the east and west sides of the project.The sequence of construction to complete the final course of pavement requires the utility work to be completed.With the utility work still delayed,as a result of the unavailability of the Eversource transformers,the final course of pavement will occur next year. 3 Most traffic and speed limit signs have been placed.The Town has requested that MassDOT remove the second pole from street signs.Street signs will be mounted on single poles.Double signposts should be corrected this year. Roadway structures to be adjusted down for winter conditions.MassDOT to mark out locations for Amorello to address. Anticipated Work for the Week of October 9th to October 13th: East Side of Project ●Clean up the job site for winter season West Side of Project ●Clean up the job site for winter season To Date Construction Cost and Quantities through 9/24/22 Paid By Contract Bid Total (incl.contingencies) As of Sept,24,2022 Percent Completed MassDOT/TIP $9,919,513.90 $5,535,689 56% Paid By Town $10,014,173.48 $6,578,583 66% Total Cost $19,933,687.38 $12,114,272.90 61% Work Completed -rounded (does not include every bid item) As of 12/18/2021 As of 9/24/2022 Percent Complete Catch Basins 80 82 100% Drain Manholes 40 40 100% Reinforced Concrete Pipe 5,100 ft 5,100 ft 100% Ductile Iron Pipe 727 ft 727 ft 100% Hot Mix Asphalt (all types)2,750 tons 10,268 tons 71% Gravel (all types)2,456 cy 9,873 cy 51% 4 Rock Excavation 1,037 cy 1,037 cy Est.100% Grading and Compaction n/a 18,000 sy 47% Granite Curbing n/a 3,0147 lf 30% Underground Conduit 2,012 ft 11,459 ft 42% Utility Vaults Installed 12 18 1.100% Excavation (all types)968 cy 13,326 cy 56% Concrete Sidewalk n/a 565 sy 6% Community Contact (9-14-23 thru 10-3-23) ●Construction Advisory #82 was distributed via email on Friday,September 22,2023. ●Construction Meeting held with MassDOT on September 19,2023 and October 3,2023. ●Construction Advisory #83 was distributed via email on Friday,September 29,2023. ●Construction Advisory #84 was distributed via email on Friday,October 6,2023. ●A total of 18 issues/concerns from the general public and project abutters were received, reviewed and researched,and an email response was sent to the individual(s)who reported an issue or asked a question.Issues reported/questions asked included: 1.Abutter at 15 Main St.asked why his property was loomed but not seeded;Checked with MassDOT;different subcontractor does the seeding --it will be done;Owner notified via email. 2.Email from project abutter with questions about the signs in front of his property and when/if they are going to be moved.Advised will reach out to MassDOT for more information. 3.Email from abutter at 2 West Main;asking when clean up of his front yard will be completed;email sent to at MassDOT for update;no response.Anthony Tavalone 4.Email from abutter at 35 Main -asking when the concrete walkway will be poured; advised that the Town has been told that the walkway will be poured/completed before the winter. 5.Email from resident share his concerns with the traffic lights at both the 85/Main and Main/Wood Street intersection;advised that VHB,the design engineer reviewed lights at both intersections and determined not set to plan;will be fixed and a final review by VHB will confirm if issues have been addressed. 6.Email from to ask if the Cookie's Corner Plaque has been put backAmy Ritterbusch near the Doughboy -and if the Historic District Commission should do a walk through before the end of construction.Confirmed that the plaque will be put back when all project paving is completed.Walk through is up to the Commission if they think it needs to be done. 5 7.Email from Marshall Ave.resident to share a photo to show puddling at the intersection of Main and Marshall Ave.Was advised that her concern will be shared with MassDOT.Brought to MassDOT's attention at the 9/19/23 Construction Meeting. 8.Email from Superintendent Carol Cavanaugh to ask if working hours can be changed to start after 8am. 9.Phone call from resident to ask when the entrance to Center Trail will be opened up; sidewalk access is blocked at that section of Main Street and is unsafe;Advised that the Town has reached out to MassDOT for a schedule and if the brick work is held up has asked to have it paved. 10.Email from resident to ask what is the project end date;advised original date was 10/23/23,but a new date will be set by MassDOT. 11.Email from resident to ask for assistance to fire claim for tire damage while turning out of CVS parking lot.Provided contact information to file the claim. 12.Voicemail left by an abutter on Ash Street to report that a street light is out and needs to be repaired;advised that the vendor has been contacted to fix it. 13.Phone call and email from abutter at 67 Main to report that a crew paving the bike path in front of the barbershop pulled out the overhead wire and left;business was left with no phone or internet connection;owner was advised to reach out to Verizon for repair.Also provided the owner with information to file a damage claim through Amorello for any charges incurred. 14.Property owner at 2 Hayden Rowe reported that their flagstone walkway was removed and a shrub was damaged when Amorello brought the conduit for the undergrounding to the building.Information sent to MassDOT to ask if Amorello will be resetting the walkway before work ends for the year. 15.Email to property owner at 90 Main to notify that fence contractor will be onsite on 10/3/23. 16.Email from resident to say thank you for sending Construction Advisories/weekly updates.Also pleased two lighted crosswalks were installed,one at Pleasant Street near Mount Auburn Street,and the other near the walking trail across from Hopkinton Lumber. 17.Email from abutter at 2 West Main to ask for update on remaining work on his property;would like work finished before end of work for the season;information shared with MassDOT and contractor at the 10/3/23 Construction Meeting. 18.Onsite meeting on 9/19/23 with property owner at 77 Main to review walkway. Determined to keep the walkway location;concrete pouring next year. Miscellaneous ●The Project website will continue to be updated throughout the Project.Visit the website to sign up for Project Updates.A QR Code has been developed for quick access. ●Time lapse video has been added to the homepage of the project website. ●Project photos and drone coverage of the 135/85 reconstruction have been added to the website https://hopkintonmainstreet.com/construction-photos.htm 6 SELECT BOARD LIAISON ASSIGNMENTS FY 2024 Appropria�on Commitee C Commitee Cable Commitee Animal Control Conserva�on Com Commitee Commitee Commitee Cemetery Commission Commission on Disability Town Clerk Commitee Council on Aging ADA Oversight Commitee Veterans Celebra�on Commitee Commitee Hopkinton Cultural Council Marathon Commitee Marathon Fund Commitee Parks & Recrea�on Commission Youth Commission C reserva�on C FY24 Select Board Liaison Assignments – Page 2 Woodville Historic District Commission Hopkinton Historic District Commission Historical Commission Hopkinton Housing Authority Sustainable Green Commitee Trail Coordina�on and Management Commitee Commissioners of Trust Funds Lake Maspenock Dam Advisory Group Hopkinton Schools Athle�c Field Subcommitee Boston Athle�c Associa�on Elementary School Building Commitee (Life of the Todaro Proper�es Advisory Group (Life of the Prat Farm Master Plan Team (Life of the Project) Upper Charles Trail Commitee (term expires 6/30/25) Open Space Preserva�on Commission (term expires 6/30/26) Aﬀordable Housing Trust Fund Board (term expires 6/30/26) Metropolitan Area Planning Council Representa�ve, Select Board Member (Town Manager Appointment) MetroWest Regional Transit Authority (1 year term) New List Future Board Agenda Items ●For Oct 3 we will add:Policy on redaction of public survey comments -Ritterbusch (requested 11/1/22)to the agenda ●For Oct 3 we will add:Strategic Planning Framework -proposed additions/modifications - Mannan (requested Sep 2023) ●For Oct 3:PD,Youth &Family Services,SD -Overview of SRO Program including supervision and oversight measures ●For Oct 3:PD Organizational Review Components and Process ●For 10/17 we will add:Town Clean Water/PFAS Remediation Advisory Council Framework Mannan (requested Sep 2023) ●For 10/17 we will add:Cemetery Commission Rate Changes _____________________________________________________________________________________ ●Status and plans for roads &sidewalks;pavement management plan -Mannan (8/2/22) 10/3/23, 12:56 PM Town of Hopkinton, MA Mail - Please spread the word: AII-Hopkinton event October 11 14-gpelAcUto Elaine Lazarus <elainel@hopkintonma.gov> Please spread the word: AII-Hopkinton event October 11 Amy Groves <agroves123@gmail.com> To: Geoff Rowland <greenchair@hopkintonma.gov> Bcc: elainel@hopkintonma.gov Greetings, Tue, Oct 3, 2023 at 12:53 PM We want to make sure you know about an important all -Hopkinton event that is coming up on October 11. It's a drop -in event enabling people to get information about, and provide input on, our town's proposed Climate Action Plan and related climate initiatives here in Hopkinton. Details: Wednesday, October 11, 6-9 pm (drop in any time) Hopkinton Senior Center The Climate Action Plan, soon to be released as a first draft, describes where we are as a community and what we need to do in order to achieve net zero carbon emissions by 2045. Related topics presented at the event will include: - Strategies and incentives for homeowners and car owners - Information about free energy assessments and rebates - Municipal Aggregation for greener (and usually cheaper) electricity - Building code article for Special Town Meeting - Sustainability strategies for schools including the proposed Elmwood School replacement (ESBC-2) - Business development and equity considerations presented by Julia Chun, Hopkinton's new Sustainability, Economic Development, and Equity Project Manager. We are looking for input from the entire Hopkinton community, including: - Residents including homeowners and apartment dwellers - Car owners and drivers - Builders and inspectors - Business owners - Those with experience in municipal planning and finance - Members of outdoors boards, committees, and clubs - People of all age groups - Members of minority or under represented groups, including residents with fixed or moderate income We hope that you will be able to attend, and ask that you help us get the word out to your colleagues, committee members, and friends. See attached shareable ad. Thanks very much, Amy Groves she/her/hers Vice Chair, Hopkinton Sustainable Green Committee with Geoff Rowland, Chair, Hopkinton Sustainable Green Committee , s.0$01ALtIM1 P.., • rgo YYI R'. '.. -eta. • r.l •. at." I$ IwVM-.....4.1 am, • .•<p/ Apt.ugwpr for own,/ abet memo) e.�tt • trt ANN •' �rMr�t tlLgpw rb atr.tr .+1LL'p Per �•-•R1t�1 WM."o6:rtat nFsrew.: iiar: Ch+. ItWrs.a -on* Mumma! . Aprt Mw.rr CAP-rollout-final.png 186K https://mail.google.com/mail/u/0/?i k=dbd2da471 e&view=pt&search=all&permmsgid=msg-f: 1778754023749501796&sim pl=msg-f:1778754023749501... 1/1 10/4/23, 2:20 PM Town of Hopkinton, MA Mail - Legacy Farms Diwali invite https://mail.google.com/mail/u/0/?ik=3f960e4e83&view=pt&search=all&permthid=thread-f:1778657868870005415&simpl=msg-f:1778657868870005415 1/1 Vasudha Dutta <vdutta@hopkintonma.gov> Legacy Farms Diwali invite 1 message Priyadarshini Vasudevan <prvasud@gmail.com>Mon, Oct 2, 2023 at 11:25 AM To: selectboard@hopkintonma.gov Hello, I, Priya Vasudevan on behalf of Legacy Phase 3 Diwali org committee wants to extend the invitation to Select Board to join us for Diwali event. Nov 19th, 4 PM, Keefe Tech. Due to venue headcount restrictions, unfortunately we would have to limit our invitation to one Selectboard member. PS Event runs till 8 pm followed by dinner. There is no obligation to stay through the entire event. Pls let me know. We will be delighted to have you join us. We have extended our invite to Chief Benett as well. Thanks, Priya 617-947-7194 Sent from my iPhone 10/4/23, 2:22 PM Town of Hopkinton, MA Mail - Draft charges for trail committees https://mail.google.com/mail/u/0/?ik=3f960e4e83&view=pt&search=all&permthid=thread-f:1778830731372349488&simpl=msg-f:1778830731372349488 1/2 Vasudha Dutta <vdutta@hopkintonma.gov> Draft charges for trail committees 1 message Peter LaGoy <Peter_LaGoy@msn.com>Wed, Oct 4, 2023 at 9:12 AM To: "selectboard@hopkintonma.gov" <selectboard@hopkintonma.gov>, "nkhumalo@hopkintonma.gov" <nkhumalo@hopkintonma.gov>, Elaine Lazarus <elainel@hopkintonma.gov> Cc: TCMC <tcmc@groups.outlook.com> Select Board: The Trails Coordinaon and Management Commiee (TCMC; Trails Commiee) has draed charges for our commiee and for an Upper Charles Trail Building Commiee (UCBC) for your consideraon. These are aached. Some addional points: Although we understand that the Board voted to keep the UCBC as a separate commiee, we wanted to remind you that we voted unanimously to have that commiee be a subcommiee to a single town trails commiee. Previously expressed reasons include clarity for the Hopkinton community, with a single trails commiee, having an established framework for future work on other similar regional trails, and beer communicaons with the public. On further reﬂecon, we feel that the very nature of the Upper Charles Trail Commiee's (UCTC's) work, a small group working with a consultant and focused on an issue, can lead to insular thinking and a disregard of public concerns, as happened with the 2011 Fruit street school building commiee and with the UCTC. For these reasons, we connue to feel that a subcommiee may be appropriate. We wanted to remind the Board that a cizens group prepared the peons for Town Meeng, and that the TCMC was not involved in that process. While we are happy to parcipate in future discussions (and two Trails Commiee members are peoners), we feel that it's important that the cizen peoners be invited to parcipate in any further discussions regarding the UCTC/UCBC. Finally, with regards to the Trails Commiee charge, we wanted to point out the 11 Charges in the original 2019 document have been retained as follows: 2023 charge 1 covers old charge #s 6,8,11 2023 charge 2 covers old charge #s 1,3,4 2023 charge 3 covers old charge #s 2,5 2023 charge 4 covers old charge # 1 2023 charge 5 covers old charge # 7 2023 charge 6 covers old charge #s 9,10 Thanks Peter LaGoy Chair - Trails Coordinaon and Management Commiee Peter LaGoy 10/4/23, 2:22 PM Town of Hopkinton, MA Mail - Draft charges for trail committees https://mail.google.com/mail/u/0/?ik=3f960e4e83&view=pt&search=all&permthid=thread-f:1778830731372349488&simpl=msg-f:1778830731372349488 2/2 21 Hayden Rowe Street Hopkinton, MA 01748 508/208-9299 2 attachments Trails Committee Draft Charge 10-3-2023.docx 94K UCBC Draft Charge 10-3-2023.docx 78K