coming this morning. We look forward to this all day event and are excited to hear from everybody. Uh Dan, would you like to start us with the pledge of allegiance, please? To the flag of the United States of America and to the republic for which it
stands. One nation under God, indivisible, with liberty and justice for all. >> Thank you very much. Um, a few housekeeping rules. Um, normally we say no cell phones. If we can silence them,
that would be good. Some people might have them out for calculators or things like that. I think it's appropriate during this meeting. Um, we are going to allow the public to go up and comment, which is great. Um, but what I'd like to ask is to, um, let the board members go
first and then when you go up, just introduce yourself and, uh, we'll be happy to hear from you. With that being said, um, we're going to start with the Damas Public Schools. >> No, I think I'm sorry. >> I'm going to do an overview first. >> Sorry, the overview with the town
manager first. Okay. I was excited for the schools. >> Thank you, Madam Chair. >> Thank you. >> Um Jill Kh Hill, town manager. This is my first budget here in the town of Danvers and I'm thrilled to be a part of this team. Um I want to thank Rodney,
Nick, and the whole senior team and management team who you'll be hearing from later. Uh they really gave me the history, walked me through the process and um how uh how the budgets are typically handled in Denver. So, I was thrilled to be a part of that this year and I learned a lot over the last 10
months. Um, as outlined in the transmitt letter, this was a challenging budget season. Um, but I am pleased to be presenting you with a balanced budget for fiscal year 2027. As um the chair explained, we will be taking questions from obviously select 40 and the public.
We're going to do our best to answer any questions that come our way, but obviously can't prepare for everything. So, if there's we may ask for some time to follow up. um post questions if we don't have the data here with us today, but we'll be sure to get to you before the fin budget hearing so that you have
that further information. Okay, here we go. So, the process, um this just walks you through the steps. Uh we did our departmental budget reviews between the end of November and the middle of December. The select board was working on their budget goals through that same time and finalized
them in February. Today, we are here at the budget review, select board budget review. Uh moving into April, the select board will review the warrant on April 7th and April 9th. Uh and for those watching who might not have heard on Tuesday, the warrant will close on March
20th. Um finance committee will do their budget review on April 13th, 15th, and 16th. Finance Committee will review the warrant and this is an update from um what is posted online and it'll be corrected on their agendas uh the 27th,
the 28th, and the 29th if needed. And annual town meeting is scheduled for May 18th at 7:30 p.m. at Danvers High School. So, I I appreciate very much that uh Rodney and the team starts the budget presentation with this slide. Uh the
important things to take a look at here. Um obviously Dambers we are the one in green. This is the average family a average single family tax bill uh for the communities in our region. The the
three to the left of us Salem, Burlington, and Puberty. Salem and Puberty both receive a significant um specific amount more of state aid and federal aid than the town of Danvers does. Uh and Burlington is the only
other community is the only community on this chart that has a larger commercial tax base than Dammers. So, um this is something to be incredibly proud of here in Danvers. Uh one of my goals is to work very hard and diligently to in increase our commercial tax base. um
unlikely to change the factors that relate to additional uh state aid, but I think we can uh we can do some work related to commercial tax base. So, um that's a really great place to be and this whole community deserves some credit for for keeping us there.
And one of the things to point out too is that this is this is that number where we bear where we balance the affordability of living here with the quality of services that we're able to pro to pres uh provide. So this slide I want to spend a little time on. Um member Bean had asked me in
the email if we were going to explain kind of where why we were in this larger gap than normal. And this slide tells essentially tells the whole story. Um you're going to hear about it all throughout the day, but these are some of the budget drivers in recent years that have been affecting the budget. The
largest being healthcare. I want to note so the highlighted piece on the bottom is probably the most important part. So for FY27, between the tax levy and new growth, we essentially have $3.1 million additional to work with. If you add up
these four drivers, it's $5 million, almost $5 million alone. So going into February when we all sit down with the budget heads and we're getting our numbers in and um Rodney's normally looking at like a six six figure number between what we have and the budget
drivers. Here we're looking this year where we're looking at at the beginning when we first started before we got our official numbers from the state it was closer it was over three million by the time we get to February we're at two based this is before we do anything else in the budget
so I just want to pause there for a moment and make sure I'm looking at the slideboard make sure I'm answering that question for I know you were looking for me to point that out to you and I can walk through them if you'd like me to. No, I'm taking it in and I'm taking this in that we got yesterday and trying to
manage my blood pressure. >> Don't worry, it's gonna be a nice long day. We'll go slow. >> Anytime you want to pump in the extra oxygen will be good. >> Um I want to point out here, so healthcare obviously a driver that's not unique to Dambers, that's uh not even
unique to the public sector. That's affecting everyone across um across the country. uh public schools. We are thrilled to be a partner with our public schools. You'll hear from Dan and the team later. The relationship in the budget um always, but particularly through budget has been incredibly
collaborative and um but they too face budget drivers which he'll get into that put him on the screen. I actually had said to Rodney, I'm like, don't put the schools up here with with everybody else. Um but they're they face budget drivers that put them in the situation um that they that are out of their
control that are statemandated as well. So, um, we are thrilled to be able to bring them with a a 4.05% increase this year, um, and keep supporting the, um, investment in special education from previous years. Um, the Essex Tech
assessment, uh, the three-year average is 6.3, but you will see that this year it went up over 12 and a half%. um that is driven through the state formula um but continues to be a pressure on our budget and then the
retirement contribution uh budget uh budget key key reserves. So um as as in past years building and maintaining key reserves remains a priority. This slide gives an overview of what we hope to achieve in the FY2027 budget. Obviously, free cash is not yet
certified, but we anticipate another strong strong number based on the data available. Um, and as a reminder, one of the other things, so I'm going to that I'll be reminding you of continuously is that the way this team approached this budget is that this is the first of a of
a few challenging years ahead of us. Free cash is going to be one of them. we had the presentation on the landfill and the revenue that's been brought in by the landfill that this that is the last year of this is this current year. Um so you so we're going to start to see
different numbers coming back in free cash in in the coming years but for this year we expect a strong number. Um this is not unintentional. We use conservative bud budgeting techniques which result in positive operating results and positive free cash numbers to build for the future and protect
against the unexpected. In FY26, we are still conservative, but we're getting much much closer to projecting the actuals than in previous years. And this continues in FY27. And that goes back to why we provided that Q that quarter 2 report for FY26 where you can start to
see that the actuals are coming in closer and closer to the projected uh debt stabilization. Debt stabilization is being utilized as expected as part of the debt peak reduction model for the Smith school with an eye toward future projects. The
number used in FY27 in the FY27 budget remains the same um as FY26. Um let's see. The OPED trust fund uh the policy is to go up at an additional $50,000 a year. You will see that we do
we do make that contribution this year. You will see that the contribution will come out of free cash at a warrant article at town meeting. Um, okay. These are the select board budget goals. Um, thank you for working with us on
these. And I just want to highlight um, one, as we talk about organizational alignment, I'm we're going to work on our budget goals earlier in the season um, next year. Uh, but I want to highlight two that you're going to hear me talk about over and over again today, which are investments, strategic
investments in economic development and finding efficiencies and alignment of technology investments across town. Um, as we said, we had those drivers on that one screen that are driving the budget expenditures. We need to do what we can
to control cost internally and increase commercial growth wherever possible. So you will see key strategic investments in both of those areas um moving forward. Um I asked Ronnie to put these pie charts in
um because I think it's just an easy way to to uh visualize the revenue and expenditures. Um and as we just talked about uh and on the revenue side so to the to left of the screen. This goes back to
that average single family tax bill on that previous slide. Um the state aid here is represented in orange. The the two communities that were below us in the average tax bill have a much larger orange slice than we do. So, as I
just talked about, we really need to focus on local receipts and new growth so that we can maintain and keep that property tax proportion under control. On the expenditure side, you will see the Damber public schools, it looks like on this pie chart, um, represents
40.65%. The investment is actually much larger. Um, the investment in any of the facilities, fields, all that kind of stuff falls within the general government fund. Um, and the benefits and insurance. Um, we we have a slide
that'll go into this more deeply, but the while we said health insurance is 9.8% that includes additional things. um like Medicare, right? Highlighting expenditures. As I talked about briefly, and you'll hear more uh from the superintendent, we
are we are thrilled that we were able to bring them in at at least a 4.05 and maintain our investment. Um the general government portion required multiple rounds of cuts to balance the budget including a reduction in staffing
of a net um three and a half positions. You'll hear more details about that as we move through the budget and I'm sure from the from the department heads who move through this budget with us. Um the debt per portion of this this is related
to in the past few years particularly the Smith school we were able to take advantage of the great interest rates um structured and that allowed us to structure the new debt into shorter term and the schedule so we were able to pay things off more quickly. >> I'm sorry did did you say how many roles
we lost net net people? >> Three and a half. >> Thank you. >> Um let's see. Retirement is based on our funding schedule which calls for roughly 8% increases annually until fully funded in 2035. Benefits as we talked about the 9.8%
renewal. Uh Essex T tech Tech up almost 13% despite flat enrollment. It's predominantly driven by the chapter 70 formula and that's the minimum required contribution. Uh total expenditures include the capital outlay.
And the total budget increase for this year is 3.54%. Goes back to the beginning of the discussion where um under proposition 2 and a half, our levy can only grow by 2 and a half%. You saw all the budget drivers that are coming in at double digits. We have to balance those
double-digit increases with the two and a half% and we are bringing you a budget a balanced budget with an total expenditure increase of 3.54%. Uh revenues um these figures represent where we are at at this point. The property tax is
based on a conservative $600,000 in new growth and full use of our levy capacity. The state aid is based on the governor's budget. we're essentially um funded at a minimum increase this year. Typically, we we may see small increases through that through the budget process
in the House and the Senate, but not but not likely. Um local receipts continue to show estimating them much closer to the projected. So, we just talked about that and you'll see that in your Q2 report, too. We're getting we're getting much
closer to our projected amounts and other available funds is decreasing based on the utiliz utilization of less free cash for capital outlay. And I think with that there's the overview. I don't know if you want to pause for questions, madam chair, on the
overview or wait till we get into the departments. >> Um if anybody has any questions off the top of their head right now um we can ask questions. Um, Mike. >> Yeah. I'm just going to say the dirty word out loud. It's this screams override, right? This budget.
>> No, we're not there yet. >> No, it seems like we're going pretty quick. That'll depend on um that'll depend on what projects we want to undertake in the future and a lot of the work ahead of us with the I will say one of the things and I've shared this I think with um with all the select board
members our team is incredibly engaged after these budget discussions on how we can make changes moving forward. Uh, I think everybody's realizing that their goals for FY27 are all about finding operating efficiencies because all of us love the work that we do and we want to
continue to do that kind of work and in order to be able to do that, first we need to look internally. So, we're not there. >> Would you you mentioned uh commercial growth how much could that possibly impact? >> I know it's a
>> that's an impossible question, but I'll >> just look at Rodney. Make him answer it. >> No, no, no. This is mine. like this. So, this is one of the reasons I hope this is one of the reasons you brought me here, right? This is my wheelhouse. Um, economic development. Danver's one of the reasons I chose to come here is because you are located in the most
incredible spot for commercial growth. We have everything we need um to to really redevelop some of the commercial sites around us. Um, we know that Liberty Tree Mall is one of them, Route One. We have we have all the tools here. We have an industrial park that's
growing of their own valition. We're not even working with them yet. So, wait till we get out there and start working with them and talking with them. Um, some of the money, I think it's on the Q2 sheet, um, some of the building permits that were pulled, one of them is ABOMED, they're continuing to expand. So, we have, um, so that brings in money
on the permitting end and then growth on the other side. So, there's a ton of potential. If I was sitting in a different community, my I probably wouldn't be quite so optimistic. Um, but here in Dammers, we have we have some some true opportunity out there and I'm looking forward to being a part of that.
>> We're gonna have to include in the budget some new sneakers then you >> Okay. I like them. >> Yep. And Ghana, did you >> Well, if Mike's done Yep. Thank you. >> Um, Ghana, do you have questions now or you want to wait for >> I have a couple of questions. One is to
whomever. What percentage of the budget represents human cost, which is to say salaries, health care, retirement, things we're committed to based on, you know, our union negotiations, our our ability to
give uh our hardworking uh uh team members an appropriate salary, sustainable and commiserate with the area in some cases, you know, but how much of the total budget actually goes to test that human factor. >> I'm going to give you an a rough
estimate. What >> it doesn't have to be exactly. >> Okay. We'll give them a minute to So, my I'm going to tell you the rough estimate is between 85 and 95%. Some budgets are 99% depending on the department. >> Yeah. >> Um >> some some departments obviously are not um uh consumable heavy. DPW needs sand
and tar and >> salt and whatever it is whereas accounting >> if you look at Yeah. Rodney, right? Um and I as also included in the select words budget goals is that recruitment and retainment. So as we were going through budgets we were also
there's we have educational initiatives we have um professional development and we worked really hard not to cut those and if they are cut we did a we made sure we worked with the team to say who's who's really intending to do this this year you know we don't want to fund something um just for the sake of
funding it. So, um, that was a key factor that we brought with us throughout the discussion. And now I'm looking if you guys, either one of you have a more >> 85 to 90 is fine for me. >> Okay. >> Um, uh, and then the other thing I I wanted to say is I'm I'm glad that
there's the realization that we are we are spending we are losing ground. In fact, and I'm not putting words in your mouth. I'm just suggesting that the the potential of an override or a debt exclusion um I know many people have
have croed about how Davis is one of the two communities out of 351 only two haven't had a debt exclusion and override that's to the detriment of this town frankly um and this is not you this is a general statement we are losing ground on quality of life issues we
languish on Lebell's Grove we languish on um Sandy beach rehabs. We languish and are way behind on on parks and recreation issues. Um we don't have the money to afford it. We're losing people at this point uh for our services. And I
don't think anybody would argue that we don't get appropriate services for the taxes we pay, but we are losing ground. And I know we have some pretty um a very large issue coming up that not reflected yet in the sewer and SCSD uh coming up
or even a half a million dollar increase by the Essex Tech. Well, those may be appropriate for and I don't want to I don't want to I don't want an override. I want a debt exclusion in some cases. I want people to start thinking about that those may be appropriate for a debt exclusion to relieve the pressure and
allow us to grow, not just to maintain, but to excel. Uh we're losing ground on a lot of the a lot of the quality of life issues we have here in town because people think it's a a wonderful thing we've never had a deto exclusion override. And I'll tell you right now, it actually hurts us in our bond
reading. the fact that we don't utilize the appropriate amount of of borrowing uh and fiscal management that would include that to make we're losing bond rating points because of that which then in turn costs us money because we have to pay higher interest rates on loans we
do need. So I'm glad that there's some recognition that that we are now not only just at the the cut to the bone, we're actually cutting into the bone right now and losing people. So, I appreciate that you you have a very hard task. You've walked into a a historic
issue and it's time that we have to start thinking about if we want this town to flourish, if we want to evolve, if we want to grow, we're going to have to start looking at solutions that bring in um uh money to do that or at least
alleviate the pain of of consuming every tax dollar and still losing those services. So, thank you. >> I'm also >> Yeah. No, that's >> through you, Madam Chairwoman. Just cuz it's I think it's a point worth hitting on. Um we did this study back when we'd
had the budget conference committee uh two or three years ago, but essentially 74 cents of every tax dollar we spend is people. That's their salaries, their healthcare, their retirement, their professional development. Another 19 cents of every dollar is fixed cost. That's our debt service, our Essex tech
assessment, utilities, transportation, equipment, technology. Five cents of every do dollar is contracted services. So essentially an extension of our personnel contracting out services. Um and then that leaves two cents of every dollar for what I guess you could call discretionary. But
in that discretionary we're talking about school books, office supplies, um the fincom reserve. So >> I'm sorry. When when did you say that was done? >> Uh the budget conference. It might still be on the website. I'm not it's still on the website. Okay. >> Um the budget conference committee we
had two or three years ago. >> Thank you. Yep. >> Excellent. Great. Thank you. Dan, did you have anything or you want to hold it? >> No, thanks. I'll hold it. >> Okay, D, >> I'll hold it for now. >> Okay. Um, I want to thank you uh for the questions and yes, Jill, you have jumped into a position, but that was why we
hired you for the economic economic growth and development because but thank you. Um, I'll hold some questions for later, too. >> All right. >> School team, if you invite the superintendent and your team, I don't know if you want to work from the podium or >> Okay. wherever you're comfortable.
>> Next week, we have the pleasure of having the Danvas public schools >> the library after that and his team. >> Good. How are you? >> Do you want to run? >> I get the actual privilege of
>> All right. This is my fault with my messy. >> Makes so much sense. >> I write notes. >> I write my notes. Yeah. >> Is this on? >> Can you hear me? >> Yes. >> Thank you. Please introduce yourself. Good morning, Madam Chair. Thank you for having us. Uh, for those of you that
don't know me, I'm Mike Shannon, present chair of the Dis Public School Committee, and it is in that capacity that I have the privilege to come before this honorable board for the purpose of delivering or being part of the effort to deliver a proposed budget for Danis uh the Damas school department for
fiscal 27. Um, I'd like to start off by sharing a passage from the Massachusetts Constitution that was written in 1780. For those of you that keep track, it's chapter 5, section two, uh, clause 8.
Wisdom and knowledge as well as virtue diffuse generally among the body of the people, being necessary for the preservation of their rights and liberties, and as these depend on spreading the opportunities and advantages of education in the various parts of the country and among the
different orders of people. It shall be the duty of the legislatures and magistrates in all future periods of this commonwealth to cherish the interests of literature and the sciences and all seminaries of them especially at the University of Cambridge. We all know
who that is. public schools and grammar schools in the towns to encourage private societies and public institutions. rewards and immunities for the promotion of agriculture, arts, sciences, commerce, trades, manufacturers in natural in a natural
history of the country to countenance and inculcate the principles of humanity and general benevolence, public and private, charity, industry, frugality, honesty and punctuality in their dealings,
sincerity, good humor, and all social affections and generous sentiments among the people. The primary author of the mass of the of the Massachusetts Constitution in this particular cause clause was John Adams. This provision establishes education is a fundamental
duty of the state. Unlike the US Constitution with which does not even mention education, the Massachusetts Constitution contains this explicit education clause which mandates the government to cherish and spread educational opportunities.
This position is foundational to what our very talented and dedicated educators do every day. Why? Because a free and comprehensive public education is utilitarian. It levels the playing field for the vast majority. When I reflect on my own situation,
and you have to bear with me, I think of those that came before me. My grandfather was from a poor Italian family. He came home one day and said to his parents, "I'm going to go to college." This was in 1931. His parents didn't laugh at him, but they they said, "You can't go to college. We don't have any money."
Luckily, he happened to be good at school, you know, with his academics and playing football. He was recruited to go to Form University where he uh played football. there for 4 years. He actually played with Vince Lombardi for those of you that like the sport. Why do I mention that? Because I was the
third generation of our family to graduate from Forom. My daughter, a graduate of DHS, was the fourth generation. That set up our our family on a course. My father-in-law, a poor man from Eastern Pennsylvania,
made a deal with the Moravian church back in the day so he could attend Moravian University. You may not have heard of it. It's actually the sixth oldest school in this country. It ran it ran an infirmary during the Civil War for both sides of the war.
That's why their school colors are blue and gray. He was afforded the right to earn a a degree in chemistry which set his family on a path to enter the middle class. That's what education and opportunity can do for someone.
Moravian was founded under the guiding principles of a gentleman named John Amos Comminius who was actually known as the father of modern education. Comminius died 108 years before the Massachusetts Constitution was written.
One of Comminius's famous quotes states, "Not the children of the rich or of the powerful only, but of all alike, boys and girls, both noble and innovable, rich and poor, in all cities and towns,
villages and hamlets, should be sent to school." Again, educators agree that this philos philosophy is foundational for what must occur in all school districts because we must educate every student who comes to us. We believe it
because we believe we actually know that every student is special and has unique needs, skills, and potential. In a moment, Dr. Ba will update you on all the pro programmatic changes that have been developed to support our diverse student population that began two
budgets ago. Thankfully to all of you, changes are possible because of this town's investment in education in our young people. Since joining the career the committee and as a career educator myself, I am very proud of the accomplishments of the Danvas public schools to meet the charges put forth by
Comminius and by our state constitution. However, we continually strive to be better. The school committee is very thankful for the positive partnerships that the district has with all of the various stakeholders, Jill Kah Hill and Rodney Connley, to the finance committee and to
this honorable board. Your commitment to our young people and their education is greatly appreciated. I'm sure by all the families in this this great town. We'd also like to thank our educators, administrative assistants, custodians, food service personnel, bus drivers, and
SRO for the work they do on a daily basis with our young people. Thank you. Uh the committee would like to thank Dan Bower and assistant superintendent Kristen Anderson for heading up this huge undertaking, as well as all of the directors and principles for their contribution to this process.
A special recognition has to be given to Pamrum for her expertise and tireless dedication to getting this budget done. And personally, I'd like to thank my colleagues on the committee for their collaboration and critical eye while going through the budget. They charged
they charged this team with making cuts and they they rose to that occasion. and also their ongoing commitment to pro providing an educational experience that supports them as they na as our students navigate a world that is vastly different from ours and it is changing
at a rapid pace. And lastly, most importantly, I'd like to thank my wife Susan for tolerating all of the meetings that I have to that takes me away from home. Although I would submit to you that I think she really does like her alone time. Um, thank you for your attention and uh
if you I'm happy to turn it over to Dan Ba unless you have questions directly for me. >> Any questions? >> No. Thank you very much. >> Thanks, >> Dan. Welcome. >> That was a mic drop moment. So, I'm not
sure I can follow those inspirational words. >> I think we all have individual journeys. So, thank you. All right. All right. Well, thank you for having us here. We appreciate all the support. Um, I want to thank Pamrum.
Thank you for pointing out the work that she has done because it's tireless. She's not only doing the budgetary work, but she's also doing the operations. In order for us to move the district forward, we have to be very very careful with all of her resources. We know that our people are our most important res
resource. Um and to the question earlier in terms of percentages of budget Terry you know personnel makes up you know over 85% of our budget about 83.5 I believe but more importantly those are the people that face our students so we know that you know this was a very challenging uh task but we also know
that we are one entity in an awesome town. We also know in order to have a great town we have to have all great services for all of our families and we know that we're in partnership not only with the town. We appreciate the work of Jill and Rodney to provide support, but
also the other entities that keep us safe. Fire, police, the DPW that keeps our schools to be pristine and when people walk in our schools, they are just amazed. Even at our schools that are aging and need to be replaced at some point and also town it and
everybody across. So we realize and recognize that we have an enormous responsibility because we do make up over 40% of the town budget, but we also know that having strong schools is essential for a great town. So I just want to thank uh the support of the select board as always. Um I've also
brought along and this is her first foray into this is Christina Ryan. She's our director of student services because there's been a lot of investment and and efforts and partnerships with other entities such as CPAC that are here today. Uh and Pam is here as well to answer questions. So I'll move on. I
know I have a number of slides and I'll do my best to expedite but also provide the narrative to this and also want to thank the school committee for their tireless support. So the order of presentation I'll just give a quick overview and focus of our design. It's an ongoing process. This process began
well in November and obviously working with the town for the the goal through the select board. Um I'll just put in front this time the actual budget what we're looking for and then work backwards to tell you the story how we arrived at that particular juncture. Um,
but I will say this that the town does so much amazing work and support for our schools and it was said earlier we are getting to a a point where you know any cut is is a tough cut particularly when you're dealing with people in front of students but this is a bigger picture
than just this town. So I have some legislative pieces at the end that the Northshore superintendent we we meet frequently and I'll cover that at the end and have questions at the end. So uh the next slide. So the town goal as you read is really to to balance the
progress that has been made not only in special education but also advance academic achievement. And I think that's important because we need to bring these goals together. The these can't be stand alone on either side because this isn't about one versus the other. What is good
for one is good for all. So we're moving obviously to sustain special education and programming. We've done tons of audits because when you bring change and ask, we want to ensure that we're we're building to the foundation because I'll be honest with you, my findings coming
in was that and and no fault or no blame. It's just a different philosophy. There's a lot of structural pieces that needed to be addressed particularly in student services and we're addressing that, right? And so we're trying to catch up, but also we have great
schools. there's there's lots of innovation that's happening and and a lot of things to be recognized. So, we want to bring this together and just call the specialized programming. Let's get away from one bucket versus the other because frankly, it's good for all of our students. And we also understand the fiscal responsibility of bringing a
budget that allows us to move forward but also works in partnership with the town. So, this is the big picture. So, we know what obligations are. We know that's salary, non-sary. We know that that is set. We have to take care of this. We know that's at starting out coming out
of the gate that's 8.8%. Right? When you look at our and I'll break it down in some slides after this. So we know that's significant, right? And I know that I could never come forward with just that ask because we have so many other things to do. The offsets are alternate funding. We have to look
inside like how can we bring down that 8.8%. To make it work. So that comes down to personnel which is a larger driver of our budget, circuit breaker which is reimbursement for our students that are placed out in terms of transportation tuition and then other non- salary
lines. What can we look for? The charge the school committee gave us is to find as many non-facing ways to reduce the budget and we did a lot of that and I appreciate that charge. But we know that we need to continue building specialized programming. We we are and Christina
will talk about the progress we've made. We've made a lot of progress and and honestly we can't stop now because we're at a point where we're stabilizing where we are with student services but all specialized programming. It would be foolish in my opinion to go backwards. We have to keep moving forward. And at
the end you can see the increase and that's a recommendation. But I want to go in and tell you the story like how did we arrive here? And I think it's important to note that. Excuse me. So, I wanted to show the enrollment trends because I know there's a narrative out there that students are fleeing our schools. They're going other places. And
sure, there are students, there are more choices today. We know that CO really opened up the doors for opportunities for families to explore other educational opportunities. We are also in a tremendous location with arguably one of the best private Catholic schools, right, St. John's Prep. We're
also arguably in the backyard of one of the best tech schools in the state, which is awesome. So families have options. But if you look at just our enrollment trend over the last five years, we've actually picked up students. We actually have students coming back from Essex Tech. We have families making decisions to stay in our
schools. And it's not a competition, but it's also making sure that our story is out there to show the value in our educational process within our district. And certainly, you know, from last year picking up 139 students is great. that does tie into student aid from the
state, but also I think it really shows, you know, where we're sitting. The McKenna Vento students or students that are homeless or fostered, those do not counted to numbers. Um, and I the bottom one was important to me because I heard this since I've arrived that, you know,
students are fleeing at great rates. So, I said, let's take a look at a data point that would be comparable. How many students live or student age live in Danvers and how many actually come to our schools? And you can see roughly over the last 5 years it's hovering around 80%. Right? And I know back in
2016 that number was a little higher but I also know that Essex Tech enrollment picked up at that point and I know other points that are out there. So we also know that demographics are shifting for school age children. So I think these are comparable uh points to make right our schools are
healthy. We're students are staying we're retaining students but also we have students coming back. Next, >> pardon me if I grab a water. Um, Wally, I might need an extra one. Okay, sorry. Uh, the grant funding is really
critical, right? We receive uh a good amount of money from the state, but also really from the federal grants. So, the entitlement grants at the top service everything from our title one services, which is providing help for um lowinccome, and we have a number of
pockets of that within our community. We also have title 2, three and four which is everything from professional development um supporting students at risk and also um the IDA grant which goes to um helping offset costs with out
of district tuitions. So we have an early college program which you may not be aware of. We partner with with uh Northshore Community College. So that's a a pretty big number there that helps offset the budget and competitive grants which again every year we're working to find whatever grants we can obtain to
provide programming not the expense of adding a burden to our budget or adding a burden into our programming but to enhance our programming and take pressure off. We don't have a we do not have a full-time grant writer nor are we asking for one. We have people from within that are doing this work largely.
Uh Kristen did a ton of this work. our assistant superintendent, student services, our curriculum directors, our athletic director. We find ways to bring in grants, we will do that. And you can see a lot of these are huge are huge.
The early literacy high dosage tutoring came from the state. That allows us to close gaps for our youngest learners to get them to grade level, which I think is huge. So, we know the budget pressures. Chapter 70 funding, which is an
antiquated formula um that I don't believe has truly been updated at least since education reform. I know there's been effort in the legislature to review the form formula. I think maybe 2016 or 2019 was the last time they looked to tweak it. The bottom line is we're at
foundational, which means we received the minimum, but so are 270 other districts within our Commonwealth, and we know that that can't be possible. That's a huge legislation piece that we would like support on. But the bottom line is the chapter 70 funding, if it
truly reflected our needs, would take a huge pressure off the town. Um, federal grant uncertainty. This year we faced some uncertainty with title 2, three, and four grants, which was over $200,000 worth of grants that we already had allocated to fund programming that was
being held up that we had to scramble to move money around, but then at the end it was released to us. We also got word recently that title one which is a a huge piece for you know improving teaching and learning probably will be reduced about 10% next year based upon
the census data from the state which goes into the federal formula. At this time we understand that the federal grants are level funded and the allocations are going forward which shows that the money is there. So, these are things that we juggle with to ensure
we're we're very careful with being judicious with our grant funding because we know we need it. Um, transportation costs uh keep going up, although our transportation director has done an outstanding job finding great opportunities to save money. Uh, the
contract, which we're very proud of, we're very proud of that. We we settled that contract and we want our teachers and our instructional assistants, our administrative assistants and our food service to be compensated to keep them here. That's the strength of our schools. And then last but not least, um
all the inflationary increases that we're seeing. We certainly know that our numbers show students going out for out of district placements have come down, but we know the cost of business is going up. meaning tuition rates that are placed by private placements are well over double digits. Our partner with the
Northshore Consortium is it's close to 10% which is unheard of but they are struggling too. So the cost of doing business is going up. Um the alternate funding is circuit breaker grant funding personnel. We're trying to move contracted services into our budget if
we can contracted services at a higher rate than if they're our own employee. Um and school choice tuition which we started this year in a small piece been very successful. We have students from other communities coming to our schools because they're excellent. Um and then we are trying to save money with the
collaboration of the Northshore collaborative. Next I need to take a pause for a second. Ah all right revenue possibilities. Now public schools are not in the business of making money. We're not we're not a a financial enterprise. We're here to
educate students and improve society, but we also have to have an eye like how can we offset like we talked about grants. What are things that we can do as a school district to bring in revenue that allows us to continue some programming and take pressure off the
town? So, our choice tuition was about 74,000 which actually allowed us to seed a well-needed position that wasn't in the budget last year. we're able to bring it in, a math interventionist or excuse me, a reading interventionist, which was critical. Um, tuition in
meaning with our programs, specialized programs are at a point where there's a possibility we could tuition students from other districts, um, the Northshore superintendent, we're looking really hard at like, can we develop our special education programs
and share cost share with other districts? We're working really hard and that's a narrative that is that's true and we feel that our programming actually could be better than a placement in a private setting, but we would never bring tuition in at the
expense of jeopardizing the uh program itself. So, but there's possibilities with that. I was in a previous district that that did fund positions. Um, user fee increases, which were very sensitive of this, but we know that user fees haven't been increased with
transportation and athletics for 12 years. We also know that costs keep going up associated with that. We do not want to deter families that are strapped, that are stretched from their children not participating because that's an important element of school life. But we have to find a balance,
right? So, we're trying to be reasonable, but we also know that the costs keep going up and that impacts other programming. Chapter 74 funding, which is if we bring on vocational pathways into our district, we can
receive state money uh $5,000 per student. And we have plans to do that more next year than this year, which is awesome because that provides more relevant experiences for our students. And last but not least, we are working with the town closely to have uh an
early retirement incentive, which is um it it probably would take another discussion. I don't want to bear down, but it's a it's something that districts are looking at. We have 65% of our staff at the very top step, which is awesome. We have an experienced outstanding
staff, but we also know that in order to make things move and look down the road, you know, some some teachers are close to retirement and they may would take us up on a incentive if it is feasible. So, this this will be discussed more at school committee on Monday night. Uh
we're very close to moving forward with this. That would not these these items right now aren't factored into our budget because those are whatifs. But those are I just want you to understand as a board that we are trying to think outside the box as much as possible.
So our priorities DHS 2030 which aligns with our strategic plan. We've done a lot of work at the high school to move forward. And if you attended the open house earlier in the fall, you would have an opportunity to see that we are expanding not only our curriculum, we
offer 22 advanced placement courses, which is a top level course where students can receive college credit. Uh we're moving that to 26 this year without adding any cost into the budget. We do have some cost of training teachers, but we can absorb that through grant funding. We will offer an AP
diploma next year, which is one of the we don't there's not one around this area that will set us apart as a school. We're also bringing department chairs into place, not at a cost, but looking at scheduling so that we can improve and enhance teacher leadership within our
buildings. Distributive leadership is something that I believe in. Everybody has a stake in this and it can't just be the administration and the teachers. We are coming together and that's going to move our schools forward. Interventions. We're looking at a work study program which is a program we know we have a
pocket of students that struggle for various reasons that may not necessarily be on an IEP where they have other services uh struggle coming to this is not this is not just Danverse this is everywhere I was back when I was a principal uh marble head and assistant
principal in Beverly students struggle for various reasons so if we can provide creative programming to keep them in district that also may keep them from being under the umbrella special education as well walk away with a high school diploma which they deserve and also an opportunity to uh improve their
outlook for post high school life. The ACE program is also another uh opportunity to develop a program for students, not necessarily special education, but those that are struggling with social emotional and such that if we create this programming, again, not looking to to add, but to look at our
current staffing that could house students, provide more support, they'll they'll have more success in their classes. the pathways which are essentially opportunities for students to gain experience. So when they graduate they
may pursue that particular field, go into that field or go to college with an eye to that. We have a manufacturing engineering pathway. Students take their basic courses but then towards their electives they take the accelerated courses in engineering manufacturing and
we're looking to add further pathways. We've been doing this work for a couple of years and you I've probably talked about this last year and the year before, but you need somebody to champion this work in order to move it across the finish line. So by us looking
for way to create a pathways director again reallocating resources, we have people on our staff that are very very experienced that can move pathways forward by making collaborations. We have economic opportunities with joining um various companies within town. We
have an internship program, but we can dig into that further. But we need people to do that work. We also need somebody that can help lead the in the innovation that we see. And I think that's important. The EMT certification pathway will be coming in the following year where students can graduate and
have that certification, then go work right away as an EMT, which is outstanding. Uh early childhood education pathway. um that would allow students to we have we need to train and to really motivate our young to be
teachers. It's tough. It's a tough profession, but we need strong teachers and we have students interested. So, by creating an early childhood pathway program, we would actually put a child care center within our school that would be for our staff employees or teachers.
This would not be affiliated with the budget, right? Other districts have done this. Um, we've already gone through the process of examining this, but what it allow us to do is during the day, our students can actually go and work in the childhood center so they can gain real world experience to move them closer to
becoming a teacher. Excuse me. And then the other uh associated pathways, medical assisting, cyber security, criminal justice, these are things that we're looking at to bring into play. Chapter 74 would allow us to receive funding from the state as we talked about earlier, 5,000 per student
involved, and that money can be helped to offset development of these programs. Early college. We already have an early college program, but we're looking to create an associates degree pathway, which many states around the country have this where students can attend
school and receive enough credits to walk out in graduation, not only with their high school diploma, but also an opportunity to have an associates degree or enough credits towards that. I know that happens. Both my nephews in Indiana graduated and they both have enough credits. They went on to great schools
and utilized that to offset the cost of the college and take further programming. Um I'm visiting Indiana in March on my dime to visit and work with that school. So that's it'll be March 20th. I'll report back to that. Right.
But that so put a pause on that DHS 20 when we talk about reductions. We are so mindful about reductions that would not impact programming like that not to go off because we need to keep our schools competitive for our students. We owe it
to our students but also those making decisions about high school. Okay. Thank you. Specialized programming which this is the investment that gratefully the town with the support of entities throughout town that allowed us to build
special education programming. um the embark, stride, rise, soar. Um those are programs that have been developed. You may not know what these words the these programs mean. This is everything from our social emotional to our autism strand as well as to language-based
programming that we've developed. We talked about year one and that 6.41 increase allowed us to start work. We are really in year two of this because year one was just to stabilize. That was the first ask. Last year was year one
where we did add a BCBA, school psychologists, educators and team chairs which I talked about terms of a structural piece that has been missing in our system to ensure that those that are receiving special education services
are receiving with fidelity. There are no issues with compliance that have cost us because we did not have such oversight. In addition, those that may be pursuing evaluations, coming to meetings where students will receive the
uh proper accommodations that they deserve that by law they are to have. So that is a role that has to be very trained. That's the team chairs. We've started that and adding that. So you can see year two, which is the shaded one in the fancy check boxes. That's about all
I can do uh technologically wise. Um you can see that by adding uh some of these critical program components we'll strengthen and almost to the point where the programs can stand alone and we can look forward to looking at other specialized programming in the next year
or two. Thank you. Specialized programming we know and and we made it a point and I'm so proud of our administrative team and our staff that have developed a budget. They all spoke to our school committee at our workshop in January and discussed
the needs that they have. We can't cover all the needs, nor would I be able to come in front of you to ask for all these things because I understand we have to balance and we have to look at a systematic program to implement over a course of time. We know that our there are no assistant principles at our
elementary schools. What is the impact of that? And this came out a lot in FINCOM meeting last year. Our principles, I want them to be instructional leaders. They want to be instructional leaders, but as you know, the challenges of being a principal that the immediate needs that have to occur
each day can pull you away from doing a lot of that work. But can we creatively create a an assistant principal slash team chair in the elementaryaries to basically serve a dual purpose? Of course, we can. We're not there yet, but that need is there. And that was that is
something that we really need to do. that will strengthen our elementary schools, which is the base, the bedrock moving forward to middle and the high school programming. We've talked about those areas. Personnel, we're looking for ways to add lunch and recess monitors that may fall under food
services. We've added some. This takes pressure off our instructional assistants, which are really the the bedrock of making things happen in our schools. They assist the teachers. They work directly with students. We unfortunately do not have a system where
they have to do lunch duty as well as recess duty. So they're away from our students. So by adding monitors, which we've started that process, that can take pressure off of that. Uh math specialist, we're looking for ways to bring that in in the future, maybe through grant funding. Um and we need
this school psychologist at the high school to continue the strand to work with our transitional programming. We already have the 0.5 Smith nurse. If you remember two years ago, we reorganized our student uh specialized programming in our elementarymentaries. Smith houses some of our most vulnerable students
with a need for increased nurse uh presence. So, we actually have out of a substitute line budget. We we are um we have a 0.5 nurse working there, but it's a substitute system. We'd like to add that into the budget, but not quite yet. We can get by another year by having
that be in the subsystem. And then digital literacy specialist at the elementary level. These are things we need. And I write the word deferred because we can't forget about the needs are not going to change. All right, I'm going to step back because you've heard way too much from
me. Uh Christina is up. She's going to talk about our programming and our improvements. >> Hi everyone. Thank you. A question we often hear is, "How do we know our investment in special education is working? We're seeing results in stronger programs, improve student
outcomes, and smarter long-term cost management. Our specialized programs improve by 18% on independent quality measures. We also redesign programs to better match our student needs and are beginning to transition transition our systems from consultant support to
district expertise. Students with significant behavioral needs are stabilizing faster and re-engaging in learning. And across programs, unsafe behavior indicators have decreased by 26% since October.
From a budget perspective, this matters. Supporting students successfully in district helps avoid costly out of district placements while building capacity of our own staff. Next slide, please. Okay. Okay. So, this is a graph just to show
last year at this point, I'll say by February, we had extended evaluation referrals. And so, an extended evaluation is when a student typically undergoes a 40-day assessment period that can occur in district or it can occur at a separate setting. Last year, because we didn't have our specialized programs where we needed them to be, all
of these referrals had to be at outside settings. When that happens, the cost is at least $50,000, often more when you include transportation. So typically students are at a placement for 40 days and what often happens at the end of that 40 days is students make progress and then the recommendation is for those
students to stay. What we want to do is use our own specialized programs to do that in district and so we have the capacity to do that and other surrounding districts are also looking for ways to tuition students in for potentially 40-day periods to see really what the level of programming is required.
Last year we also had 10 out of district placements by February and by this February we're down to four. Why that's important is because a lot of these pieces that have been happening are due to compliance. And so when we talk about the potential of team chairs, we really need to have some more oversight because
if there is a procedural violation, we are automatically responsible for rectifying that which automatically means potentially another placement. And so there are pieces that are happening that we can control as long as we have more oversight in the training to be able to do that.
>> Thank you. And before I begin this piece, um, I can give, you know, we're always careful to protect student rights and certainly cannot share specifics, but I will say anecdotally, I have observed our own evaluation, extended evaluation within
our district, that the student has successfully stayed in our district and will stay in our district, which I think is outstanding for the work that we've done to build this capacity, but also it's a credit to our staff uh, and the families for keeping the faith and trust trusting us. Um and this was I saw this
happen. Um if that student went for an out of out of district um extended evaluation at that point will the student stay in that out of district will they come back? But we have now built the capacity in so that's a major success by just
dropping down the amount of external uh evaluations. That's a huge savings already. Sorry, I didn't mean to jump on that but that's important to know. So, going into our obligations, as we know, um it's broken down that 8.8 is broken down. We have our contractual
steps and increases. Um that covers all of our units. Um non-salary student services, so our district tuition and transportation. And as I said earlier, our numbers are down, but the tuition rates are going up. And the privates are
working around. They're going way above the rate of inflation. the consortium which is a great partner and provides great programming and I we are on the board all the superintendents they're moving forward with a budget that is close to 10%. Which is which is a lot. We've accounted for that um in our in
our budget to be sure we've brought curriculum in. We've adopted new curriculum to move math, science, and social studies. Um yellow bus contract were up this year um which um we're anticipating an increase depending on how many bids that's another story. AEDs
which we had to replace which we need them as well as vape detectors at the middle school. Um that gives us the 8.8%. Right? So the offsets the alternate funding. So we did find one placement adjustment and then non-s
salary other right that's that is important because that was a charge the school committee said find whatever bless you whatever cut you can make in your budget that's not studentf facing which we agree with and we worked really hard to we're not renewing the Chromebook lease at the middle school
that doesn't mean we're not going to have a onetoone program we're going to reimage that program but also bring in I think a higher level of technology technology to our schools, right? We're still on the same platform from 2016, which is great, but a lot of a lot has
happened the last 10 years. So, the bus fee is going to go up. We're increasing that modestly. And then we also dug in, our transportation director has found through the routing, can we take another bus off the contract? That's about the equivalent of a teacher salary if you look at that on the low end. Um,
curriculum increases, move to title one, right? So, we took off, you know, the math and some of the other curriculum into our grant. That takes pressure off of us. The voluntary PD, I'm going to have to change that. There's some contractual restrictions and I'm working with the union on that. Um, so it's
incumbent on me to find a 75,000 savings in other areas, which we will. I can do that. Um, and it's good faith working with our union. And PD is important and you have to be careful with that because you have to develop your staff. Um, but the operating line reductions, this is
where we went through many of the lines. You might see 2,000 off here, 5,000 off here. We looked at previous expenditures on the lines and what can we reduce. One of the lines is conferences. I'm not going to go to the conference this summer. That's not the end of the world. I'd rather stay in district anyway. There's more to do. Um, but that itself
is substantial. So, that started to bring down some more uh to get us closer to the 4.05. The next piece is the toughest one, right? And staff reallocation is important to note and I want the select board and the public to
know. We review our personnel, right? And the elementary to the middle to the high school is different in terms of enrollment patterns, but more importantly, how we organize teacher loads, how we organize classes. The elementary is a little more linear teacher per class.
Middle school, we have teams. In the high school, we have a huge matrix. And if you look through it right now at 10.6, six, that's unit A. So, there is some reductions at the elementary. Um, and some of that is due to some enrollment changes going from three
classrooms to two classrooms, which will not impact class size. Also, at the middle school, we do have some teachers not coming back. We're not replacing. We have retirement. I do have to make a key correction. Last year, we had a math reduction to high school. That didn't
happen through uh a late change. So, that is happening this year. So it may look like we're continue to cut in that area, but we're being very careful because I know in order to provide programming, we know we review at the high school how many classes are
running, what's the enrollment in the classes, a three-year analysis of what's the enrollment in some of our classes, particularly electives. If they're not highly enrolled, then we need to move on and put our resources otherwhere, other places. Um at the IABT we looked across
the board at a 7% or seven position reduction which uh is always tough because these these are critical roles in our schools. Um these are not program related though and I've I can't identify them now but the principles are looking
for ways and we're also reviewing IEPs to see where we can maybe group students and take a reliance off of onetoone if possible. And we also the other two will be uh and we're changing some of the mode with the specialists the specialty courses the digital media at two of the
elementary schools right so moving in our teachers we looked at their teaching load to be able to cover those classes and then at central office there's two significant cuts there but my opinion we're all in this together and one cut over the other they're all they're all
tough but I'm also looking at not just this year. I'm also looking at how can we ensure that our programming stays strong. Where can we make some adjustments through attrition? Where can we move resources, but we need to look two, three, four, five years down the
road. We know it's going to be a tough budget season. Um and and honestly, we've been having discussions. Some of these we we can't identify individuals because some of these may change. We may have retirements. We may have some resignations. But these are tough because this creates, you know, we are
working hard to keep positive morale with our staff. But but those are items that really create some negativity that we all know though we are not in a bubble in Danvers. Unfortunately, when you look at the other towns around us, we're all faced with this. And if you look at the positions we've been adding
over the last couple years, they are in positions that we need to help students directly. So, I'm very mindful of this and very sensitive to this. Um, and that that was a lot that's a lot of hard work to get to this point, but we're on a balancing point. If we keep going further, that'll be a different
discussion. Uh, salary obligations, which is a line that's used for any, uh, things that pop up, which invariably pop up with staffing and such. We've cut that cushion down. Preschool tuition, we received a little bit more money. We've gone over a two-year increase. Um,
stipens, that stipen comes out because we're developing team chairs. So there's no need to support those stipens because we're building it in within the schedule and circuit breaker. We're going high on this because this is offsets that we're receiving um to keep the obligations
down. So I think I'm very proud of this work um in terms of getting to this point. I'm and I'm not saying disappointed because you know I know we have a financial responsibility and across the board we have to be very judicious but I also know we're dealing
with people right and we're and we bring in good people we want to keep good people but unfortunately um there there are some cuts that we have to make and we're going to make them next page. Sorry
I need like another script to sit here. um the ask that we are because we need to keep moving forward with our specialized programming through our embark embark stride program uh which is our autism strand through we we have IAS that are already working
that we've been able to bring in under grant funding that grant funding is going away we still have money this year to help bring it across the finish line but these are positions that are critical those are positions if you lose one you may then not be in compliance with a student and you therefore may
need to review like we we keep the student in district. That's how critical those are. We also need to add a speech language pathologist because there are communication components that are really essential with that strand. Uh and the rise program which is our social
emotional we have these people here but we want to keep them and move them through the budget as well. Um and that program itself we know is very demanding. Um and you need to have uh the proper staffing not only to be in compliance. All right, but for the
safety and welfare of student staff and add a team chair at the high school. Currently we have one at the middle school. It's paying dividends and we need one at the high school because we need to keep an eye on the continuum of services. We want families to understand and and really appreciate the fact that
when their student stays in district, it's not just at the elementary. What will it look like for them at the middle school? What will it look like for them in high school, their child? What will the 18 to 22 year old transitional piece look like? So, we need that team chair to provide that and develop and work on
that to strengthen that. So, you know, there are more ass that we could have come forward with, but we know that these are the ones that have dug down. We've worked with our team uh and this is where we're at. So, the pie chart, which just breaks
down not only the um percentages of salaries and non-eing salaries, which are contracted services, but certainly as we said, it's 83.9. I was off a little bit. Um that actually came down a little bit. special education costs and
we can't equate that with um we in we really look at that as the tuition rates and transportation rates keep going keep going up. Um but 95.9% of our budget really is fixed. We know that that hasn't changed and a small percentage 4.1 really goes towards curriculum
supplies and equipment. Okay. So um our expenditure that number hasn't come out yet for FY25. It's a little behind. uh we're a little behind state funding, but um anyway, next slide. And I also want the uh public and as well as the select
board to realize that over 15 years, you can see the uh projections in terms of the asks. Um and certainly if you look at the 14-year ask before the 4.05, hopefully my math has all added up correctly. I know it has. Um but the 15-year average by adding the 4.05 in,
you know, keeps us, I think, in a responsible range. um and one knowing that we're working uh very closely with the town. Um I I still can't um share my gratitude and our gratitude for that work. Right. We've had great support and
when I talk with colleagues, it's not always the case with support at the high level of the town, the town support throughout and was well the school committee. So I put this on here. I'm not going to go into great detail, but I said earlier we need help. It's not just Danvers, but
the state really needs to take a good hard look at some major areas. The NSRT is the Northshore Superintendent Roundt. We had a legislative lunchon a week ago uh to advocate for our schools and the legislators. And by the way, Sally
Karens and Joan Lovely are outstanding. They're huge advocates for our schools and for our community. Um and we do communicate regularly with them, but chapter 70 funding needs to be evaluated, right? And um one of the state senators agrees and they're
looking if they could push that to 150 as a minimum that would double our chapter 70 funding which ultimately would take pressure off the town special education cost and stability. So you know we received 75% reimbursement
through advocacy. Last year they restored transportation reimbursement to 75%. It was 44%. which is about 300,000 plus that we received back in circuit breaker to help the funding go along. Uh there's a lot of discussion about moving that to 90%. They're asking schools and
towns to do more with less. I I really truly believe you either go up or you go down. There's no staying level. Level is down. And then the next piece of cost sharing models, we we have obligations to residential placements, right? which by law we have to provide
the least restrictive environment. And there are situations where students require residential placement, which is 247 care, which involves education, the medical, all that wrapped in. And we have a few that have popped up that we have obligations for. A residential placement is over $300,000 tuition per
person placement. There is legislation proposed looking for how can there be a cost share? How can there be a cost share? How can looking with the the state and sharing part of that cost where if we the districts and towns take care of the educational piece and in my
rough estimates if that's a third of that that would be more in line with our district placements because if you have four five six placements sometimes these pop up out of our control we have to navigate that and that's a challenge and the legislature they they our opinion
they really can help us with this but it's a matter of like how can this occur But I know the legislation um and a lot of discussion about about this is coming. >> Hi, come on in. >> Welcome in >> transportation.
So we're out for for bid for a bus contract. There aren't many competitors. So there's not the oversight of bids in terms of on our end is very we have a procedure we follow. But on the other end, if you have one bid,
what is the rate of increase? Is there a cap? Is there is there any type of protection so that quite frankly people aren't gouged? And that's happening. So the state the state needs to step in. Can they put a ceiling on an increase from
one year to the next contract? That just makes sense to me. Uh aid coming into towns in the UGGA. And this is well beyond mine. That's more in Rodney and Jill's expertise, but it's stagnant. The the funding is really the same. So the example here at 2007 to
today, the the 1.3 billion, we know that a dollar isn't going to buy you what it bought you in 2007. Like I'm lucky to get a black coffee for $1.92 at McDonald's. >> I don't know if I can go anywhere else
and get that. So my point is this. There's a lot of great things that the legislators helped us. They brought the circuit breaker up. Universal meals is huge. It helps all of our students, which is great. The supplemental chapter 70 has helped. There's been some adjustment. Um, again, this isn't me
complaining. This is me just talking that this is a this is an issue that we all as uh not only residents of Danvers, but throughout the Commonwealth really need to grapple with because these are issues that are really putting a lot of strains, not only the schools, but the towns.
and we're we're going to do more with less, but there will be a line at some point that will be a critical mass. So, I hopefully didn't go over too much. I apologize. Um, so I'll pause there and end my comments.
>> Well, with that being said, Dian, that was a great presentation. I am going to open up questions to the board members. Um, D. >> Sure. Thank you, Madame Chair. Thank you Dr. Bower for the presentation. Uh,
I preface by saying I I like many people moved to DES because of the schools and this is a great community because of the schools and the work that uh I I I I always say I hope every
parent in this community experience the same thing that I experienced because of DES public schools. um all my kids went to Denver public schools and it was one of the best decision that I made to move into Denver.
Um, first things first, and I don't know if this is semantics or if I'm just not getting it right. When we talk about specialized programming, >> is it what we call special need like AP
or is it something because there's this uh there's this perception that everything is all about special and then everybody else has nothing. I I just want to cl when we talk about
specialized programming, it involves uh AP classes and things like that. Is that correct? >> That is correct. So, we're looking to change the narrative. Um the realization is that under the umbrella of specialized programming, there are special education programs. >> Yeah.
>> Such as the embark, soar, stride, and rise. But there's also programming that we have always had that we're looking to enhance such as the advanced placement, but we're also looking that we need to meet more of the students in the middle and that's where the pathways come into play. >> Okay,
>> we have those, but we need to increase them as well. That's where the early colleges, although we receive grant funding to help support that. Um, but we also know that our students that maybe um special education receive services, also participate in the other programming as well. So we we just can't
go with silos. It's just um and I know the initial charge we had was to develop and and agreed with special education programming and that will continue but we need to really have an eye for all programming for all students. I hope that clears that.
>> Yes. Yes. Thank you. Now if I go on the pie chart and the presentation you had was different than the package that we had. So um the the order so on it's A1 on the package I have the Denver public
school expenditure is about 21,000 per student uh with the state average of 23,000 do we when we do out of placement is it last year it was something like what a
100,000 >> yeah so yes and that um is actually upwards ofund,000 So this this may not have been adjusted from the slide because this has been evolving uh in terms of the state expenditure. I'm not the slide may not have been updated. Um
but so the auto district placement itself that is separate that is that is you know depending on whatever the tuition is and the associated transportation and support costs. >> Okay. >> Yeah. So that that can range you know as we know maybe 80,000 depending on but
typically over 100,000. >> Okay. And last year, I think we added a position for um someone to help with transportation uh within um >> Yes. >> within the superintendent office or something like that.
>> Mhm. >> Uh and we were very optimistic that with that it it would help curve and and kind of get things a little more organized. Do you have any numbers on that? How how is that going and how is
that reflected here? >> Well, that that is reflecting this year. Um so going backward last year, so his name is David Pulsifer. He's our transportation coordinator. Um a specific savings from last year was taking a bus that was on our contracted
we contract. We don't have enough buses in our fleet to and nor necessarily should we so we partner with another entity. That's the bus contract. I believe last year it may have been seven buses or I I apologize for not that specific but the bottom line is he was able to reduce one bus because he
reviewed all the routes and how can he consolidate routes. So taking a bus off the contract is about a $75,000 savings. He also is reviewing he always reviews. So this year he's looking to remove another bus which again would be about a
$75,000 savings which is important. Um, also to note, we are in this budget and I apologize if I didn't say it, we are bringing a van driver in because if we can provide out of district transportation through in district such as the town has been great supporting us
with vans. Um, I believe they converted an explore that was used by the fire department, but we need people to drive them and the rate that we by hiring our own is way less expensive than um by private contracting. There's also another piece that we anticipated a
larger savings through a collaboration with the Northshore Educational Collaborative which comprises I believe 17 districts and we all have struggled with transportation costs because not only do we need to ensure that students
transport it safely but there may be additional needs on that run right and we also know that if we could work together if we have six students of ours going to a specific out placement We should make sure that we're consolidating and maximizing that out.
But if we have two going to one, Peabody has two and Beverly has two, why can't we use the same transport? The cost the same, but the cost per student would decrease. So the consortium hired a transportation kind of the equivalent of what we have. They have the software.
They went through a contract last year. So we're we're in the first year of this. We anticipated some more savings, but we're not getting quite as much there. But we see a huge future in the savings because they've made changes within that um updating the software as
well as understanding um and possibly bringing in some that chose to join the membership. Not all the districts in the consortium joined it, but we are looking to bring in more. So our projection hopefully will at least stabilize that piece. Um and our transportation director is
outstanding because a lot of our field trips are done by in our people inside in our buses. So instead of leasing a bus out for the day, it's a lot less expensive to use ours athletic transport, which is very expensive. Um we utilize as many of our buses as possible. We received two vans through
DPW uh two years ago. And for our specialized program during the day that may require going to job sites, we're able to use that vans because their um the requirements would allow a staff member to drive. Um and that saved us considerably. And I can give you more specific uh data on that if you like.
Okay. Okay. No, that's why uh the add-on team chairs, do we have uh department chairs within the high school? So, we have lead teachers that are paid a stipen, but they are not uh administrative. Um, so
outside of their normal teaching load, they also do things such as uh regular meetings with the department, um, ordering supplies and equipment, uh, any specific needs that connect with the school in general. But we were adding department chairs this year taking that
lead teacher role but organizing their schedule where they have more time built in where they can actually interface all the departments together including special education work with the administrative team. It's really tough to be a lead teacher on a full teaching
load with all the responsibilities and then do the leadership piece. >> But we didn't we're we are not asking for any more money on that. So, we've we're developing that and the union has agreed to that. Um, and we're actually um going through the process of determining who will fill those roles next year. So, we're very excited about
that. Ju just to clarify, are you talking about team chairs or department chairs? >> Department chairs. >> That's different from team chair. >> Completely different. Yes. The team chair is special education. Sorry, I didn't mean to interrupt. >> Oh, no. That's that's what I wanted to
ask. So, the team chair is different. >> Correct. Okay. Yes, that that is when um we arrived. If I can elaborate a little bit more, it's important to know that is the person that's charge is to not only ensure the IEPs and related services are
are are being uh fully um developed but also implemented correctly compliance, but also they're meeting with families going through the evaluation process and having these meetings. So they're trained specifically for that. The
individuals doing that work before we've added team chairs were typically our school psychologists who they do a phenomenal job but they didn't go to school and they weren't trained for that. They've developed that over time and I'm not negating the work they've done but that's not their expertise. We'd rather them be working more with
evaluations and forward- facing students. So the compliance as Christina said, you know, that that can be very costly. Uh having an administrator in charge of that, which most districts have, is critical. And that in itself would know that whatever services we're
providing, it wasn't a compliance mistake or something that we uh did not necessarily need to provide. So that and it also develops relationships with families most importantly. >> Okay. Thank you. Well, I did watch the I watch all the school committee meetings.
So I I watched the last one as well. Um and I saw some of the discussions and some of the comments uh from some residents. Um my last question is I mean I'm looking at it I'm like oh boy
how do we where do we get 4.05% if you want to count the dollar? And I look to it, I'm like, what can we cut and where do we cut? Help me out here. What can we cut from
this budget if we don't want to go to 4.05? Is there anything that you see we can reduce? >> So, are you asking any additional or >> any any thing that we can reduce from the budget without impacting
what the school has to offer to the students? I think um I mean we've worked so closely with the town to realize like what can we get into and what can be feasible to move forward. >> Um in terms of this year we have items
to navigate. We have some residentials that we're going to have to navigate and close that budget down. >> Um you know I put on there very carefully the deferred >> things that we need but I just know that I right so we have to prioritize. So I
know that the investment in our programming specialized for special education for embark sore rise um those positions are already there. They're coming off grant. We need to keep them because of compliance. >> We're making decisions if we if we add
this IIA or do we send a student out of district. That's how tight it is. So you know ideally would I like everything? Of course, you know, but I also know that that's not responsible. And I'm also trying to keep an eye for 2 3 4 5 years down the road. And I know that the needs
of our students have changed since 2016 since 2010 since we all went to school, right? And we're making a significant cut in central office, right? But at the end of the day, we're making it work because we have we're asking I I no I
don't like any cuts but there is a responsibility we have to make sure that we are financially responsible and certainly we try to minimize the student facing ones. So if it's at central office then we have a skilled group that we looking at reorganizing responsibilities and we will make that
work. >> Yep. Thank you for all you do and thanks to the teachers and the schools. I think we have one of the best schools in the Northshore from my perspective. >> Thank you. >> Uh having had all the kids go to the Dest Public Schools. And one last thing
which may not be on this project that I'll be asking from now on until the next year or whatever. We need to do something about the gym. It's the part of the school that was never renovated. The gym at the school, the the court.
>> Are we are we talking the uh the fieldhouse or the VI gym? Well, I think we should actually move the volleyball and basketball to the VI gym. So, I'll be looking forward to having us find a way to put some bleaches in the VI gym
because those courts are just not good for the kids. A lot of injuries and whereas if they play on the hardwood floor, it might be better. Now, this is me adding more money to the budget, but but I I said I had to throw it out there
as >> something make it public that that's something I'll be asking you everything every time you come up here. >> Okay. >> I'll be like, "What's the plan for the VI gym being the new place where the kids can play volleyball, basketball, and things like that, it comes down to
safety?" And I think if we have benches there and add the camera, it'd be much cheaper than to go fix the old one because that one already has a hardwood floor. >> Mhm. >> And if we have a plan in place, there's even a possibility that we can get some
grand money to get that done. >> So that I just want to put that on your radar. >> Duly noted. >> Thank you for everything. >> Thank you, sir. >> Thank you, D. >> You need a timeout. >> Thank you. >> Thank you, Dr. Ba for your presentation. When I went through the budget and
noticed that you had like 22 line items that you were reducing, I was concerned. Are our students getting the education and the tools they need to succeed in life when they move on? But listening to your presentation, I I have a sense that you and your school committee are
concerned about the educational process and seeing that the kids get what they do need. Obviously, you have some deferred items, but we all have deferred items. at home, in the schools, town government. Um, we just can't have all
we want, but as long as we have what we need to s succeed for the kids, I'm happy with this budget. >> Thank you. >> Thank you, Dan. Mike, do you want to go last? >> No, I'll go now. We get it over with.
Um, thank you all. Uh, awesome presentation. I learned a bunch of stuff uh today. So, that was really great. Um, a bunch of questions if you don't mind. Um it said we have um 3935 3,935 kids that live in town and 313
go to public schools. Is that right? >> Yes. >> So there's 822 kids and they and 260 of them go to the Essex Tech. Is that right? >> Uh it's actually yeah somewhere in that vicinity. Um because we have students that are at the prep, Essex Tech,
Fenwick, uh Governor's >> um and then some about 63 have choiced out of our district >> that may attend Masco, Beverly, uh PED, Manchester, Essex, >> and we pay for that still, right? >> We pay uh per student. Correct. That's why we if I if I may.
>> Yes, please. >> That's why part of the reason we looked at like we have great schools. So, we joined the choice program this past spring and we were able to bring in students and I can tell you this year the 63 number stayed stagnant in terms of students going out on choice which I
think is great news. I probably should reflect that. >> So, is there any way to try to reel anybody back in? Uh cuz we're if we're paying probably be better that they're here because we're busing them too, right? >> No, they provide Choice provides transportation themselves. >> Okay, good. >> Um and we have students have returned
from Essex Tech. >> Yeah. Um, and I don't know about the choice districts because there may be factors with that. For example, if a parent may work in that particular community, sometimes parents may choose to have their child go to school there, right?
>> As well, um, I think by one of the areas that public schools generally haven't done a great job with is marketing. Like what are all the great things we have so families know? I can give you a quick anecdotal piece of that if you don't mind. It's related to what you said. So, we had the open house this fall, right?
And by that, families got to see an opportunity like, "Wow, my child can go to Danvers High School and become an engineer. They do not necessarily have to go to Essex Tech." This isn't bashing Essex Tech, by the way. It's realization of our upper level courses that they can have. They can still have that same trajectory if they choose to study that
in college. In fact, they may at a higher success possibly rate of that. So, I was talking with a student outside the middle school in the fall. Said, "Hey, you're coming to the open house." He said, 'I might. What are you doing next year? I'm going to Essex Tech. I I want to be an engineer. I said, "Do you know you can do that to high school?" I didn't know that. So, that's just one
story of us getting that word out there that you can do what you need to do in our schools to go on the pathway. Essex Tech provides an awesome education. They provide awesome programming for those specific areas, but we need to do a better job of marketing and saying, "This is what we have."
>> The pathways that you brought up sounds awesome. Uh that they can graduate high school with certifications. Uh that's incredible. uh you know right out into the workforce which is always looking for people and the boost of the self-esteem for a young person to be able to step right out
having that is that's awesome. Uh the chapter 74 you talked about uh next year there's some funding possibly because of uh trade things. The trade got my got my attention there. Uh that was that's awesome. >> Um
what else here? What what's the maximum class size that a teacher can deal with uh still get the message across without it being a problem? >> Well, you know, studies show between 18 and 22, although, you know, closer to 18
is probably best in a lot of ways. We do have class maximums built into our contracts for elementary, middle, and high school. Uh, and at the high school does vary by electives or like gym class, for example. Um, you know, we try very carefully to balance those. Um, and
that was part of our review at the high school knowing that we may have some classes that over the last 3 years may not have been highly enrolled that if we can transition and move those resources and other classes. So, I mean, typically between 18 and 22. Um, some may argue on
the lower side. Um so but we also contractually have and we we're mindful of when we looked at the high school where these things would go in the middle and the elementary to keep them within uh reasonable levels. >> And is the teacher uh by themselves or
do they have an assistant? >> So it depends. Um so at the kindergarten level we have an instructional assistant that's that's for every kindergarten class which they should have. I've been in there. They definitely sometimes they need more than one. >> Yeah. Um and depending on a student's um
need, they may need a onetoone to accompany them to class or grouping of students. Uh we do have some co-taught classes at the high school which will pair a general educator and a special educator together that provides certainly much more coverage, breath,
and depth for all students, but primarily to help those that may have some uh learning disabilities in that. So, it varies according to what the need is. Um, but by and large, you know, you'll find some teachers on their own or some that may have help. In some
cases, you may have a nurse in a class with a student that has special medical needs and aid and the teacher. >> Okay. Thank you. Um, yeah, state and federal funding definitely needs to go up. That's uh so people anybody here in this write your legislators so we can
get more money. That's this is I mean the amount of money that it takes to run the operation is incredible. It's really and there's a 8 million moving parts like you stated level is is down actually. Um on the overlapping monthly subscriptions, >> is there any re reduction that could
take place there? There's a lot of money going out the door there. I you know I'm not saying it's a waste. I don't I don't mean that at all. I just meant is there anything that can >> go away? >> Yes. So there are things that we're we're researching on that where a district subscription may be less
expensive than a school-based subscription. Um, we're trying to look at how can we maximize and and really work away from the oneoff subscriptions that and and that piece is they're working with our um technology director on that.
So, we're trying to best that we can to to minimize that and if we can provide a district license often times the the bulk will be cheaper than just for a school specific. >> Uh, all right. This one's a difficult question for you. Um I most of the stuff
like you said 96% of the budget's fixed. I mean we and we don't have anything to do with the contracts anyway. There's nothing we can do about that. That's that's just what happens and we need to do you have to do what you have to do to keep staff to stay here and want to be
here. Um so Desi um they have a report card that they issue. I found it on our website. >> Mhm. So they show us at 31%.
Which made me look around and so then I see other towns and and districts in the area and you know we're on the lower end which goes against everything you were just saying today which I see it's things are great but can you talk about
this Desi uh rating system? >> Mhm. Yeah. It goes into multiple so that's the accountability piece. >> Yes. It goes into multiple factors such as uh attendance and chronic absenteeism performance on uh MCCAST. All right. Um that piece and looking at that uh across
the board. Um and the MCCAST is something as a district we you know we did a study. You know we've been fairly stagnant in some of the areas. In fact, um, you know, some of the areas we've tried to make some push in terms of we switched our whole literacy program to go with science of reading versus the
Lucy Cawkins to get in the weeds of that piece. Um, but it also gets into all the supports, how well our students do as they themselves move forward each year for their as they improve throughout. >> So, that's something we're very cognizant of and we're working to address that.
>> Do you think that the way they're grading is proper and I don't want to set you up for a fail. I'm just asking >> are you mean >> the way Desi grades the school systems? >> Um I mean >> I mean is there things left out that that would boost the number?
>> So chronic absenteeism is one that is you know we've worked on that and improve that. I mean that kind it is what it is right that's how many days the students are there but we know that there uh different like is that 18 is that the appropriate number based on life today is MCCAST truly the best
indicator is we know it's no longer a graduation requirement right so it was very difficult last spring and I'm not making excuses um but it was very difficult for the sophomores to really dial in on a a test that they know that really doesn't have any impact on them right it used to be a graduation
requirement It's no longer that piece. Um I think in terms of success rates like students progressing right from grade 9 to 10 because that's a critical year at the high school but also from at grade five. Look at the success rates of
that. Look at ways that not only um and higher levels course success rate which some of that is built in but hone into that as well and an opportunity for all students because there are many successes that are not reflected in that report card. many successes that um make
it make it a challenge for sure because that um you know when I go into the classrooms when I have discussions you know I'm I'm seeing tons of engagement I'm seeing tons of work but I think there are some factors that could be reviewed within that formula I don't
think that sells tells the whole story >> right so >> I'm not negating the fact that we are working to improve >> yeah that's >> and own that accountability yes and that's part of the reason we've updated and upgraded our math curriculum which hasn't in a while. Math interventionist would go a long way in our elementary
schools. That's something we'll come back because that that ba it's the base and I can tell you that at the elementary we've added what they call MTSS which is the multi multi- tiers of supports for students for ELA to improve that piece and we've already seen
internal data where that is getting better and I can also see a drop off from the science of reading that we're doing now that cohort when we made that transition. So I think there are other variables that could go into that that local data would show. >> Do you think that by next uh year the
report card would be better? >> I hope so. >> Yeah. >> But I will tell you two things at the high school that happened. I'm just going to give two plugs. So we receive silver medal recognition at the high school for advanced placement which means a high success rate of students getting a three or plus it's a fivepoint
test scale. those that three typically may grant you college credit and also an accessibility award where we have close to 400 students successfully taking an AP class. To me that means a lot that studies show that for every advanced
course a student takes is one more step toward success whether it's not only graduation but maybe going on to college. So we've been able to offer those advanced opportunities. I think personally we're looking for ways to increase rigor at the middle school and
I know we're working on that hard and I think we've had discussions about that and I think that that is very uh appropriate and I do appreciate you bringing up that point. I really do. >> And and one last question. Do you think your staffing uh with the cuts that
you've made um do you feel like you're in good place? You're lacking. You're you still have to make more cuts. Where do you feel you're at? >> Well, I hope not to make any more cuts. I know the bottom line is the bottom line and I certainly know that depending on how things may go with early retirement and stuff, I mean, we're not
going to add any more like to the bottom line, but I know uh in terms of forward facing, we minimize that as much as possible. Um, and you know, I wouldn't want to go any further and it's a pretty substantial cut at central office, which you know is not optimal, but you know,
we're up for that charge and I'd rather be that than into the classrooms. >> Absolutely. Yeah. Hamburger every day is better than steak. Uh what is it? Steak once a week. So yeah, I'm only so
>> All right. Thank you. >> Thank you, Mike Ga. >> Thank you. Um first I want to do a little bit housekeeping. Um people know that my I have two family members, close family members who are employees of the Davis school system. Uh
and pursuant to master journal law 268A, I have filed with the state and with the town consistently that that is the case. Um this is not a conflict of interest for me to we've talked to town council on several occasions. It's not a conflict of interest for me to sit and
listen to the budget, ask questions and vote on the budget. We are voting on an overall number and nothing will impact my family's uh position based on on my vote here. I I don't I'm not personally enriched by this. Um that being uh that
out of the way. Um I want to I have a few questions. Let me go through the tabs. Could you bring back the slide that has the piraphph, >> please? >> Oh, I got to wait up. >> One of the questions that comes up on a
regular basis is the per pupil uh expenditure. >> Mhm. is that in and I know different towns and cities do it in different ways. Danverse maintains the grounds and the building separate from the school
budget. It's it's a it's a a choice that many different communities do. Is that per people pupil cost inclusive of what would be considered the buildings and and and uh town portion of the uh of the properties? >> That I'm not sure, Gardner, to be honest
with you. >> Okay. >> Yeah. Can you answer that, Pam? >> I believe it is because the I I think it's based on our end of year report and that the town's um expenses on behalf of the schools are included in that reporting to the state. >> Okay. I I wanted to make sure that our
pup per pupil cost wasn't artificially low. Oh, >> if it didn't include those numbers. >> Yes. >> Okay. Uh let's see the other tabs I had. Uh I think you answered most of the questions. I was going and checking them off. Um, I'm on page C7 of of your book.
You you do a great job of talking about the reduction in dollars in in in you know, salaries, wages, you know, programs. >> Mhm. >> But can I just confirm that you we're actually for teaching professionals,
we're actually losing 3.6 positions as it were. And I realize it's a shuffling of the deck. And if I'm looking at page C7, that represents a loss of 5.73% of the education professionals. Is that
accurate? >> I don't know about the specific percent of those lost. Um, >> but is the 3.6 accurate? >> Yeah. Over. It's 10.6 of our unit A that >> through either retirement or not coming back or the the actual >> Yeah. You've got attrition. You've got
you've moved some people. You've got attrition. You've changed responsibilities. And I'll be frank, the number is not my concern when it comes to DHS. >> Yes, >> I need this number when we talk to Essex Tech. >> And that's why because I'm going to compare apples and oranges about, you
know, apples to apples about loss of of studentf facing professionals, >> right? And and I appreciate you asking that question because that, you know, that's the last thing that we try to do. And it's not because we want
to add things that we we're trying to do things that we really need. And I know for example the reductions at the elementary, >> you know, we're able to to merge from three classes to two classes at two of the schools, >> right? >> So that was a natural um we have a a reading specialist that is retiring. I
moved a central office uh reading coach into that position. >> Right. So that that's how we were shuffling the deck on that piece to make that work. at the middle school. We have one that is not a teacher not coming back, but we looked at the class uh on the student service side and then we also looked at the other the other
position. Can we move some of the electives around? So, we really worked really hard at that piece to your point like I hope we don't have to I guess what I'm trying to say as well which I think should be underscored is like I think we're at the point where we were very careful where we went with the reductions. I wouldn't want to go to
another another step of that, right? I I just wouldn't because now we're minimizing ser right we're minimizing the impact but to your point you know that we're kind of at that line in my feeling right because it is not linear at the high
school because if we want to offer these great programs you need people to teach them >> so the more you reduce that right in terms of advanced placement sometimes those might run as we call a singleton there might be one section and sometimes that's an outlier in the schedule but you need people certified to teach those
classes such as a advanced placement Spanish class which can go to getting your bilingual certification. >> So and and please I the inference is not that the reduction in >> no headcount is reducing the services or
the or the quality of the education. This is for a different discussion when we get there. I think that they're well served, but I also sit at the dinner table and hear that, you know, and obviously if there were more people to do the work, then the pressure load
would be reduced. And I So I don't want to make an inference that services are reduced. >> No, no, you you certainly didn't do that. And I I also wanted to underscore the piece where you can certainly see that there are things that we really do need structurally that haven't been
addressed again that we're looking to make those improvements and that's the balancing act that we have. So I I appreciate that question. >> Other than that, >> sorry if I get going on that one because it's all about people. It really is. >> Yeah. Nope. I uh I'm comfortable with the budget. Thank you. Those are my questions.
>> Excellent. Well, I want to say thank you Dan and uh Pam and your whole staff, all the teachers, you know, everybody in the school system. You've done a great job. Um just a couple of comments. Um always with me, class size is important for the kids, right? We we talked about that.
The 18 to 22, I think you're trying to hold that strong. I know there's maybe some more, some less, right? >> Um you talk about marketing. We talked about that last year. I had my sign on your lawn on my lawn um about Damas High School open house. So, we want to make sure we continue strong with that. We
want to keep people here. Um, we talked about um, you know, the transportation. I mean, that that's that's a problem, right? We know that. Um, naturally, we don't want to increase it. You talked about increasing it. Um, I think we need to probably increase some of those user
fees, transportation fees. Naturally, people that can't afford it, you know, they can't afford it, we'll help them with that. um early retirement incentives. You know, it you don't I think you're looking to the future. I
think it's a great idea. Um you know, the teachers, we thank them. My dad was a teacher, you know, for years. So, I I get that. Um but if we can entice them with the incentives, that would be great. I love the idea of the AP diploma being the first one here. Like, wow,
that's great. Thank you. I think that's wonderful being the first one. The Eerie. I do love um the work study program, you know, uh keeping keeping it in district um and the grant the um pathways that that's
really encouraging too, you know, maybe, you know, put in their financial services or municipal government, right? Something like that leaders, you know, for the future. Um chapter 70 funding, that's always a problem. They need to go back to the drawing board, right? um
with which with with the legislative um look at look what we did after 30 years with the town manager act and town meeting you know they need to come up with that and hopefully like you said Joan and and um Sally are very good and proactive for us we're very lucky to have them here um
let's see what else did I have I think that's about it um I would say that I'm fine with it too and at this time um folks we can open up to the public and please go up and introduce yourself.
Yes. Does the clerk have a timer? >> Oh, no. We'll have about a timer of about 3 minutes if >> Thank you, Madam Cler. >> I uh Kevin Barrett, Popler Street. I'll try not to even take that much. >> That's all right. >> Uh so I I mean, look, I have two kids in
the Dis Public Schools. I think this is great. I think this is the first budget I've seen in some years where, you know, the plan is for the rising tide to lift all boats, right? whether you want to go on to college, whether you want to uh enter the workforce right after high school, whether uh you need additional
supports or or whether you don't. Uh I think all boats are getting lifted here. I appreciate it. I I do uh and D your comment and and gardeners, you need to talk to Jill if you want to change to the building, right? The building is not his budget. It's your budget. So, the
good news is you can you can put in all the bleachers you want. Just convince two of your colleagues. and find the money. >> Yeah. And and find the money. Sure. Um I I do I have some concerns with the way we arrive at some numbers. So, you know,
the um students that were guests in our community for a few years that are now not being counted in enrollment. We were counting them in enrollment when it showed rising numbers. Now, their numbers have fallen. They don't count anymore. So if you look at our kindergarten class, our first grade class, our second grade class, it's
they're smaller than our third grade class, our fourth grade class, our fifth grade class, numbers are real numbers. I mean the numbers on Desi's website, not those ones you saw, but what Desi considers our enrollment. This year is less than last year, is less than the year before. So you can massage numbers
any way you want. It it looks like our enrollment is up as long as we don't count some of our students, right? Uh, so I don't think that's correct. Um, I think we also know darn well what the FY25 student spending is. We do this every year. Uh, we tell Desi what our
spending was and we know what our enrollment was. We know darn well what it is. To Gardner's point about are we underounting? I would argue yes. So, it's hard for me to look at that Desi report, which I got through uh an open records request, and say, "Oh, well, no,
the the Smith school heating budget was actually higher than that." Right? Arguing with individual line items is hard, but seeing entire categories that are left out is easy. So, municipal support um to safety in our schools. The school told Desi that we spend zero
dollars on that. How many FTEEs does the police department employ that do nothing but provide safety to our schools plus a supervisor plus they plus their pensions plus their healthcare. So I I while I understand that like some
municipal stuff and and Rodney's worked very hard to to get it in there. I think we're missing stuff. Uh and Desi says, "Hey, only report SRO's if there's an MOA between the school system and the police department." I did an open records request for that as well. and I
have that. So, so I can point to a line item where there's at least an undercount of hundreds of thousands of dollars, right, of the of the town's support to the schools. I am not opposed in any way to this budget. I think it's great, but I want to stop being told
year after year that this town is less generous than the average to supporting our schools because I don't think it's true. Thank you. >> Thank you. Anybody else? Please go up and introduce yourself. Thank you.
>> Hi, my name is Julie Bulldock Defilippo and I'm the chair of the Danver Special Education Parent Advisory Council, which you probably know as CPAC. Um, I'm here today to represent the families of children with uh special education services in Danverse. And I brought with
me a letter of support for special education programs and funding that was signed by 87 Damburst voters. And I'll leave it up on the table here for you all to review. Um, you know, I think some of you mentioned you watch the school committee meetings which I attend and I'm really
honored to represent our families here. Uh, the last meeting, um, we talked about achievement. Um, which is something I want to highlight here as well, that, you know, special education students are high achievers. They are athletes. They're on the honor role.
They take AP classes. And some of their greatest achievements are those that look different that you might not see published in the, you know, Damvers Herald or Salem News on honor roles. They're learning to speak. They're learning to read. They're learning to eat independently, to
regulate emotions, to make friends. How are any of us to look at those achievements and say they're not high, but those are our children. And so these milestones take a lot of dedication, not only by our children, by our families, but by our dedicated educators, our
instructional assistants especially. And we want them to have all the support they need and our kids need as well. And so when we collected these signatures, we also asked families, please share your stories of what these these funding uh investments and and not only like the
good, the bad, but what the cuts what the impact also is. These don't maybe represent cuts to you, but they do to us because some of those deferred costs are very human. And I'll give you some examples. So, um, parents shared how because of special education, their kids
are going to college. They named the colleges Marramac, UMass, all those, um, they're able to function in with ADHD, executive functioning support. Uh and one parent said uh talked about her child who is autistic and mis often
misreads social cues which is common in autism. Um and that you know the world can be harsh. We all know that the pressure to fit in or be normal. Um that can mean pressure and you know bullying from peers, other parents and the community. Um especially when your your
disability is is not visible. Uh, and she said that special education is quite literally a life preserver. And so I shared at the last meeting my son's story. My son David's eight. He's at the Thorp School um because he's dyslexic and he's autistic and we're very proud
of him and as is he because of the investments that were made in the these programs. He did not have to go out of district to get the reading support he needed. In the position that was hired, a reading specialist, Mrs. s at Miss Sidley at Thorp who he loves. He is just
thriving. He went from coming home and saying, "I'm dumb. I can't read every day to coming home within weeks of the school year to saying, "Do you mom I can read? Did you know that?" And he reads out loud to us. So, they really do matter. Again, I know my time is up, but
I look at the deferred costs. that story. You don't know the backstory that that story almost didn't happen because David was at another school and it was recess time and there wasn't enough recess aids and what you see on camera was David darting into the street after a kid kicked him and by the grace of God
someone pulled him within 10 seconds he would have been killed because you see a car drive by. So it means a lot to our families. This means lives when we don't fund these things. As a social worker, I'll tell you that human costs when you defer them will become social costs later because I see those people in my
outpatient practice here in Davverse and in the as a school social worker in Lyn. So, you're going to fund them somehow. It's just when and you know hopefully the people will still be here to do that. So, thank you. >> Thank you. Does anybody else have any
questions? Please go up. I would just like to acknowledge Eric Crane, 25 years on the school committee. Thank you for your surplus value, sir. >> Thank you, Bill, for doing that. I was going to do that.
>> That's great. >> Anybody Anybody else? Eric? No. Okay. Um, okay folks, at this time, board members, do I have a motion? >> I move we accept the budget as presented. >> Do I have a second? >> Second. >> All in favor?
>> I >> opposed. Thank you very much. >> Passes. At this time, uh, we'll have the library come up. >> Thank you. I just want to take a minute to say thank you to Dr. Bower and his team. We share their appreciation of the
collaborative relationship and also share their support for state legislative advocacy for some changes in funding. >> Thank you. >> Okay. >> Thank you for your support. Thank you. Thank you, Dan. Thank you.
>> Sorry. I read it and I got it. Thank you. >> Okay, we're going to start with the library. We're a little behind schedule here. I know I uh do not have as long a presentation.
>> All right. Uh good morning everybody. I am Noel Bach. I am the library director. >> Uh I have with me today I do have my assistant director Jen McGorge. Uh our bookkeeper Jenny Brown is here. And I also have three of my trustees. I have Julie Curtis. I have Noah Levit. and Dr.
Charles Desmond are all here today as well to support. Uh so budget this year. First thing though I want to say is I do want to thank the select board uh particularly because you did include the library for the first time in the town's
budget goals uh as a separate item. And that was a really welcome addition uh to us and it's very impactful uh for the board to really kind of recognize and acknowledge the library as a a separate entity that's important to the community. So I do thank you for
including us this year in the budget goals. I felt that was very meaningful. Sometimes we feel like the little overlooked cousin you know next door. So really it was is wonderful to see that. Uh so this year's budget uh as you as you know we have the unusual 7% increase
overall which is not something that we normally see from the library. Um and as you probably already know that is due to the contractual obligations of the town uh with the union contract. The library did unionize uh this last cycle. So part
of that was that there was a of the negotiations that there would be a compensation and class study to uh look at the library employee pay scales. Um as far as we know, I was actually just talking to Jen earlier who's been with
the library over 20 years now, right? Uh and she know she does not recall there ever being a compensation and class study that has been done for the library. So um that was completed this past uh year in 2025 and it's brought
about the right sizing of the pay scales for the library staff uh with you know looking at comparable communities uh as Dr. Bower just said as well like what we really want to do of course what the town wants what the library wants as well is we want to be able to uh
maintain retain our really wonderful staff and we need to be able to have the right salaries to do that and also when people do move on we need to be able to attract new staff and it's very important that we have the kind of salaries we do. So, uh that 7% well the
really it's bigger than that percent but that that big bump right there is really just you know required uh work that was done uh as part of the negotiations with the collective bargaining agreement. Um so that's and in the in the big picture of course the library is only as you saw
um in the opening 1.2% of the entire town budget. So when we're looking at the big picture it's very very small. want to look at this the library out of context it looks very big. Um but you know it was a necessary step that we needed to do. Um the one rejection that
we have in the budget is we did take um 25% out of our supply line uh which we should be able to to manage with fine. So that is where our budget came from as well. I was going to say I don't know I guess you have the clicker. I was gonna say who has the clicker. Rodney has the
clicker. Um so I did want to talk a little bit about uh as well that the library budget is supported not just by the town. We do get uh support from the state through state aid that is particularly aimed at the library. Uh the puberty institute
trust which is the trust fund that the trustees manage and the friends of the library also give us support money. Um and I just wanted to break this down a little bit. This is one of those things that a lot of people just don't know or think about. And I thought just for our our uh people watching as well to learn
that the money we get from the state is predicated on certain requirements that we have to fill. So um and I did list them here on the slide so you can see what they are but the the top three ones are the ones that are um the ones that
usually are the most concern to libraries across the state. and that is that we are mandated to have a minimum number of hours that we're open including nights and weekends. uh that the appropriated budget 13% of that uh for us needs to be spent on materials you know so your books your audio books
um whatever all those those kinds of things must be spent uh that certain amount has to be spent on that and then the municipal appro appropriation requirement which we just say is the MAR must meet or exceed a 2 and a half% increase uh annually and you see the
little formula we have there which is I just gave the example but it's the um the past three fiscal years divided by 3 * 1.025 equals the MAR for the upcoming uh budget year. So that is those are the requirements that the state has to be
able to grant us state aid. If we fall under any of those, if we were only open 58 hours, uh that results in us having to fill out a waiver and they do cut our state aid by a percentage. And depending how much you are following falling
beneath um those metrics that they've given us, they reduce your state aid even more and there's a point where they descertify libraries if it's really bad. Um we we happily have not had to ever fill out a waiver as far as I know in Danvers. Uh but you know that's just where some of our support comes from and
I feel like it's just important note uh that everyone is aware of. So that's our library support. Um and I did want to say too so I so right on this graphic too I did want to mention too so the uh you know some of the other monies that we do have from the trust from the friends uh some of
that money provides services programs things like that that are not in the town budget. So if we did not have these other additional funding sources, we wouldn't have the programming we have. We wouldn't have professional development budget. Um a lot of things like that are
paid for outside of what the town gives us. So it is very important that we have these other funding sources. Uh so yeah, I've made some infographics this time. I changed up my presentation from other years. Uh because sometimes we have people think who goes to the library anymore? No one uses library? Kids don't
go to library. To the contrary, uh this first slide shows number of library visits. I mean over 283,000, this is just for FY25 uh visits of people coming into the library. Uh that we're open 3,226 hours uh the last fiscal year
for the public facing services of the town like the library is open a lot of hours. We are we are there more than most other places and available to the public. uh that 364,379 items that were circulated. If you give
that um a dollar amount, which conservatively I'll say $15 an item, like obviously there's things like magazines that might cost $3 and then we have items that might cost $50. I mean, that's $5.5 million that we're saving our residents for be able to use
materials at the library. Um programs, our programs are always free. We have a wide range. We serve everybody as you know from babies, you know, through senior citizens. We have all sorts of things uh that we have. We're just actually going to have later this month like college planning uh workshops that
we're going to have coming in. We have uh we just had or did we just have that one yet? We just had somebody come in um to talk about documents that you should have if you're 55 and over like things that you should have in order. We have baby programs, toddler programs, preschool programs, things for teens. So
the last fiscal year we had 624 programs over 11,000 attendees. I was looking at our FY22 numbers um and we have a 50% increase uh in attendees than we had then. Of course that was still coming out of the pandemic. So you know you have to take that into account but um we
really do very well with increasing our numbers as well. Next slide please Rodney. Uh the study rooms. So we have two study rooms on the second floor. almost 1,700 uses of those study rooms, which is to me incredible. I didn't even realize they were being used that much. But, um, people need spaces that are
free that they can, you know, access to be able to have small group work, to be able to take that call, that Zoom meeting that they're in. There's nowhere else to go to do that to have a private meeting. Um, can't put a value on that at all. The museum passes, so the friends of the library completely fund
our museum passes. Uh, they spend several thousand dollars a year. Most of those are for discounts. Uh we have 20 museum passes right now that we have available. And that number, it's almost 1,200 uh uses of the passes. Conservatively, uh if you say that two people are using
any given pass, we're talking about a savings of about $24,000. Um probably more than that if you talk about a family of four. If any of you have tried to go to the aquarium, like that's, you know, minimally like $30 ahead. So you're talking over $100 for a family to be able to go to the aquarium. you can
cut that in half by using the museum passes that we have. So, it's really a wonderful way for uh families, especially if they, you know, don't have as much money to be able to still access cultural institutions um educational institutions that we have around the state. We just added Mass Ottabon, which
I was very excited about. I love that one, too. Uh so, we have over 11,000 library card holders and uh public computers. A lot of people just, you know, think that everybody has a computer at home, everybody has internet access at home. That is not true. We have people coming
in every day just to use our Wi-Fi. People come and use our computers. Like we have people who come in, the same people who come in every single day to use the library and they're at our computer stations uh because this is where they have free access to be able to do that. And that can you know affect
everything from you know job hunting to just work they need to do and you know entertainment p uh purposes as well. So there's extraordinary amount of use of our library. Uh you know like we see it day in and day out but you know you
don't look at the the whole big numbers that you can see when you look at the these graphics that I put together. Uh and what else I had some other notes about that. Oh, and like and some of the other things that you won't see um on that that graphic too is like things
like I was just thinking about the schools as well. You know, we do strive to support the schools. Uh my teen librarian for the last summer bought 240 copies of the titles of the books that were on the summer reading lists for the middle school and the high school. Um
that ended up being about $2,500 in cost for us, but those all go out multiple times over the summer. So we're saving families, you know, probably 7,500 to $10,000 that they would have spent to do something that is for the schools, you know, that they work that that needs to be done for the schools. So you that's a
way that we're partnering. uh CPAC right here right here. You know already uh my children's department works with CPAC and we have things that CPAC comes to and helps be there as a as a group to smooth the way for some of our the kids
and families who come in who might need that little extra support. Um and it's good to see like the friendly faces as as well. So we do have a lot of crossover and work we do. my teen librarian, all my my children's librarians do go visit all of the schools, the elementary schools, and my teen librarian does go to the middle
school and high school regularly as well. So, we do make sure we have these collaborations um within the town uh as well. So, and then I my last slide is just uh some of the things that are happening last year that we did in the
library just for some fun stuff going on. So, as you can see, we have dance. We have music. Um, I've highlighted basketball hall of fame as one of our brand new passes that we had this year. Um, the Nook Huddle Pod, which is something that the library trustees uh
agreed to fund. Uh, it has um noise dampening panels in it. So, uh that that is getting used. We've only had that maybe two months now. And it gets used every single day by multiple people. It's great for tutors or people who want to be in a little quieter environment
yet still be in the open. Um, we have people some of my staff members you'll see at a couple like tables. That was a trunk or treat. Uh, Julie Curtis is there in that that picture. Uh, yep. That's that was a trunk or treat visit that we had at the library. Uh, and at
the Texas Roadhouse that they had to and we also and I actually don't remember what they why we have the one in the picture in the middle, but we do try to go to our town events. Um whether it's the Pride Party or Downtown Rewind or any of the other things, Oniontown, we try to make sure that we're present as
many things as possible. Um and the upper right hand corner uh is some of the artwork that's actually currently in the standing room and we have a very vibrant uh collaboration with the Damas Art Association where they do four shows a year uh in the standing room as well
that we work with them for that. And then um actually just coming up, the show is about to come down in about a week and uh I'm working with the schools actually the art teacher to put up uh a pro a project from the students at the high school is going to go in next. So we do a lot of things. These are just a
few of our highlights from the past year uh that we're doing. And like as I always say like we do a lot for a very little and um we're open a lot of hours. We have a lot of great staff that you know really do excellent customer
service for the residents of the town and try to zip through it. I know schedule so uh that is all I have to say for now. Thank you very much. We'll open up to questions from the board members. Dan, >> thank you. Hello. How are you today?
>> Good. >> Good. Thank you. How many full-time staff? >> Uh full-time it's is it 15? >> Yeah, 15. I think it's 15 fulltime staff. Yeah, I think it's 15 and we have another like dozen that are part-time >> and the 15 is the same number as last
year. >> Yeah. Yeah, we haven't Yeah, we haven't changed uh the numbers. >> Okay. Yeah, thank you. That's it. >> That's it, Dan. >> Yep. >> Okay, GA. >> No, you've explained the uh the dramatic increase based on unionization. Um I have no questions. I I appreciate
the library for all it does for our community. >> Thank you, D. >> Yeah. Thank you. Uh I said before I think the library is a jewel to our community and I asked this last year then maybe you have me. It's stuck in
the corner there. Too many trees in front of it. Nobody can see it. You you think we we have to handle and and then and then who maintains who maintains the the library grounds cuz
the grass especially by the gazebo there is got great events but how do we >> like is there anything here for the aesthetic like who takes care of that? Yeah. So, so the the town the town the town does manage the grounds and so
there and there is a dividing line that there's a lot of confusion always that the um there's a chain length fence behind the library and that's the library and then the the rest of the part around the where the the pavilion is that's all public park actually so not library grounds feels like it's
library grounds but it's not library grounds um but yeah that's again that's all and I think last year we talked a little bit about that um as well that the Um, a lot of those trees are memorial trees as well that have been planted uh there and and I have nothing
really I can say about the trees. >> It's really not that I can do the trees. >> I I watch the library uh the library trustee meetings as well and I was looking at that chart. I don't have it here. The structure of the town. So we have the select board that appoints the
town manager >> and on that chart it had the library trustee and then the the the library director and then that ended there. So, do you report to the town manager or do you report to the trustee?
>> The the trustees are my lovely bosses really. But we work in but we work in tandem with the town manager. So, there's a division sort of a bit of oversight there. Um because I work very closely with the town and there's a I don't know if you want to I'm happy to
talk about this. Yeah. >> Something we've been working on uh at length with the library uh and our labor council. So, there will be um a letter going out shortly about this, but we've been talking about this a lot because um library employees are town employees. Exactly. But the library director does
not report to the town manager, reports to the trustees. So, the chair of the trustees and I have been meeting um to make sure that anything that's related in personnel and things like that on the town side also um we're sharing any expectations on the town side of the
library director with the trustees. So, um since they hold that. So, we're working through that right now. Um, trying to formalize some of those relationships. So, to better to have more transparency for uh both the employees and and the public on kind of which which direction and who's in
charge, but it is there is a division by default by the I mean that was established in the town manager act. So, um the director reports to the trustees, the employees report to the director, but their employees >> but everybody comes to the town HR. >> Yes.
>> On that. So yeah, I think it would be a good idea to >> uh to iron that out and and get it clarified. >> Yeah. And I um and I will also say that the uh the unionization of the library employees um stem from them. They came to the director and the town. This is
before I started. Um so it came from them and that is also helping us help them better navigate the HR process because now they are part of the larger the larger ASM union. How far are you in the process of ironing this out? >> I have something on my desk that I'm
supposed to read that I haven't >> Yeah, we're say like we're very far in the process. >> We've got a lot farther in the last three months, I'd say, than we have in a very long time. Um, and labor council is engaged. Um, and like I said, the chair of the trustees is engaged. So, um, we're making big strides, uh, considering
>> how long this relationship has kind of been established this way for hundreds of years. >> I'll follow up on that and thanks for everything. I mean the lottery does great programming and I come to some of them. So thank you. >> Y thanks >> chairman if I may. Sorry for my
ignorance. Who's the chair? >> Uh Don Don Hopkins. >> Thank you. >> Yeah. >> Okay. Mike. >> Uh yes. Thank you. Uh a couple quick questions. Thank you for being here and telling us all that great information. Um
the 12 part-time are they mostly summer help or in pres? >> No. No. They're there. No, we have them all year. >> Okay. >> Yeah. >> Uh and there's 220,000 in library materials in the right thing. Is that like computer software and stuff? >> So, no, that's so that's the materials
expenditure budget that I was uh talking about in the couple of slides ago if you want to flip back. Flip back for me. Uh yeah, that went in there. So, the the uh minimum the 13% of the total appropriate budget must be spent on materials for the library. So, that's that that's
that's what that is. So you have to >> Yes, that we have to. Yes. To >> um in the computers in the library, they have the appropriate blocks so kids can't get into stuff they shouldn't get into. >> So we don't we do not block our computers. Uh that is not something that
we do. We don't filter. >> Um we haven't had issues with that though. So and and so we do have children's computers right downstairs in the children's room. Um and children don't normally go up and work in the adult areas uh at all. very very rarely.
Um but that's that's that's some that's just something like we monitor ourselves but we don't have blocks. >> Okay. All right. Thank you. >> Sure. >> Excellent. Thank you. Just a couple of quick questions. Thank you. Great presentation. Um we see you mentioned about 15 full-time, 12 part-time. What's
that? 27. Um we're seeing departments doing cuts. Mhm. >> Um do you see anything with the library um you know naturally um having employees do more with less employees? I know contracts are important. Do you see that in the future?
Well uh to be to be able to maintain the services that we have you know like it's important for us to maintain our numbers as much as possible. um forwardlooking. There are, you know, different ways where like is it possible to be able to
do more with less of of course um well move I should say it the other way around but uh but anyway do we want to do that? Of course not. No no no one wants to say yes we need less we can do more with less staff. Um, obviously not, you know, if we run into
that issue, you know, if that's something that we come to down the road, you know, there that's that's a conversation that I'll definitely, you know, be having with the town manager and the finance director um about and my trustees of course as well about what can and can't be done, you know, and and
you know, some of those things any anything where we look at reduction of staff because we are open so many hours will come with potential reduction of services as well, right? Right. And we don't want to have reduction of services or reduction of people, but it seems like everybody's chipping in. It's
townwide, right? >> Sure. >> Reduction. So, and then you talk about I mean wonderful programs programs are free. Do you see maybe um phasing in like a small fee for programs >> that is uh against the state that's not allowed by the state that the state does
not allow that. We have to we have to have free programs. The only um way you can do anything like that is through uh if you're like the friends of the library potentially or um otherwise could do a fundraising event where you
could charge a co a cost but um but otherwise you the part of part of the mantra of having a public library is that it is free free to all and that your programs and services are normal programs and services are free to the general public. >> Excellent. Thank you for clarifying that. >> Sure. At this time, anybody in the
public have any questions? Please go up and introduce yourself. The clerk will have >> her timer. We're a little bit behind schedule, I think. >> Hi again. My name is Julie Defilippo. Um I'm here for Dra CPAC and we wanted to stay to make sure to um highlight the
partnership we have with the library, not only in the children's room, um around like the summer reading challenge, for example. We held a sensory friendly um event, registration event, so that all families could participate. We also are really grateful for their help in um helping our
families not only become aware but use all the accessibility services that they have which are so vast for all grades all age ranges. So our partnership is not only with the children's library although we love it. It's also just in general with the library for our families. We really really treasure it.
I'll say quickly because I do have to go. Um, we also wanted to highlight our partnership with um, Danverse Wreck with the new therapeutic recreation program which has been outstanding um, and we know, you know, continues to grow. So, we're really grateful for for both those partners. So, thank you. >> You're welcome. Thank you. Anybody else?
Please go up. >> I will try to be quick. Uh, my name is Noah Le. I'm one of the library trustees. Um, just want to say two quick things. First of all, I think um Noel and her staff do an incredible job um with their budget in terms of being efficient and maximizing the services
delivered. Um and then I want to share a statistic that I have I saw a few years ago and it always bounces around in my head. It's from the library research service. Um so they analyzed studies on the impact of libraries and they found that for every dollar invested in a
library, there's a range between five and $9 of community return on that investment. That's direct spending. Um, you know, halo spending. So, people go to the library and they go grab a coffee downtown. But also, I think really critically services that people get for free from
the library that they they would have had to pay for elsewhere. So, some of the free classes they might offer, computer access, books, the library of things. So, I think it's important when we think about the library to think about what that investment looks like um in terms of the return for our
community, for the kids, for the people visiting. So, thank you. >> Well, thank you. Anybody else? All right, folks. At this time, oh, board members, um, do I have a motion? >> I'm sure. >> We accept the budget as presented. >> Do I have a second? >> Second. >> All in favor?
>> I opposed. >> Thank you very much. >> And am I saying, >> Madam Chair, just uh Noel, if you want to just let the trustees know they should speak to the mic, >> speak in the mic during the meeting. >> Yeah. Yeah. You know, we have so many
problems with the bikes. >> Fair. Yeah. >> Yeah. It's a that's a work in progress. >> Thank you. So, at this time, we're going to take a 10-minute break. Um uh Oh, do you have another Anybody else want to go up? Okay. Um All right. We're going to take a 10-minute break and then we're
going to We're behind a little bit. We're going to have Essex Tech come in after our 10-minute break. Um, and we have Essex Tech. >> Thank you, Heidi. Welcome. >> Thank you. Welcome. Or thank you. Um, excited to be here today. I would like
to bring up Mara Marowski who's our school business manager. um in case there are any questions that I cannot answer in your packet today and there are five over on the table here if anybody would like them is some information on the left hand side we did
include this school year every halfway through the school year I do present findings from my smarty goals as well as our strategic plan so on the left hand side is the superintendent midcycle review update this is done as well at
the end of June into July July just to kind of recap what this school year looks like, what our kids accomplished and our staff um and anything else in between. On the right hand side is information specific to enrollment,
budget, um etc. Your budget book will be available to you on Thursday. at the Thursday school committee meeting where we have an open meeting for our budget hearing. We do give all of our school committee members approximately 20 if
they would like more absolutely budget books that really outlines everything that has been done from July 1st up until March 1st. So with that um I will just start the presentation. So as you know um we are in Dan,
Massachusetts. We did change our address in July from Hawthorne to Danvers primarily because of the United States Postal Service and delivery. So, we would actually have our staff have to go to pick up mail every day or drop off
mail. And we did think that that was taken into our maintenance department's um work assignments. And so, we did request that and went through the pro proper process. And so now our official address is Danvers, Massachusetts. We do
sit on 166 acres of land um which we're very excited partially is agricultural land um so that is really restricted use where we would need to use it for agricultural purposes. We have increased our agricultural space um as well as um
increasing the food production on our campus including an orchard, raspberries, blueberries, um flour, cut your own flowers, etc. The other portion of the land is conservation land and that is why we have so many parking
lots. Um, as you know, we have eight plus parking lots on our campus, which is unique, I think, to a high school, but it is because of the way that our land was structured. It does sit on conservation and agricultural land to which they needed to work around. We
serve 1926 full-time students. These are our day students. So, the students that reside in our 17 communities as well as our 41 surrounding communities. So we have approximately 37879
um what we say agricultural students. Those students can only take part in agricultural education and they reside in 41 communities outside of our 17 sending communities. They do have the right in the Commonwealth of Massachusetts. Everyone has a right to
agricultural and vocational education. So kids can apply to us from anywhere in the Commonwealth of Massachusetts, which is a bit different than our Bristol County A and our Norfolk County A. And it's the way that our legislation was set up. The remaining students um do
reside in our 17 communities. We have about 123 of those remaining students that do partake in agricultural education. Our ninth graders right now will be taking part in right they're in exploratory right now but they will be
selecting their major in in April and at that point they get placed into their major. So when you see 9th graders they're still exploratory and the state has not yet claimed them for a career pathway after hours. Um we still have after
dark. After dark is a program that is run from 11:30 until 2:30. They're for high school grade 11 and 12 students. Those programs um are Swampscott and Beverly. We used to have four other school districts that part um participated in that, but they have
since declined services. It's where a student that may not have gotten into Essex Tech originally as a ninth grader or has decided that they would like more workforce training or a vocational program and they enroll in the after
dark program. So they come to us at 11:30, they have lunch with us and then they go right into um their program. Many of these programs are more construction related although next year we will be adding early education and care to that um program area. And then
the if you live on 62, I know there's traffic in the morning, but there's also um very busy at nighttime. Our nighttime programs, which are primarily funded by the state through the career technical initiative, are actually funded for free. So these participants which many
of them we have seen an increase in local or or recently graduated seniors that may have decided not to go to college or in January they have decided not to continue in their four four-year college and so we are really trying to
market that younger youth to be able to make sure that they have those opportunities available to them and we have been promoting them regularly. Um, so we have seen an increase in the in the building trades for kids that have either recently graduated or have
decided to no longer attend their 4-year university of choice. Your enrollment, I know this is a little hard to find, but it is in your packet as well. And so as of October 1st, 2025, much like Danverse public schools, our
enrollment is based on October 1, a census that we report to the Massachusetts Department of Elementary and Secondary Education. So this is as of October 1, 2025. It will fluctuate. Somebody might move out of Danvers or move into Danvers. However, our chapter
70 funding is specific to the October 1, 2025 census. And so, at this time, we have 61 9th graders, 57 10th graders, 61 11th graders, and 55 12th graders.
Underneath it are those kids that um may be receiving services. So we have 41 or 45 students with disabilities, three multilingual learners, three former multilingual learners. That means that they have been in the country for more than three years. And so they may
receive some services, but they do not receive the full multilingual services that a student that has just come to this country has received. and then 20 students that first language um they're not eligible for multilingual services
but it means that their family through a um family home survey that we do that every school district does in the commonwealth determines that their first language is not English. That means that we add additional supports primarily through parent square which most schools
now use where it will automatically translate that comm any communication that we send to our families. it automatically translates to them. The career areas and this is what I talked about earlier is the exploratory grade nine is 61 but our other kids are in
these other programs. So you see electrical you have 15 kids in electrical um dental assisting is 25 students which is one of our largest programs as well as electrical. So those are our two big
ticket as well as HVAC. HVAC um in refrigeration is also one of our um weight listed programs but we have 15 students from Danvers in there and 15 students in electrical. If you look at plumbing, plumbing is also highly rated in with 13 students and then carpentry
is 14 students. So, you can see that your Danver students primarily look at build the building trades, which is great because they'll be building all of your retirement homes hopefully um soon or fixing your HVAC systems. As we know, we had a lot of ice dams over the last
few weeks, so hopefully it was a vocational student that came to rescue you. But also health assisting um as well as dental assisting. Those are what we call our home um and human services academy programs. And those programs are
indicative of there are future nurses, our dental assistants. Um they will often go on to school to become dental hygienists or um nurses um BSN, whether it's an RN, BSN program primarily, not as much LPNs,
but primarily going on to a two and four-year college. you will be proud of them because my dad was being serviced in um at Anna Jake's Hospital in Newbury Port last week and two of the CNAs that were taking care of my dad were actually from Danvers and it was cute. I got a
picture of them. Um but they wondered they're like, "Oh, we saw the water bottle, the Essex Tech water bottle, and my dad does not go anywhere without this water bottle." So, it was really cool to be able to see them in action. I did go to the charge nurse because it was a new um relationship that we had with Anna
Jake and they said they just love these kids and they're so thankful that we're able to um have them at Anna Jake. It is difficult to get into a hospital. So a high school kid working in an adult type world can be really difficult to get into a hospital because they're
typically managed by larger companies. So we're very um proud of them. >> This is our co-op spotlight. So, Brian, I don't know if anybody knows him, but I'm sure you will be knowing him if you need an electrician soon. And he is a
Danver's um kid, grade 12. He's an electrical, and he is now at Mechanis Electric in Sagas. So, he is working full-time instead of coming to school. So, he'll do his academic school on one week and then he'll go to his co-op job
on the other week. many of our kids that um in junior year, halfway through their junior year, they're going out in cooperative education sites instead of coming to school and they're earning anywhere from $18 to $30 depending on some positions like
advanced manufacturing where overtime comes in. Some of these kids can be making $75 an hour on a Saturday because they might need to get a job out um particularly in an advanced manufacturing field. These are our partners. We do look at
Danvers um as well as our ascending communities as strong partners and we depend on these companies to really trust us to send their kids to them to work. But these are some of the jobs um and the cooperative education
um companies that we have that reside in Danvers. Our budget um why we're all here. So much like much like everyone's budget um much like many school districts across the state, we have seen an increase in
special education services and the need to service students um appropriately and free appropriate education for all as we all know. Um and so there are some drivers to our budget. We have a 4 and a.5% over last year's budget and the
primary reasons are technology um infrastructure. Our building now is going into 13 years. When we first built the building, obviously all of the new technology was brand new in 2014, but typically a school district or any
municipality would have a 3 to five year technology plan where you would rotate certain sections of the building for newer equipment, etc. So, we have actually decreased our technology budget each year. Um and now we're at a point
where we do need to make sure that we have level services for the technology component. Um in addition to that is salaries. We do have um much like most of you we have negotiations happening right now. We're not quite sure where
those teacher negotiations will come but one of the um challenge not challenges but one of the requests in all negotiations so far has been parental leave. So, we are looking um and working very closely with our union um through
the negotiation process and we're hopeful that that will be settled by June 30th. Um although I cannot mention much more of that, but we are hopeful it has been a collaborative um process so far. We will go into the askme unit next year. So, every year we actually have a
different unit that will be negotiated. The following year will be our ask me bus unit. And then the other is capital. The capital expense is last school year we put in 800 or 750,000 into our capital budget because at one time we
didn't really have a capital budget because we're a new building. But knowing that the size we have over a million square feet of learning space which has actually increased moving um people over to the south campus and with that comes the need for capital
expenses. So, um, we needed to kind of start building our capital and so we did invest $1 million into our capital expenses or fixed cost. Sorry. Oh. Oh, you want me to talk about fixed cost? Thank you. Thanks, Marie. That's why
that's why we're here. Um, team, the fixed cost actually was 2.4%. And those are things that we cannot change. Clearly, health insurance, um, as you know, is one of them. I know the GIC and the state has been working very closely
at what those costs are, but last year the increase to GIC was 13%. So it has been a significant um cost factor for our budget. So your assessments are here. Um as you
know, we're a regional school district. We are your public vocational agricultural school and we're proud to be in the town of Danvers. we are required to meet net school spending. You may have heard that over time is net school spending is how much you do need
to um spend in order to then either get funds for the next year um and how that those funds are allocated and I know that's small. Um, so you're looking at your per pupil cost um, which is including uh, inclusive of your
capital, your debt service, and your transportation of 21, 582, just a little bit over the average. So, our rate is pretty finite as it relates to the formula. And I know if
you heard Senator Tar the other day, he was talking about the bright bill. um if you're able to get it online, it's it's really a good presentation because while he was talking about post-secary institutions and colleges infrastructure, he did talk about the K through2 system and the need to really
um fund it appropriately. So, we're hoping that the state for everyone can kind of kick in additional dollars knowing where the K through2 systems have had a challenging time um with rising costs.
And the last piece in your packet here, which we're typically proud of stating, but in the on the third page, we always like to compare where we're at with other vocational and agricultural schools. And as of the FY24, because you
may or may not know, but the state is often a year behind, sometimes more. Um but as of FY24 we are the second most affordable vocational agricultural stool school in the Commonwealth second to
Keith Tech. Keefe Tech is a very small school in Framingham Machus. But if you had to compare our school I would compare it with Minute Man. Minute Man has a new school as well designed by the same organization and built by the same
construction company. The one difference that we have over Minute Man is our acreage of 166 acres as well as our farm crew and farmland. And so with that, I will entertain any questions that you may have. Well, thank
you for the presentation and at this time I'll open it up to board members. Um, Gardner, >> thank you. >> Thank you. >> Welcome. >> Thank you. >> I've said it before, I'll mention it again. and I am the product of a vocational school education and happy
for it. I went to greater low voke I went to showc for two years then great voke for two years. Um I am a huge supporter of vocational education but as a civic leader I have some real concerns about Essex Tech um and its
impact on my community and my taxes. I'm a taxpayer here and it cost me money as well. First, um I'm concerned that I heard the budget hasn't even been finalized yet. Is that accurate? You have a budget meeting when? >> Our budget was finalized on in February
at the February school committee meeting. We are required by law to hold a public hearing for that budget in March. >> And when will that be, please? >> On Thursday. >> Okay. And at what time and where?
>> It is at 562 Maple Street, Smith Hall assembly room. And what time, please? >> 5:30. >> Thank you. So, this budget's been prepared since February, ready for, you know, publication. And now you're going to have a public hearing. The selectman got
it 10 minutes ago. The select board got it 10 minutes ago. We had the we had the you know nor normally the the town itself is working diligently to get to to make it to their March 1st deadline presenting a balanced budget and oh it
was much earlier than that I'm sorry and we had files we had spreadsheets we had documentation we had the ability to analyze the impact of every line item on the on the budget and ask thoughtful questions based on what we saw trends
anomalies statistics ethics. We don't have that opportunity here. I am not supportive of the fact that we got this 10 minutes ago. I have heard certain information that I would have liked to have validated to ask you and
in the event that I got misinformation ahead of time. And I also noticed two a couple of things. One is we got a good breakdown of the expenses. I don't see any revenue in here. I know you make revenue. You make rental. You make rental on Larkin. You make rental on the
ice hockey. You make rental for use of the properties. You have other income sources. There's nothing in here to reflect income and it's offset to the to the expenses. Is there a reason? >> Well, I guess if I could start back to
that you just got this 10 minutes ago, that would be probably helpful. Is that we have always presented it in this way and we've never been asked to present it earlier. Our budget process does start in November. Every meeting um which is a
public meeting and our school committee person or representative for Danvers is there at those meetings who represents your town um Mike Landers and he is very active in the budget process as well as the budget um presentations. >> Okay. But I've made the same I've made
the same request five years in the past. Every time I'm having the same concern we're not getting it ahead of time. So, I'm going to officially, if you need an official request through me, through the town manager, whatever it is, >> when you finalize this budget in February or March or February, I'd like
to see the details that you're going to bring before us. >> Sure. >> So that we can analyze them accurately. Um, and then to the question of why is there no revenue described here? >> I pro I would probably have to just
check into that because I I can certainly get that to you. It's all in our all of our finance committee meetings are public information and those are posted on our website 48 hours prior to every meeting as well as our school committee meeting. So I can
certainly have the >> presentation is to bring a budget to the board to discuss the budget. We had the school committee here. I don't go to the school committee meetings on purpose. I let them do their work and when they want to present it, I had their budget a week ahead of time handd delivered by by
our superintendent. I knew all of the income they had. I knew all of the expenses they had. I could make rational, thoughtful um decisions and and look at this. >> I don't have that opportunity here. Um so I I'm wondering I'm I'm not yet
prepared to to vote on this without having a full picture. >> And excuse me, Ga, this is going to be a vote today. Um, >> it can be a vote today, but I'm voted on, but I'm not prepared to vote positively right now, >> madam chair, if I may. Right.
>> This is not a vote today. Correct. This the the this is a vote at town town meeting. You guys will vote on it as a warrant article. >> So, before I can be comfortable in the warrant article, I'm going to want to see those those details. >> Sure. Um, one of some of the details I
want to do in order to be able to um, look at the the the um, appropriateness of your of your budget and your processes, um, you gave us a per people cost. That's fine. I I saw it in a document that I didn't have it ahead of time, so I have
a blank here. I see that you're going to increase the budget by 4.5%. Um, and I see our assessment. What I don't see in this assessment sheet is a year-to-year as I do with the budget. What was last year's assessment for
Damverse? Uh, so let me let me rephrase that. I don't need to give you the number. I understand our assessment went up 12.5% this year. Is that accurate? >> I don't I can I can calculate that. It was 19, I believe, $152
last year. Okay. And it's going to be >> 19. >> I can't even. >> No, that can't be because this this states that our assessment this year is our preliminary assessment is a half a million dollars.
>> So last year it was $19,82 per student. >> I'm I'm looking for the overall total. >> Okay. I would need to calculate that with the number >> because here's where I'm here's where I'm going. Uh so I'll get to that point
in a second. How many in in the course of of your of your uh doing your budget? >> How many education professionals have you lost? Have you reduced? Have you reduced or added education professionals? >> We have added
>> You've added how many? >> I would need to get the meeting minutes from I don't want to give you a number that's inaccurate. So, I need to get the meeting minutes, but we do it based on a number of situations like special education services of what our needs are. Um, we had to hire a one-on-one
nurse today or not today, um, this school year that was not part of our budget because when kids come into the nth grade, we have no idea what their services are until they're accepted. So that does change um based on we have lost a couple of staff members that we
have rehired but I can >> I want the net number. I'm not I understand attrition happens. I understand you may restructure programs. I get all of that. At the end of the day you had x amount of educational professionals last year and you're asking for x prof number of y number
this year. I'm looking at what that delta is. Danvers is losing 5% of its teachers. 5.7% of its teachers due to budget constraints and frank and you're not compelled by two and a half by proposition 2 and a half the tech is not
bound by that whatsoever. You have no you have no guard rails or constraints when it comes to budgeting in relationship to the state the the the income that the towns receive your 17 communities. Well, we do in regards to
one of the things that we do for our budget is we look at anything but staff. We reduce as much as we can that's not staff because we obviously know the importance of having appropriate staff. We have also
increased enrollment. So if you look at our enrollment, it has increased I believe 4%. Um which is different than other school districts that have reduced enrollment. So that also is a consideration. In addition to that um we
level funded or reduce our instructional supply account. There are positions that we are not rehiring um due to retirements. So we have decided to it's not really a cut. It's a cut and not a cut at the same time. But
meaning if they have given us notice that they're retiring, we have decided to work within our existing staff to not rehire that position. >> But at the end of the day, you're adding them you're adding educa and I I was specific about education professionals.
Damas has also lost non-educational staff as well. The town of Damis will be losing non-educational staff as uh staff as well. Everyone's tightening their belts. I don't see the same effort from Essex Tech. I don't see that you're
constrained in any way from growth, from expansion, from whatever it might be that you don't have the same constraints and controls that the town does or a city does. City of Beverly, city of Peody, Salem, we all live under Prop 2 and a half. You don't live under Prop 2
and a half. Um, you don't show the income. We are losing teachers. We are adding teachers and I am concerned that we are we have a reduction in students. We we went down two students.
However, our assessment went up 12.5%. Your budget went up 4.5. We went down in students yet our assessment goes up 12.5%. That just does not make any logical sense. And I know you've been here before and I know you've told us
this is an algorithm and an assessment and a calculation. I would like to see the details. I manage $100 million in in projects for my company for a for for a large medtech company and I would like to see the actual calculations and how you derive the fact
that we go down in enrollment. you increase the overall budget 4.5% yet we absorb 12.5% of the assessments. I do not understand that and maybe you can help me understand that. >> Sure. There again there is a formula
that's called minimum contribution or minimum aid chapter 70 that we receive much like other school districts. So the formula that is at the state level um really is how we get our budget and how we get our numbers. And so that is where
we need to hit net school spending as well as minimum aid. >> Please I if you had gone up 4.5% in your budget >> it would be natural to think and we and our students remain the same. It would be natural to think our assessment would
go up 4.5%. You've tripled that. How does it triple it? It doesn't make sense. >> Yeah. >> The calculation is the calculation. The numbers. The numbers. >> How does it How does How does your increase outpace your assessment
increase outpace by three times your budget increase? Well, I think if you were to look at pre I'm just going to say if you were to look at previous years, it may have been 4.9% or 7.9% a couple of years ago, but it actually the percentage of increase
actually went down. So, it really is it is an oddity, but it does happen. >> Well, I would have loved to compared to previous years. You don't provide that data as the town does and
it doesn't it wasn't up 4.5 it was up 12.5%. Your assessment went up 12.5% for Danverse because I know other communities. So >> it it does differ for other communities of what that >> but there's no logical reason if everything stayed the same even in
enrollment stayed the same. An increase of 4.5% on your budget equates to a 12.5% increase in our assessment. That makes no logical sense. The calculation is the calculation. The numbers go in. You have the calculation. Do you generate do you use the calculation to
generate this budget or does the state provide you this budget? These numbers >> the state. So I'm going to let Marie who's the finance manager because I do not want to speak out of um tune if that's okay with you. Um, unfortunately the district's budget
increase never really correlates to what the assessment increase is because as we stated the chapter 70 formula is derived by the state and it's based on several factors within the community. So it's based on the wealth, it's based it's based on the equalized value of your
homes, it's based on the number of students. So the state calculates what we call a foundation budget for every single community in every single regional school district and they also calculate the net school spending which there's a little bit of information of that up there. So let me just show you
or tell you what your Danver's chapter 70 information says. So in FY26 you had 13 3,313 students. Your required contribution which is the number that they directly give the district to put in our
assessments was 36 million728,197. Your FY27 aortionment has a reduction of students. So you went down to 3,197. Yet your required contribution went up to 37,81293 which is an increase. So it doesn't so
our assessment doesn't direct in our budget does not have a direct impact of what your assessment because Jesse is the one that calculates that minimum contribution. So there's also um I also do want to say that there the assessment
sheet and the budget summary was provided to your you know the town back after the February meeting. So you did have that information. Um on the summary it does does not give you detailed revenues and it doesn't give you detailed revenues related to other
funding sources but it does give you what was applied to the operational budget um and how that reduced um assessments. So that's just unfortunately the chapter 70 formula is not in the hands of the district and it
is calculated based on several other factors within every single community to come up with that number. And basically the net school spending number is your chapter 70 aid that is given to your district and the um foundation
budget those that is what equals what you have to pay I mean you have to spend within your community and you have to meet that number >> but our chapter 78 did not go increase by 12.5% either our chapter 70 which is the basis of this didn't increase that
much either. I I I'll be happy I'd like to ask that I work with you to get the details and sourcing on that later. >> Absolutely. And all of this is available right on the Department of Elementary and Secondary Education website. Every single community, their numbers and how
it's Well, you'd have to read the narratives is exactly how it's calculated, but all that information is available on their website. >> Okay. And my other concern is this. Not only do I see that as a a complete anomaly, um, not only aren't you tightening your what
I p this is my perception. Not only is my perception you're not tightening your belt, you're expanding there. You're also expanding the campus. You're in negotiations to buy a a piece of property that's not contiguous to your property. You have 166 acres. That was on slide one.
You're looking to buy a machine shop or the some light industrial shop that's across the street from you for over a million dollars. And we're not I I don't understand how you're in the mode of expansion when every other serving
community 17 communities I can guarantee you every one of those 17 communities are tightening their belts. They're reducing their budget. They don't have the they don't have the ability to grow more than their two and a half plus whatever income they get uh for growth. You don't have those constraints and I'm
concerned that you're not considering the sending communities and their budget constraints. You're acting independently without concern concern for those. We This is becoming a point where you're going to outpace our schools. You You
actually employ half as many people as the town of Danver does. Your one site has over 480 people. Danverse has over 850 employees. That's the entire town of Danverse. So I am very concerned um with
what I perceive to be uncontrolled spending uncontrolled or uncontrolled and I don't mean I'm not suggesting you're spending money in inappropriately as to say that there's something wrong going on. I'm saying that everybody 17
communities that serve you that support you are all under fiscal constraints that you are not and you're looking to expand maybe you want to talk about that building um and be happy to hear it but I would love to have the opportunity to get those questions asked and answered
ahead of time instead of having to do it in this forum. >> Absolutely. So, um I can talk about we don't have 480 employees. Um it's more like 380. Um but we do have a large staff. Uh you do also have to remember
that we are our own DPW. We run our own trucks. We do our own plowing. We do our own grounds. Um all of our maintenance is mostly done inhouse. So we are considered a municipality. The Department of Revenue looks at us as a
municipality. does not look at us as a school district. So that's number one. >> But you don't have fire, you don't have two, you don't have senior services. >> You're right. And I'm I'm just kind of giving the uniqueness of our school district. Um we also obviously sit on
state land, which is another unique, but we are responsible for all of the land. The reasoning for um we actually were not in the hunt for property. the that company actually reached out to
us and the reason being um is that they thought it would be a great fit for Essex Tech because it sits directly across from one of our parking lots which is parking lot F. It sits on the border of Middleton and Danvers. The reasoning behind that is three years ago
which um this was brought up in our meetings previously but we received funding from Congressman Molton's office $850,000 and that was specific to expansion. It was expansion of Galant Hall to which we did the geothermal project. It was also
expansion of um our services and our programs and our um programs that we offer. So, we have a nonprofit company to heroes veterans organization out of Gloucester that uses our animal science
to um building to actually train local veterans for PTSD services and they train their animals. Part of that grant application was to provide a veterans office um on with part of that funding.
And so what we did was as part of that funding and actually Danver's helped us with this and Middleton helped us with this is that there is a parcel of land on our campus of the 166 acres that sits behind the Manning Street lot and we
were going to build there an office building for our transportation department. Our transportation department which we have 40 bus drivers and a transportation manager in a very small trailer. Mhm. >> So we thought it would be more appropriate for them to have an office
and that's where the building of that modular building came into play and then we would second that within secondary office for the company to heroes organization. That took a lot of EPA groundwork. It took a lot of kind of state groundwork.
It was a HUD grant and there is no infrastructure going up into that Manning lot, meaning sewer, town sewer, water, electricity. So, electricity goes so far into where the bus lot is, but it
doesn't go behind it. So when this came up, it would cost the district less to purchase an existing building than it would be for us to build a building, not including the
infrastructure that would actually take when we, and I'll just give you a quick off-the- cuff figure. Um, don't quote me on the exact amount, but when we did the lock in, the groundwork was already there, but it needed more water pressure
and that cost just getting more water pressure from the street and the Larkin is on 62 was $270,000. So bringing that infrastructure from Manning Street to where that bus lot is
all the way past that parking area is clearly going to cost a lot more than $270,000. Not including the modular building. On average modular buildings, because as you know as an entity we do need to do
prevailing wage is about $670 per square foot. >> I'm sorry. you your students charge prevailing wage. >> Our students would not be building a modular building. >> We would need to contract that out. They
have other projects going on on our campus. So, while it's ideal that they would build it and they do do a lot of building, we also have to know what their limitations are um and funding in the curriculum. But yes, we do have to pay prevailing wage.
So that building um the modular building would far exceed what we would be offering that other building for. So that building would actually house our transportation department, the company to heroes program. It's not a program, it's
actually an office because the program is at our animal science companion animals building for training and then it would house other offices, facility and farming grounds offices. So that was our reasoning is that it would cost us less to purchase that
building than to actually build a new building and get the infrastructure up the street. We would not be seeking any funding for it from any of our communities because we would be using half of it would be part of that grant funding from Congressman Molton's
office. The other portion would be through our stabilization fund as well as our chapter 74 tuition revenues. the kids to make it ADA compliant. Our kids would actually be renovating that. And we have a draft grant or a pending grant
through a private organization who is funding who has funded over $2 million worth of projects at Essex Tech to pay for the um the renovations that were needed. >> So that is our reasoning
>> that you're expanding. >> We are expanding. I think >> you're expanding. I would think any business or educational institution that has an enrollment or a desire for kids to attend should expand.
That has always been our philosophy. We would not be doing our job as educators if we stopped thinking differently, innovating, expanding. We think very differently. You are correct.
That's not an educational expansion. >> That is not an >> It is actually because let me I'll tell you how it's an educational expansion. One, they're gainfully employed by Essex Tech that provide support services for our students. They drive our kids every
day. And so those bus drivers are part of an educational experience hands down 100%. The other piece is that the landscaping kids have and argulture kids there is a wait list for those programs. Those are
two agricultural programs. We have a commitment to agricultural education in the state of Massachusetts. We are not going to restrict kids receiving an agricultural education considering there are only three Aggie four vocational
with Aggie available in the state of Massachusetts. Those two programs have a wait list because of the space restrictions. By moving transportation into this building, that will then expand a garage area for landscaping and
arbiculture to be able to teach agricultural mechanics, which is similar to a diesel mechanic. So, it is educational does. Okay. Um, I I I until I get the details, I won't support the warrant article. Until I can
find out why the numbers are so wildly differential, then the increase in the budget. And again, you're not constrained as as every sending community is is constrained in our budgets. You have you don't appear to have any constraint. you have the
ability and I'm I and I don't want to turn this on its heels and say we're not supportive of kids getting an education. That's absolutely inaccurate and it it's unfair for that to be positioned. What we're saying is we have constraints, we have controls, you don't
and and if you and you've already applied for even more expansion of the school itself, which Davis will then bear what I consider an imp inappropriate or improportional amount. Um and and and
it's not just based on the number of students that go there. It's based on this formula that outpaces the enrollment. So I'm I without enough information to make a informed decision, I won't support the warrant article and I'm not I'm I'm I'm not happy that we
are getting this information literally during this meeting in order and I don't know how we ask thoughtful informed questions when we only just get this. >> So thank you. Thank you. >> Okay. We will set up a meeting as well with you so that we're happy to spend as
much time as you need um and we need to be able to answer the questions that you have. >> There are plenty of areas where we have cut the budget and we have that all documented. So you'll be also be able to see that. It will also be in our budget book. But just as Marie said, this information was available to you last
week at the school. So it may not have been available in November, you know, when we were drafting it, but we did send it to the town last week. Madam chair, if I may, I just want to clarify the two. One, I'm not on your list. I didn't receive anything. >> Um Rodney may have, but I did not. Um
but it was these two documents. So, it's not a detailed budget. >> It's not a comprehensive correct. >> It doesn't show revenue. >> Doesn't show It doesn't show the revenues. It doesn't show a balanced budget. >> It shows expenditures only. >> The summary does. >> The summary has the revenues in your
bucket, >> but that doesn't show revenue. >> It does. >> I don't know what the offset is. All I see is expenses. You have revenue. >> All right. >> Okay. She's gonna >> I I will definitely get all of that information to you. >> Great. >> Thank you. >> Thank you, Gardner. >> The revenue.
>> Um Dan, >> thank you. >> For 20 years, I've been looking at the chapter 70 formula, foundation, budget, whatever you want to call it. I don't know. We never really understand the numbers, but I don't think it's magic.
There's a formula there. there's a reason for it and that's uh what we get charged. It's it's doesn't seem fair but that's what it is. But I guess today we can talk about our family and their educational history. My grandfather
graduated from Bristol 1925. That's 100 years ago. My daughter graduated from Essex Aggie, president of her class. She has a business ma a masters in business from Endicott.
She got a good education there. Her daughter graduated from Essex Tech the year before the merger >> 2013. >> The those folks, my grandfather, my daughter, my granddaughter got an education that made them productive
citizens and put them on a path to succeed. It's very important this vocational education. It's very expensive. No kid should be denied an education
where they can succeed. >> You have my support for the work that you do. >> Period. And and if I may, >> thank you. >> Gardner, you use the word we. Stick to I because we don't agree with you. >> Okay, that's fine. All right. Um, with
that being said, B. Yeah, thank you Dr. Richio. Um, quick question. Um, we have there was some talks about the lottery system. How does that We are at 234 now in
enrollment and there was some talks about the enrollments going down. Do we already know what the numbers are >> for this school year? um we did a one-year procedure at the request of some school districts or some
communities. So that rate um went to 39 as a minimum targeted number. So at this time I believe that there are 45 students that have been offered seats. All of this information also is public on our website if you go to the
admissions page and on the 3/4 of the way down on the left hand side there is a yellow button that will say lottery admissions 2020 class of 20 um 30 I can't believe it. Um, and so when you click on that, you can actually see,
there's no names of course, there's numbers, but you can see your town's information as well as every other town. And then also the agricultural towns, which are the 41 other. And then you can also see a combination of all of them,
which will tell you who is the next student, again, numerically, not by name. um who is the next student to get in from that community. >> Okay. So, so that's where the the decrease that's where I can find the decrease in enrollment for this upcoming
year >> possibly. It depends on how it's really new right now for us. It's still just March. Typically, we do our admissions um at the end of middle of to end of April. So, we did do it a lot sooner this year to be able to give kids an
opportunity to choose faster. so that we can get kids off of the weight list faster. We still had 50% of the eighth graders from Danvers apply to come to Essex Tech. >> Okay. >> So that is a less than 50% acceptance
due to the restrictions on the enrollment. >> Oh, perfect. Now, and there was a slide you showed there where the enrollment were increasing the budget. Shouldn't I was confused. So when you
increase enrollment that means you get more chapter 78 money you get. So how does that increase the budget? >> Again the formula is kind of what the formula is but yes you do get additional
chapter 70 funding and then we do get reimbursement. Again, nothing is secure until the governor's budget comes out, which is typically mid July, but we do get reimbursement for the regional transportation as well, which lowers
actually your transportation costs. >> Okay. Now, uh the infrastructures um is it more repair that increase there or is it expansion? >> It's a combination. So, infrastructure
is repair. So last summer, for example, we had students, plumbing students work with our plumbing teacher to replace four water heaters that were on our campus. Um, our main building is a million square ft of space. So that does
not include we have 16 buildings on our campus. So that did not include other kind of work. Um, I will say for example, we have Smith Hall, which was the first and oldest building on campus,
1913, about 10 years before your dad um, graduated from Bristol or your grandfather graduated from, sorry, from Bristol. I didn't mean to age you. Um, but 1913, that building, Smith Hall, was erected. There is work. Although the
kids did all of the work inside and beautiful um at no cost really other than their own training, the exterior brick does need to get repointed. So that would be another example of an infrastructure project that we are
doing. Um many of our in many of our growth infrastructure projects were done as a result of grant funding. And so um the one project that we did go out and fund was the animal science project but
that was part and that's complete that was partially funded through grant funding as well as our capital funding. >> Okay, two more questions. So the after dark program where I think you said there were two communities that >> the afterdark >> that participates on that review swam
and something else. Mhm. >> Do you reach out to those communities? How does that work out? Or do they reach out to you? And have you been working with Danvers on something like that? Like what's the level of collaboration? I mean, you're in Danver after all.
>> Yes. So, we work very closely with Dan Bower. He happened to have the afterdock program in Marblehead when he was the principal in Marblehead and it was quite successful. and I know that he would love to have the after dark program. Some of the
challenges often are the schedule. If you've ever had to change a high school schedule before, it's somewhat complicated and can be challenging. So, a lot of I think um Dan wants to do it or Dr. Bower just trying to figure out
how. But yes, we do reach out to all of our communities to see if there is interest. We would love to have it because the kids um for example in the nursing program they get their CNA. So even though they're coming in at 11th
grade, they're coming every day. So it's not that every other week schedule like we have. So they do come every day. So they get a very similar training as their full day 9 through 12 Essex Tech counterparts.
>> Okay. Now when you develop your budget and I understand we this goes in as a warrant uh to town meeting by the way if someone can help me can town meeting vote this budget down and if they do what happens
>> so there needs to be a twothirds vote of our communities so 11 out of 17 um there was talk in um January about the weighted vote the weighted vote vote is for school committee votes and not for
the budget vote for town meeting. >> I'm not sure what that means. >> So what that means is if you vote it down, there was one year actually, I think it was during COVID 2020, maybe 2021, that Danvers allocated something
that was less than what the actual assessment was and that vote did not count. However, the other comm we had enough member communities that did vote the budget in that the vote stands. >> Okay.
>> So, it's a twothirds vote of all of our communities. >> Communities. Okay. >> Yes. And and then when you so when you develop the budget and I know like our schools they work with the town manager, the finance, the department heads. Does SX tech take I know we have a leazison
there but do you work with communities as you come up with these numbers or is it just strictly based on the form the magic formula that nobody knows what it means? >> I know. Um, >> they just tell you that this is the formula, this is what you're going to
pay, or is there an effort to like work with these communities to see what kind of budget constraint they have? Because I see here we paid 21,000, Beverly pays 14,000. Like, do you how does that work?
>> I don't think Beverly pays 14,000. But, um, I think that's more Salem and Peabody. So, pee and Salem being gateway cities. because they're gateway cities. You will see that in most other vocational schools across the state, Lowel,
Lawrence, you know, so you're going to see that that is a much less. If you look at Rockport, they're at 34,000 per student and a lot it does have to do with tax and wealth and that formula that the state puts in um
when we do create our so we have a team that looks at the budget. Um, and that will also be in your budget book as well. And it's a timeline. So, it starts in November, runs through February. We meet regularly and we do update our finance committee and then the school
committee monthly and they are the liaison obviously to the communities. Um, we're very aware of the financial challenges in most communities. Three of our member communities went out on strike last school year. So we're
certainly um for teachers unions contracts. So we're definitely aware of what those challenges are. Um we go after every grant and alternative funding source that we can. Right now our grants have been down. That's not a
surprise. I think you probably have heard that in other presentations is that last year we had over $7 million in competitive grant funding and entitlement grant funding. This year right now we're at 4 and a.5 million. So that has also been kind of a shift. We
um have also started our own Essex Tech Education Foundation. So we'll be going um after private foundation funds as well because we do know that that competitive federal and state funding has just been less over the last two
years. And so with that Oh, I'm sorry. There's no buffer on me. Okay, no buffer. Sorry. I hope the sound is okay. Um, so we have been very successful. We have over $9 million in competitive grant funding right now pending. So we
have written right now for not over $9 million of competitive grant funding. So we have a team that writes grants. We have a one grant writer, but our entire leadership team, we have teachers writing grants. I write grants. We just
wrote a decarbonization grant for $238,000 to bring electricity into our kitchen equipment, our landscaping equipment, and our water heaters. Thank you, Danvers, because they actually helped us with the incentives. Danver's electric,
but um we do recognize that our communities are in financial, you know, constraints. Um but we also are a public school that re that is part of Danver's. Um, you know, I was talking to Mark via
email from Danvers, um, we are Danvers, and he said that he has us as one of their public schools for Danvers, which I'm greatly appreciative for because we are a public school. We're not a charter school. We're not a private school. And the kids that come to all of you or come
to us from Danvers, those are your kids and those are our kids. And so, um, we're very aware of the financial constraints. We work very closely and I'm happy to put down all of the cuts that we did have or the reductions or
the alternative funding sources because for us if we don't go down say we don't go down 10 staff members it doesn't mean that we're not funding them in a different way. So we also look at chapter 74 funding which is our agricultural outofd district tuition
kids and a lot of our budget and how we were able to get to the 4 and a.5% is we needed to move that those dollars into the chapter 74 funding um because of that because of those but I don't see
how level of services can't increase if you're increasing enrollment and I just I don't see that That's not a good business lens. And I will say that we do work with our entire staff. We make it very clear with all of our teachers
right up front every month at the faculty meeting. We go over the budget and we say stuff first. Things go first. Things go before people. And so that's a decision that we make. They come to us with
recommendations of where they can cut their budget, you know, to the bare bones or get donations. You know, we have a lot of electricians that graduated from Essex Tech or Northshore Tech. Reach out to them and say, if they have a job that just got done, do you
have any extra material that you can donate back to the school? And then that will help us reduce that instructional supply, which will then obviously help us reduce our budget. So, there's a lot of things that we consider. Um, but just
cutting it to cut it without really having those conversations or making informed decisions or or looking for alternative funding sources would not I would not be doing my job effectively if I did that. >> No, thank you. Thank you for the
information. And I I just hope that I mean I'm new on this board and even before I was on the board, it always seems to me that as a host community, somehow I think we can do a better job
and hopefully with the new town manager and Dr. Bower as a host community to take advantage of the space and and the fact that we are the host and make this more collaborative and less
contentious for the good of our kids. I I think I think there are opportunities there. What does it take? Uh, I really encourage you to sit down with the town manager and really iron this out so that even if we pay more, we kind of feel
like it's worth it and or be at least be able to communicate to the community, this is why we do what we do and and this is important for our kids. So, I hope that we we kind of work on that. >> We actually have a meeting planned next week. Um I did meet with the town
manager in the summertime um briefly just to kind of welcome her aboard and I do go out to my 17 communities. Um we do have 17 host so we want to have >> um but I do go I do go out to them >> from the formula you diverse I think as
a host community we need to feel that >> that charm. Yes. And we can have a sidebar just about some of the things that we are doing. But one thing that we are proud of um in listening to some of the concerns from our community members
and our neighbors is that the last or two snowstorms. I know we've gotten a lot of snow. Um we actually did have I noticed I was coming up the back way and noticed some of our students walking on 62 which clearly is a safety concern for us. So, we did work with the DPW and the
town as well as the state to be able to use our equipment on Danver sidewalks. So, that is happening and it's happening going all the way to what we call FOTT. Um and we did get some I know in the past one of our community members was
extremely um vocal against Essex Tech, but I am happy to say that we have received two very positive um affirmations and that was really welcoming. So sometimes out of conflict comes a good outcome. So thank you.
>> And I'm looking for I live across the street so that's my neck of it. >> Okay. So did you notice did you notice that we did that work >> down to Middleton all the time and I did notice. >> Okay. >> So thank you >> and if if there is anything we do want to be we do want to be good neighbors.
So thank you. >> Okay Mike. >> Hi thank you. That's great to hear. It was on my list of please do that for >> we already did it. Yes. It's been working really well as well and completely understand. So >> the the 41 surrounding communities is
that students coming from those other communities as well. >> Yes. So that is a lot. So we we go across three counties. So in 2004 the legislation changed for Essex Agricultural School from a county
government to a state government. That was on purpose. And so with that, we then are required to educate kids in agricultural education or they have the ability to apply from the entire Commonwealth of Massachusetts, but they
primarily sit in Middle Sex, Essex, and Suffach County. So yeah, it's a huge commitment. We have a kid from Littleton. We have a kid from Watertown that's coming to us every day. So it is a big commitment for them. >> That's an that's a that's awesome. Um,
okay. Quick question. Um, does Essex Tech reimburse Danvas for our police officer? >> We pay for them. >> Is there any other D? >> Rodney sends us a bill quarterly. Thank you very Thank you very much.
>> Do Do we have any other employees from the town of Damas that you pay for that you Okay. All right. >> Um, and what did I There was another one here. Oh, I asked Dan the same question. Um on the Desi website the the report
card it shows Essex Tech at 27% as far as accountability. >> Can you speak about that? >> Are you talking about the MCCAST accountability? >> I'd have to look at the actual >> Yeah, there's a there's I think four uh items that they rate you on the the
state testing uh um kids not coming to school. Um there was two other things I wrote it down and I lost it in my pile of paper. >> Oh, you don't have the document? I would I would have brought that with me. Um we actually are not we we are not one of those districts that have chronic
absenteeism. Yeah. >> Although we do have absenteeism and I think as we know um mental health and social emotional learning has really had a significant impact for all school districts. And so we do experience some of that um where kids don't want to come
to school. But on average, our kids want to come to school because they're doing something when they get their meaning in their technical program. Our scores for MCCAST, so I don't have like the 27% reference, but I can definitely get that
and give you more data on that because we have a whole presentation that we did. We sit um our numbers, which did go down a little bit for math. I'm just like throwing everything around here today. Um, we did get um, our math numbers went down a little bit and our
ELA numbers. However, we have still met our targets. We also have some additional supports that we're putting in place. Our special education population has increased. So,
we're at over 20%. Um, we're just over the state average for special education services. But we also have a large percentage of what we call 504 students. And those are students that receive accommodations, not modifications.
So in high school, the goal is that they get off the IEP because there is no IEP when they go into the world of life. And so we need to make sure that those kids are prepared to work when they graduate. And so getting a 504 is actually like a
woo because they will continue to get an accommodation. It's a federal. So, we actually have about 18% I believe. Um, again, please don't quote me cuz I don't have that number, but we have a large percentage of kids that are on 504s and
then will be on a 504 in their junior or senior year. Um, because the public school system, not us, right? because they came to a K through8 system had done such a great job with kids and
developing those skills that they needed to be able to access the curriculum that they can get on a 504. So, we do have a large percentage of those students um that assessment kind of went down a little bit too, but we do have a plan in
place to kind of bring it back up. But we sit pretty much in the higher court. If you were to look at the MCCAST, there's a dart chart that you can do and I can send it to you and you can take all of our 17 communities as well as Essex Tech and put us in this DART chart
and it will give you MCCAST scores for ELA, science, and social studies. And so you'll be able to see kind of where we stand comparatively speaking to the other 17 communities. >> So I can get that for you. >> Okay. Do you think that Desi is uh their
grading system isn't uh accurate enough? >> Um >> just because if you if I compared 12 communities and you know there was people had 77%. >> Yeah, I'd have to actually I don't know what exact what you're looking at.
>> It's under the accountability. >> Yeah. So, I will definitely look at that for you. But, um, cuz a 27 the 27th percentile may mean a variety of different things cuz if you've ever tried to navigate Jesse's website, they
have a lot of information that kind of could contradict if you don't know what you're looking at. So, I will look at that. That's under the uncountability. >> Yes. >> Okay. >> Yeah. >> And you said 27% was the magic number that you said. >> Yeah. Yeah. Yeah, that was what Essex Tech hit.
>> I will look at that and see what that is in relationshipship to and I'll send you the data on that. >> Okay. And it sounds like the other desi uh we were talking about earlier, it sounds like the the mean uh income level and mean uh house
valuation and town valuation is how they're coming up with their uh hikes. Does that sound is that an easy way to put it? >> Their wealth. >> Yeah, the wealth. >> Their wealth. because if you are a com um if you're a town also that has a large industry
support as well that's getting more taxes and so yeah there's definitely but in our budget book which we just didn't go to print yet um because we had some changes you will get the budget book and it will actually have what that minimum
contribution is and that formula of how it's derived >> is it just like a picture of a magician the formula >> it is like puff Yep. Yep. And it will jump out at you >> if you wanted to. >> Thank you. >> Excellent. I'll just wrap it up. Um
Essex Tech is here in Davis and we're very happy that you're here. Um you did mention 380 employees which have your own DBW grounds maintenance. I mean people have to understand that too. Um getting the grant from Seth Molton's office was nice for the expansion of the
school. As we all know the special um education services have increased. Um, it is nice like in the real world like you said the 504 accommodations is great. Um, you mentioned 40 bus drivers, one transportation director. Those buses go all the time. If anybody's driven
down 62, they've got the late buses. It's it's just um wonderful what the Essex Tech does for the students and they go all over the place. Um, what I did like what you said, Heidi, is that um you're not rehiring. Naturally, we don't want to see
positions um people leave our services cut, but you're not um rehiring um new positions and you're using existing staff, which is good >> for some positions, I would like to say. >> Right. For some, which is good. Yeah. And um what I really like to hear is I like that new program that you get in
the company to heroes program. That's wonderful. So, uh, board members, before we take, uh, comments from the public, I just want the board members to know that, um, this will be voted on when the select board reviews the warrant article in early April. So, there's no vote
today. Okay. And, uh, at this point, um, if there's any questions from the public, please go up. Uh, the clerk will have the threeminut timer and please introduce yourself. Thank you. Hi, my name is Kevin Barrett. Um, Essex Tech, my understanding is their
enrollment has gone up about 5%. They're asking for a 4 and a.5% increase in their budget. A linear increase where the enrollment matches the increase in budget seems completely reasonable to me. Comparing this to our school, our
schools did not get a cut. Our schools got an increase in budget. None of you nor the school committee has any say in who the superintendent hires. If he chooses to let teachers go and hire team leads, that's his prerogative. There has
been no cut to the Danvers public schools. In fact, our budget's going up 4% and enrollment is going down four. Danvers is getting less efficient. These people are getting more. And to take out to take out any frustration on professional staff to me is just
ridiculous. If you if you have criticism, criticize Landers. He's the one you've appointed to be on that board. It would be like criticizing Jill for your decisions. This is the professional staff. These are not the people that set the budget. These are not people the people that vote on the
budget. Thank you. >> Thank you, Jim. Yeah, Jim Mar precinct 3. As you all know, I my mind works very differently. So one big red flag that came up during this whole discussion is um desi and the
chapter 70 formulas and blah blah blah state formulas and mandates and things and and some of the like they like they said the towns like Rockport is paying 34K,
Damas is paying 21K per student in the cities are at 14K and so you got to What the heck are these formulas and what are the is the state des like discriminating against towns? Cities get
big breaks and towns get uh >> pay the the thing. So who's driving this bus? When are we going to say stop all this stupidity of foolishness coming from the state and the feds that we have to jump through hoops and implement? It's the same thing with the MBTA zoning
and all this other stuff. It doesn't make sense. It didn't even pass the smell test. But someone's How do you How do we change this stuff? Good luck. >> Thanks. >> Thank you. Um Bill, >> this is one
>> Bill Rad Street town meeting member precinct one. Uh, the Essex Tech is what it's called now. I just know it as the Aggie from a long time ago. >> If I missed it, I'm sorry, but out of the graduates who go to the school to
learn a trade and go on to that trade is a percentage because I can't believe that all of those young adults go into the trade they were trained for. They might be going into, I don't know, basket weaving or whatever, but they don't
necessarily follow the school training that they went to school for. And that goes back to are we getting our wealth spent on something that is not productive. Thank you.
>> Thank you, Bill. Hi, I'm Bill McKenzie, precinct 3 town meeting member. I myself did not go to trade school, but I did support the trade school when it was over in Beverly. Then they moved to Middleton for years. I had kids every other week.
I mentored. They very productive in the community. Now, at the time, I was also an adviser to the school advising the carpentry division of what's coming next. And this is when nail guns were starting to come out. So there was a lot of changes in the industry. I believe
the school does an awful lot for the town of Danvas. Thank you. >> Thank you. Anybody else? >> Okay. Well, thank you, Essex Tech. Um, town manager, I'm going to leave it up to you if you'd like to. >> Can we maybe break for lunch and then just go for it at the end of the day?
We're about 90 minutes behind right now. >> So, we're going to >> going to break for lunch. We're going to pick up the pace. >> Do a 20-minute lunch break. I Well, I'm like I need to ready. Ready. >> Hello everybody. Welcome. Thank you um
for coming back. At this time um we'll go to what is it the management department heads human resources employee benefits town clerk town council legislative fin reserve for
about 45 minutes. And who is here to speak? I'm manager. >> Thank you. I'm going to take the lead on most of this. Um, but of course, so department heads are filing in to start being able to be here to answer questions. Um, so, uh, let's start with, so the
management budget and the department heads budget are going to go hand in hand. Um, and you'll see changes in them that reflect, um, some of the reorganization in the town's manager town manager's office uh, and responsibilities related to community relations, diversity, equity, and
inclusion, and project management. um a big piece here and I um appreciate very much Dr. Bower's uh presentation earlier and not unlike the schools we too had to take a look not unlike the schools in their central central admin cups trying
to pre preserve forward- facing positions uh we at the town level um also had to take a look at these. So this is the budget within the town manager's office. You will see an increase in salary and wages. This reflects that reorganization.
Um, one of the things that we are looking to do, um, and you'll see the cuts are reflected on the next slide. Um, to reorganize and assign some of the responsibilities that I was just, um, discussing to other positions. And this
reflects a position uh, we will be hiring the executive assistant position. And this reflects a position uh, working title of community relations and special projects manager. the person would be working hand inand uh with me on
external relations. Um one of the things pieces of feedback I've heard uh repeatedly and I think everyone in the room knows is a priority for me is building public trust. Uh making Danvers a welcoming community and making sure that that message um is supported and
shared. Uh, so having someone in in my office who works specifically on community relations, they would also be staffing the HRC um and working closely with Matt Mitchell who staffs the accessibility commission. And the other part of that work would be special projects. So there are some initiatives that come out of
the town manager's office that I essentially just need a project manager to keep things moving, keep our department heads and their teams do the bulk of that work. um but just need to make sure that we're providing them the support that they need. Um an example that we you'll be hearing about
hopefully in the coming months. Um we're working on an initiative that we are playfully calling across the line. We thought it was a play on the Patriots winning the Super Bowl. That didn't work out for us, but we're still going with it. Um, and one of the things we're trying to do there is taking uh projects
that are in the 75% um, complete range and getting them across the line, getting them finished, getting them off the desk. A lot of these things are the stuff that have been on people's to-do list for a very long time. They're probably things that members of the select board have asked about number of
times. So, um, >> oh, what >> member member beam's familiar? >> I felt the laser beam. Okay. Um so those types of initiatives where um in the day-to-day just to have a project manager and this um so that's why you'll
see an increase in the cost in the um salary and wages there. Um but you'll see a decrease in the salary and wages in the department head's budget. Um like um uh like Dr. Bower said we did have to look across the board from every level
of positions and looked internally. The two positions that are not funded in this budget based on the reorganization are the assistant town manager and the uh DEI coordinator as I spoke. Some of that work particularly um the external
work on community relations uh will go into the hands of that community relations um specialist. Uh I also feel very strongly that it is um it is our responsibility as leaders in the community um that it comes through myself and all of our senior team to be
working um that type of work should be something that we're doing every day and part of our everyday work. Um and the other side of it the internal work related to um that we will be looking at you'll get to the HR budget I think next. um our assistant HR director is
vacant currently. Um so I'm really looking at the community relations specialist to be doing the external facing part of that work and the HR department to be looking at doing the internal facing part of that work and again um really making it part of our everyday discussions at the senior
management level and through through us through the rest of the organization. See if I have anything else here. Um human resources budget. Do you wanna >> want to go one at a time for Okay. So, you will take questions.
>> Yeah. >> On management and then >> board members will um take questions on the management. Uh Gner >> all set. >> Um Dan, >> all set. Mike
>> just one um please if uh because I'm not understanding totally uh the position that you're putting in place will the employees of the town of Damas still have their privacy as to HR even if you
have a HR person as an assistant to you will they still maintain that >> just to clarify there the assistant there will not be my there will not be an assistant um town manager >> right So the HR department will be is it is its own and Philipe is our HR director and he will remain in that
position >> of course confidential and that's a that's the key to okay >> to the HR and um >> all right >> and the communications between obviously we work with closely with HR but we and I'll get into that more deeply when we get into the HR piece. >> Okay. Thank you.
>> See >> uh no no questions at the moment. >> So Joe just clarify me. So, we're hiring an executive assistant, right? A position. >> We're hiring the communications relationships/ special project. >> Well, that's a working title. Community relations and special projects manager
>> position. Okay. And then a project manager, too. >> No, no, that's the project manager, right? Okay. All right. Great. >> So, yeah, net change in the office. There's not a net change in the office. Same number of bodies. Um, but about $100,000, almost $100,000 savings.
>> Okay. Any savings we can do, we we'll take. Thank you. That's it for me. Um, let's see. >> Audience. >> Audience. Yeah, we're going to have the public. If anybody would like to get up and and ask any questions or speak,
please introduce yourself. >> Thank you. Bill Bates, town meeting member, precinct 4. And as always, thank you to the board of selectment for your service to the town. Um, okay. I I guess I'm I'm a little shocked. We're no longer going to have an assistant town manager. >> That's correct.
>> Okay. Um, so there there's four people in 2026, there were four people in the management budget and they're going to still be in 2027. We'll still have four people. >> Just correct. So there's in the actual
management budget there were two people. Now there'll be three. >> The new position is one being subtracted from the department head budget. So it's a net equal in >> Oh, okay. on the budget book, it shows town manager, assistant town manager, procurement specialist, and executive
secretary. >> Yeah, that's >> 2020. >> If you look up If you look, just look up at the table on the top right. Yeah, >> see the table at the top right. >> It should have two FTEs. >> It does. >> Yeah. Okay. >> Thank you. >> You got it.
>> Because the procurement officer is in the full-time Yeah. And the FDA budget for >> Okay. Anybody else? No. Okay. Uh, let this will take a vote. Board members, do I have a motion? >> Motion to approve. >> Do I have a second? Okay. All in favor?
I opposed. >> Thank you. >> Department heads if you want. >> Thank you. Questions from the board. >> Questions from the board on department heads? >> Any questions on department heads? Do you >> All set. >> All set. So, do we have a motion?
>> Each person. >> Nobody has move accept the uh budget for department heads as presented. >> Second. All in favor? I >> I opposed. Okay. Um, human resources. >> Okay. Um, as I said, um, Leap is here.
He is our director of human resources. Um, I'm going to tackle this, but he can also, um, fill in any questions, detailed questions. And the reason I want to tackle this uh, is because obviously I've been here, I guess, almost 10 months now. Um, and most of
that time is spent observing and learning, getting to know the people, getting to know the people in the town, um, getting to know the traditions of Dambers. Um, and I would say the number one observation internally um, that I have heard over and over again from
management is um, that we have a lot of challenges in hiring and and this is not a reflection uh, necessarily on our human resources staff or their department. they are working to the best of their ability, but we're in an incredibly challenging um labor market
right now. Um the there's it's not exactly easy to attract people to municipal government. Um the current generation is less interested in pensions and in coming to a building every day and much more interested in working from home um and and career advancement that goes much much quicker
than uh sometimes municipal work does. I think we have a lot to offer. We're going to put a lot of time and effort into that. And one of the first steps that we're going to do um and I hear this I want to say I hear this across the board from management level recruitment to I was just with the DPW
supervisors on Tuesday and that that was the number one concern out of them too. How are we bringing people in? How are we recruiting? How quickly can we sometimes because of our processes it's taking us a little while. Um so what you're going to see here so with the current situation um is we have an HR
director we have an assistant HR director who which is currently vacant um we are going to reimagine that role um and include some of the activities of formally um handled by the DEI coordinator. There's a HR uh benefits coordinator and then we have temporary
staffing for a general list and this is something that the town has been funding previously and a lot of that is and we brought them on temporarily to get the the paperwork moving. Um I'm looking at the town clerk because if you need testimony on this you can speak to her.
Um we are in need of an assistant town clerk. Um and what were the other So that's where you see the increase. This is the first year that um you're seeing that actual um the temporary staffing increase in the salary and wages. Um, and the other step we're going to do to
to really take a look at our HR department and reimagine it is get a um, and that's coming, we think, from funding that's currently in the budget for FY26 is an HR an on the boots on the ground HR consultant to come in and analyze um, are our uh, are our job
responsibilities and workloads and staffing size appropriate for the staff of the size of our organization? I think it is, but I I'm happy to hear in case it's not. And more importantly, um, our policies and our processes, are they too
cumbersome for an organization our size? Do they reflect the values of this town? Um, how can we recruit better on the outside? Um, taking a look at all that. Um, and at the same time, boots on the ground to help us get caught up and advance kind of where we are right now.
Our team does an incredible amount of recruitment. Sometimes it blows me away to know how many people how many jobs are posted on the website as we speak. Um, but I think we have an opportunity to meet the needs of our managers and the rest of our team. Um, and I like I
said, this is and I don't want to say it's a complaint. It's just a it's it's a frustration for people. So, um, we need to think about the future of our town. And so, that's that's what we're looking at in the um in the HR budget in our next couple steps. Like I said, it'll start this fiscal year and um and
go and is supported by the budget that you see in front of you. >> Okay. Um open up to questions. Um >> all set. >> Okay. >> All set. >> Mike, >> just one. Um
I'm not sure how to word it because you know uh people have rights. Um but can we insist that people that don't have to work from home can be at their prospective position? Considering we only have so many people and if you walk in and there's nobody at the desk cuz
they feel like working at home to me that doesn't seem right. So I'm not sure how you would word that cuz I know I didn't word it right. >> It's okay. I actually I I think I think the chair and I had a conversation about this. Um, Dan is actually ahead of the
game in in my opinion on municipal work from home program and that we have a very strong policy that clearly states kind of who and when and how it's between manager um, which is far and above most other communities. I think one of the important things that
we take into consideration is if you are a forward- facing person, should you can you or should you be working from home? Obviously, if there's a special situation, surgery, something like that, that's a different situation. Um, so we take what their job responsibilities are into account when making decisions about
working from home. Um, but I would not feel comfortable saying right now that we were taking working from home off the table because as I started with, we will fail to recruit many, many talented people um, if we don't start to think differently about how we provide
services. um and recruitment is going to be at the at the forefront of that. So, I would say uh to sum it up is if they're a forward- facing position, um they should we should be here and and able to serve you. Um but if but we do have to look at some of our other positions and and be and think about
whether or not we have a hybrid option. You'll see a lot of communities um if they don't already have a policy in place, they'll end up working less hours, changing hours, you know, some of these other things. We I mean, you'll see if you look at um applications that come in, first question will be, can I
work from home? So, we're trying to take that headon and uh that's part of what the consultant will help us look at, too. >> Okay. Thank you, >> DA. >> I have no questions. Thank you. >> I mean, Joe and I Yeah, we talked about I'm like with you tonight, too. I think um you know in in uh municipalities
in the private sector I I feel that the work from home is more in the industry there but with your you know to the taxpayers people want to come in and they want to see the people they don't want to get be on hold or call or whatever. So that's something that Jill's going to be working on you know
um I do understand in the hiring but then again I I do disagree I think it's more in the private not in municipalities but anyways that's it for me. Um, does the public uh board members um public do you want to go up to uh any comment about
>> HR >> HR again? invad street town meeting member precinct one do we or can we do exit interviews and if we do can we expect the people who do leave this community
don't know why if they would be honest about why they're leaving better opportunities or whatever but uh is that possible >> yes we do we do conduct exit interviews currently um keep them confidential okay >> um but are able to use that information
is to figure out if it's internal, if it's our policies, if it's a work from home option, if it's more money, but we use that to for some analysis. >> Okay. Money is always the bottom line, right? >> No. >> Happiness. >> Thank you.
>> You're welcome. Go right up. Thank you, Kevin. >> Still Kevin Barrett. Um, >> you should have switched. >> I guess through through you, Madam Chair. I I guess my question is, we talked about the consulting a little bit. It looks like the consulting
budgets the exact same as last year. I do see the increase in personnel. I just want to make sure uh as distasteful as it is to say, uh, the old saying is that consultants are things, not people >> when it comes to budgeting. So, I just I just wanted to see where that money is coming from because it seems like that's
level funded for the consultant. It's going to come out of between the town manager's current FY26 budget. What we have left in our budget and HR's budget. >> Okay. >> Current budget >> with Oh, got it. So within >> So with the the hiring lag that you have from this year essentially, you've got some money left over.
>> Got it. Thank you. >> No problem. >> Excellent. Anybody else? >> Motion to approve. >> Second. >> Second. All in favor? I >> opposed. >> Okay. Now we'll go to benefits and insurance. >> All right.
benefits and insurance. And this one I may lean on Rodney more than um some of those first couple. Um but I think we talked a bit about this. These are these are the budget drivers. Um as you know um employee insurance
um what we're facing the 9.8% is not unique to Damber's uh the r the m the range within Maya which is the insurance the Massachusetts insurance company that we work with the range was between 2.9 and 14.4. 4% for the increases.
Um, total benefits insurance is about 10.5. That includes the other things that we discussed before. Um, other benefits includes Medicare, liability insurance, veterans aid, etc.
And the OPE contribution um you will see here. So, as I mentioned at the beginning of the meeting, we are meeting our increased increased contribution of $50,000, but we are not including it within the levy or what I sometimes
refer to as the general fund. It'll be a separate warrant article um from free cash. So, this is one of those places you'll see some of the savings that we used. >> Okay. Board members, uh D questions?
>> No, no questions. No questions, >> Mike. >> No, no questions. >> If anybody can help me figure out how to cut this, we will we welcome it. >> Yeah. Um, my only question was I mean I I know that we we talked about it. We
don't want to have employees pay more of their share to health insurance, but it seems like health insurance has just skyrocketed, you know? I mean, I think generously the town is doing a great job in doing it. We're in private industry. I think they've gone to like 16%. So
maybe if we can look maybe phase that in that unfortunately they have to pay a little bit more you know um >> there's a lot of elements that go into it and Rodney and I have started that conversation um and I think we touched on it briefly related to some of the other contributions like pensions um all
the cards will be on the table over the next 3 to 5 years as as we have to make decisions. So we'll take everything into consideration. >> Wonderful. That's why we hired you. Right. I got to take um >> this is I I cannot like this area. I cannot thank Rodney enough. I need to support Rodney and Nick in this area.
>> Uh public. Uh do we have any questions? >> Yes. Welcome. Glad you came. >> Coley Ray Bicki, town meeting member precinct 5. Moren and I didn't rehearse this, but I I was just curious as to what the cost sharing split is if it's
been established between town contribution and employer. Is that to come? >> Sure. It's a 7030 split. We pick up 70%, the employee picks up 30. For healthcare, it's 50/50 on dental and life. Okay? >> And that goes back >> well before my time. So, and that's
pretty common. >> You look at any municipal um benefit system, 7030. I've seen as high as 8020. I've seen lower than 7030, but >> Okay. All right. Thanks. >> Anybody else? >> Okay.
>> Motion to approve. >> Do I have a second? >> Second. >> Second. All in favor? >> I >> I opposed. Okay. Now we'll go to the town clerk. >> Um I want to thank madame clerk for being here today. She and also for
staying with us throughout the presentation. Um and I will let her talk a little bit about this. I think you guys are used to seeing this. >> I think Oh, I think did you want to start the budget with the part of it or no? You just want me to go over it?
Yeah, I we would just hit on and again Kathy can provide much more detail than I can, but essentially most of this budget is driven by the number of elections. So FY26, we have one election. In FY27, we'll have a state primary, state general, and then a local election. So election workers, overtime,
some of the equipment and printing costs, all that's driven by the number of elections. >> Thank you. I'm happy to answer any questions you may have. And for those of you who don't know, I'm Kathy Ellsworth, the town clerk. Excellent. Thank you, Gardner.
>> No, no questions. >> Dan, >> all set. >> D, >> no questions. >> Mike, >> I was trying to look. I thought I had a whole bunch. >> Maybe, maybe I picked up your paper by mistake. >> No, no questions. Thank you.
>> I have no questions either. Um, this um, anybody from the public have a question for >> Clark does a great job. >> She does a good job. >> Motion to approve. >> Motion to approve. Yeah. Do I have a second? >> Second. >> Second. All in favor? I opposed. >> Okay. >> Thank you.
>> Thank you. >> Uh legal counsel as you know we um contract with Murphy Hessie Tumi Leah Hane for outside council. The budget has traditionally been around 99,000 about 100,000 on the town side. The lower
chart will walk you through um what the enterprise funds and the electric division also contribute to uh legal. Uh we are asking for an increase of 25,000 this year. Um that is based on uh the trends. Uh we know that
this year was probably a it has been sign has been significantly higher because we did the town manager town meeting acts. We had the garbage strikes. We had all these other things. Um, but just to kind of put that cushion on there, we also have a new town council um and a new town manager. So,
that's the a reason for the ask in the increase to 125,000. >> Okay. D, do you have any questions? >> Um, yeah. Is so is this a market adjustment or it's the same company? >> Same company. Yep. Not a market
adjustment. This is just based on the trends from FY26. We we've just been uh we went through a lot through this transition and so we've saw we just um transferred 50,000 out of the fincom reserve to cover this year's
current bills for FY26. So we want to anticipate ahead of time for FY27. >> Okay, I see. But it's not that we have necessarily something in the pipeline that >> we hope not. >> Okay. Thank you. >> Oh, knock on wood, right? >> Dan,
>> thank you. How often or do we review our legal counsel or should we review it so many years? >> I can't tell you the history so I don't know if they want to jump in on this but I would say >> the same legal counsel for
>> you had the same legal forwarding quite a while. Yes. For quite a while and we're on our third council. >> Yep. >> So my question is as a community do we review that every so often? Is that the select board? Is that
management? >> Ronnie, take that one. >> It would be the town manager to review, but I think you to um approve the recommendation. Um to best of my knowledge, as long as I've been here, we've never done an RFP. Part of the reason is if you know better than I do, we were one of the first municipal
clients back, Mr. Leane, many many years ago. And as such, we were grandfathered in a rate. So although we're going up 25,000, I would say a similar size community using some of the other law law firms, their budgets a lot more than 125,000. So >> that would be my question. >> There's a value to staying with the
>> if we were to do something drastic, what would we expect to pay with another council? >> It would be significant higher. We don't have the data on specifically how much higher. It would depend on the actual proposals, but yeah, I >> mean, I'd be curious on >> we can look at what some of the other proposed budget budgets for similar
communities are. >> Just similar size community just for information purposes. >> Sure, >> Mike. >> Thank you. >> Uh, no, no questions, >> Gina. >> No questions. >> Okay. No, that was a good question, Dan, though, you know. Um, okay.
>> I mean, but I think we we're we're probably for 125,000, right? It's pretty good. >> Thank you. Any questions from the audience? >> Motion to Oh, sorry. >> Go ahead, Kevin. Go up again, please. >> And while Kevin is going up there, I do want to let you know that we um when I
came in and um with Kate in place, we are whenever she she does some she does office hours here to meet with staff. She gives me a review of what she's working with with staff and then we take it from there to say, "Okay, go deeper on this. Go pull back on this." And so trying to make sure we're accounting for
where the time and the money is going. Excellent. >> Yeah. I guess so at, you know, $230ish,000 total spend, like for a government lawyer, that's a pretty good salary. So it seems like we're now into the employee an attorney rather than, you
know, pay it pay their hourly rate through a firm. So like I mean assistant US attorneys don't make 230, right? They'd love to. >> So like why why pay them? Why not just hire hire an in-house attorney? >> I would just state. So again, having come from a community, a much bigger
size community, but that had in-house council, the budget was well over a million dollars. Now that was five times the community, but you would need general counsel. They'd need staff. They may need an assistant town counsel. You would still need outside counsel because if you have one person, they can't be expected to be a subject matter in land
use, public safety, etc., etc. So to answer your question, it may be something to look at in the future, but it wouldn't just be as simple as we could just go pay an attorney $150,000 and save money there. It'd be a little more complicated than that. >> It's the same answer he gave me when I um ju just to to let you know that that
I come from a community with in-house counsel as well. Um definitely something that we will be exploring, but Rodney is correct that it's you can't just stand up and um I've worked with the person who was the first in-house council in North Andover. You can't just hire an attorney and and
let it roll. You got to stand up the department. So, they'll need a um parallegal. >> But it it sounds like it's not it's not a ridiculous question. similar similar size communities have in house >> council. Absolutely. >> I will say um most of the our similar sized neighbors >> through the trash strike could not
believe that we were working with outside council at at this size of a community. So, it's it's something that um is a something we'll be talking about over the next few years and um see how town meeting members and select board members warm up to that. >> Thanks. >> Thank you, Kevin. Anybody else?
>> Motion to approve. >> Second. >> Do we have a second? >> Okay. All in favor? >> I >> I opposed. Excellent. >> And then next chill the moderator >> legislative budget. So this is the moderator and the select board.
Um and the only thing you see here is a slight increase in the operating expenses for the select board. >> Okay. Any board members questions? Got >> no questions. >> Mike, >> no questions. >> B. >> No questions. >> All set. >> Okay. I'm all set. Um public. Go ahead,
Bill. Thank you. >> Oh, this is three questions. Bill, >> he told you you got three. That was his rule. >> Thanks a lot. >> It was Ronnie's role. >> I heard it more than from him. Uh, Bill Baras retired member precinct one.
Considering the effort and time that the select me select board members put into their job, are they compensated with enough or could they could they be paid a little more
than more than just a cup of coffee? Really, >> I'll let the select board members I mean I the process I'm assuming is they have to vote for their own increase. And >> we did we did a couple years ago. Um, we voted for half of what I looked for. Keeping in mind, we don't want to go
over $5,000 cuz then there's other benefits that kick in. >> Okay. >> Okay. And then I think the public would throw us out. >> Not necessarily for the job you do. Not necessarily. >> You You can't put a figure on it. >> Okay. >> My good friend David Mills wanted to pay
me 20 grand. >> Maybe you should go to $4.99. >> I thought it I thought it was worth asking. Thank you. >> Thank you. >> Anybody else have any questions? >> Okay. Do I have a mo >> going to do the moderator? >> Uh we'll do Yeah, we'll do a motion. Um
do I have a motion for the moderator? >> So moved. >> Second. >> Second. >> All in favor? >> I I >> Okay. And then the select board. Do I have a motion? Okay. Second. >> Second. >> All in favor? >> I I Excellent. And now we're going to go to the finance committee reserve,
please. >> Okay. Um, this one is speaks for itself. Um, finance committee reserve, as you guys know, um, used to fill in where needed. Um, this year, as I just mentioned, we did $50,000 to the legal
budget. >> I think it's the same number you've been doing for several years. >> No questions. >> Okay, DN D. >> No questions. like >> um just one. So if you needed to take the 50, so is there 75 there or does that go back to the general fund and it
starts over again? >> It closes each year. So right now there's 75 remaining for FY26. If it went unspent, it would close to free cash. >> Okay. Thank you, >> Ka. >> I'm sorry. You said now there's 75. Oh, you you've expended 50 already. >> Yes. >> Okay, great. Thank you.
>> That was the illegal council transfer. We did it at the FinCom meeting before. Yeah. >> Okay. No, no questions. Thank you. >> Okay. Um, anybody from the public have a question? >> Motion to approve. >> Okay. Do I have a second? Okay. All in favor? I opposed. Thank you. >> All righty. Moving right along.
>> We're at a 20-minute lunch break. We're done. >> Oh, we're going to lunch now. >> We're going to fly right through this and we're still 90 minutes behind. I was like, "Wow, we made up some time." Welcome the Chiefs. >> The Chiefs. >> Thank you, fellas. >> I thought I thought we made up a lot of
time, but we really did not. All right, I'm going to go right over to the police uh budget. I want to um thank Chief Levelville and his team. They've been very helpful helpful. As I said, our senior team fully engaged in this budget process and not only at looking at what
we had to do this year, but understanding that this is um this is step one of a multi-year process and that in order to achieve the goals that we really want to get to in the future, we really need to start looking for efficiencies. Now, um I'm going to let
the chief go into some detail. Uh but I will say briefly the salaries and wages is contractual obligations. Um, as the chief shared with the select board on Tuesday night, they were fully staffed for the first time in a very long time for a total of 14 days. Um, we were
proud of that and we're hoping to hoping it would last a little longer, but we'll keep working there. Um, I want to highlight the operational savings. You'll hear me start talking about the operational savings and efficiencies um, as as we get through these
departments. One of them was found here and I believe from my understanding of previous conversations is that one that the town has been moving towards streamlining like telephone services. This is one of the place where that savings was realized um operating expenses about $19,000 of that was um
the efficiencies related and streamlining our new phone services. And also just reference it's not on here but in case it come uh you guys want to talk about it while the chief is still here. There are four new cruisers included in the capital outlay and then I'll hand it
over to either the chief if you have anything you want to say or the board for questions. >> Uh good afternoon. Any questions you have more than happy to try to answer them for you. >> Thank you Jamie. Welcome. Um Ga. >> No, I'm looking at the um the outliers and they all seem reasonable. So I'm all set. Thank you,
Chief >> Dan. >> Thank you for your presentation the other night. really appreciate you coming before us on a regular basis to update us what the police department doing, what's going on in the community. It's very helpful. >> Thank you. >> And it makes it easier to approve the
budget, know that you're out there protecting us. >> Thank you, D. >> Uh no questions. Thank you. >> Y I I uh want to second that. Thank you for your presentation the other night. It was good. Uh thank you for what you all do. And um at this point
>> um Mike, I'm sorry. >> Sorry, I'm forgot. I've got the other mic. Sorry. Sorry, Mike. >> Just a couple couple quick questions, Chief. >> Sure. >> Uh specialist pay looks like it's gone up like 22,000. Is that just >> contractual?
>> Yeah, based on contract increases. >> And then temporary help is 5,000 bucks. What's that? >> Uh temporary help. That is probably going to be like if we have either a matron or if we have a um >> y >> a female in custody. Uh dispatchers who
are females who are trained can come downstairs conduct a search and I think they're $25. Okay. Per search. >> Okay. Uh and mileage. What's who gets mileage? >> Excuse me. Like as far as mileage. >> Yeah, mileage. >> Uh that would be for training. For
example, uh we're currently hiring a dispatcher. Okay. Um, if they have to go to the academy, it's a fiveweek academy down the southshore, so they get reimbursed for that. Okay. >> Um, if offices are training, depending if we can't give them a car to drive with them, they can get reimbursement for training. >> Okay. All right. Thank you. Um, Rodney,
what do they what's mileage pay per mile? Is it per mile or >> I think it's about 50 something cents. I have to get you the exact number, but >> state by the IRS actually. Yeah. >> Yeah. Is it 67? Sound right? >> Sounds about right. >> Okay. No, that's high. I
>> think that's too high now with the price of gas. It might go back up to that, >> but >> I think it was like 54. >> All right. >> Oh, it's actually 72.5% now. Look at that. Oh, all right. >> Well, it's like a trivia question. >> Uh, no, that was that was all my
questions. Thank you. >> Okay. Uh, thank you. Anybody in the public have any questions? Yes, please go up and introduce yourself. So, I think a year or two ago, uh, there was a lot of fanfare. We got a a Ford F-150. It was all electric. Installed a charger. It's going to be
the greatest thing ever. I was just wondering since we're getting four new cruisers, seems like a good time to check in on the experiment. Are the Is it so successful that the four new cruisers are definitely electric or was it kind of a novelty? It was fun. Wouldn't do it again.
So, we still have uh our electric pickup 971. Um it's got about 20,000 miles on I believe last I heard. Um it is used regularly on patrol. Uh we can get probably two shifts out of it and the charger we have the station is adequate to charge overnight. Um it has been
useful with some of the instance in the community with bikes that we have a vehicle that we can transport bikes in. The ebikes get a little bit heavier so sometimes we have to use a tow truck but it has been used for that. Um, we've used in some community events. You can actually run quite a bit of equipment off of the the truck. Um, so it's it's a
nice tool to have in our in our fleet. Um, the vehicles we're getting this year, they'll be all gas vehicles. Um, honestly, the hybrids were now working out for us. Uh, Mass State Police have moved away for the hybrids as well. For frontline cars, um, we replaced two
batteries so far at like under warranty and I think they're about $5 to $6,000 a piece for replacements. So the hybrids just weren't working for the type of driving that we do with the vehicles. Um so this year it's uh three marked cars and one admin vehicle this year. >> Excellent. Please go up Lauren.
Introduce yourself. >> Good afternoon. Lauren Steves, U precinct 3 town meeting member. This is probably more looking in the future. Um but has the department looked into the use of body worn cameras? Do we know what the potential cost of that is? I
know a lot of it is the cloud services that you have to keep the data for so long. Um I just think that it's it's come to a time where it may be a wise investment for our community as well as a protection for our police officers as well. I don't know if there are grants
or I haven't personally looked into myself the cost or anything. So I'm just curious. >> Thank you. Um so back in 2021 when I interviewed for the position of chief um I presented a uh plan for the town manager my goals in for the next few years. Uh one of
those goals was the body one camera program. Um it's not that easy to just go out and buy a camera. There's collective bargaining agreement has is affected by that. Um and honestly there's some staffing issues as well. Um, so
in my five-year plan to move to the town, I do have body cameras on there. Um, we also need to get tasers the next five years. So in FY29, our current tases are no longer under warranty and will not be um guaranteed by taser and
equipment off kind of not being available for those. Uh, for new tasers, we're probably looking at about $177 to $200,000 for those tasers. Uh most departments do it over a lease period which is over five years. So about $40,000 a year. So that's a very
large expense that we're looking at probably FY29. Uh for TA for body worn cameras currently I spoke to the same Axon which typically will give you a deal if you do tasers with the body cameras. Um for a department RSI we're looking between uh $450 and $700,000 for
tasers. Again a lot of times departments do that over a lease program. So that we're looking at a $600,000 kind of middle range. That's about $120,000 a year for leasing tasers. And of course, they kind of get you with the okay, after year three, we'll give you a replace of all your equipment. So that means when year six comes, you want to
renew to get that replacement again. So definitely something to look into. Um I hope in the next budget, I'm sorry, next um contract session, we can negotiate with the union to say, okay, if we were to go to body cameras, it means this. um
that will be, you know, probably next year. They're in the final year of the contract right now for FY 27 will be the last year of the contract. So, next fall we'll probably start negotiating with them. So, I'd like to see that language added and then if we could get funding. Um with the grants, there was some
grants, but they only cover equipment only, not the cloud-based. So, the equipment is expensive, but it's really the cloud storage that's the most amount of money. Um the last round of grants, you had to have either a contract language approving them or a letter from
the union saying that they would accept them. The grant was open for 30 days. There was no way that we could sit down with the union and get an agreement on a whatif potential um system. Um they have become more common. Most departments in the area are either have them or going
to them. Um PBD um one's going to them soon. Salem, state police have them. Um, you know, definitely I think a helpful tool. Uh, but it's cost there's a cost to it. And also for staffing, someone has to be available to then review those act camera footage. Um, redact camera
footage for public records request and also take that footage and upload it to the district attorney's office for review. So, that's part of our staffing study is looking at, you know, if we went to body cam, is is that another half-time supervisory position? Is it a full-time supervisory position? And again, it would most likely be a
supervisory position because you're reviewing officers performance. You want to have a supervisor doing that. So, uh, definitely something we're interested in. I'll keep pursuing, but again, that's about $900,000 in equipment in FY29 that we looking at and times might
be tough. So, >> excellent. Anybody else have any questions? >> Bill, please. Go ahead. Come on Brad partner
again. Bill Brad Street town meeting member precinct one. Uh part of the budget was a traffic car or traffic division discussed or a car specifically for traffic
enforcement. maybe writing tickets or trying to make people do what they're supposed to do that they know they're supposed to do. >> Thank you. >> Um so for this year, this FY27, no, that was not added to the budget. Um last
year we were added an officer for a community impact officer position. Uh my goal is to hopefully post that this spring with a goal of have implementing it by September of this year. uh we're going to be down probably two to four
offices over the summertime. So pulling another position to especially job might be tough for the summer. So the goal is hopefully to the we have a person in the two in the academy right now graduating in June. They'll wrap up field training hopefully by mid August. So hopefully in
September we can try to initiate that implementation of a community impact officer. Um that's not the exact same thing as the traffic car. Could they do some traffic enforcement? Yes. But it wouldn't be their primary responsibility. >> Thank you. >> And if and if I may, Madam Chair,
through um through you, um member Bean did ask that the three of us meet about that in the coming future. My monthly with member Bean is on the 19th and I've asked the chief to join us. >> It won't be for fiscal 27 obviously. um but we start that conversation and I
think part of the looking at the staffing study >> um one of the things we can start to think about and ask is if it's knowing what financial um financial times we're in is it uh re again a recount of allocation of duties or is it um or does
it have to be separately funded so the three of us will definitely have a conversation about it you have a question Lois ahead on Lois McKenzie, precinct 3 town meeting member. I just had a question. What is the community officer title? What is it?
What do they do? >> So, right now it's hasn't the drop group hasn't been created yet, but the idea of community impact officer will be they'll be signed an admin schedule Monday through Friday. Um they'll be signed on the community service division. Um, they will be available to attend to community
concerns, whether it's mental health follow-ups, domestic violence follow-ups. Uh, we talked about using them in the in the community downtown, having someone who is not assigned to patrol function that's being called off to handle calls and accidents that they could dedicate time to being in the
community addressing community concerns. So, it's kind of a flexible type description. Um, many departments in the area have them. Uh, Belly has, I think, two. Salem has a team of I think three to five officers in the community impact. And again, it's kind of a flexible position where they can be
assigned to concentrate on community concerns and not being called away for other responsibilities. >> And if I can just speak to community impact units coming from Gloucester. So we have an extremely strong community impact unit and they are very reflective of the needs of the town or the city. So
in Glosser they do a lot of work um with um substance abuse and homelessness and things like that. whereas here in Damas we will definitely like we will get the sense of what the need is there and what we're hearing a lot I think from the presentation the other day is um we seem
to have a very high concern about youth um in this community and that and that's part of downtown and so um I think the data that the chief submitted and and brought to the board at the select board meeting will help inform some of those responsibilities. >> Excellent. Bill
>> Bill Bates, town meeting member, precinct 4. Um, two questions if I may. Um, when we write tickets, is that re revenue generating for the town? And could you give us an update on the staffing study? So, traffic citations don't ne
necessarily reflect revenue for the town. Um if someone's given a a criminal citation for a violation, yes, that can result in some revenue. Um there's also an appeal process. And often times during the appeal process, either the
citations either reduced or dismissed depending on the clerk magistrate in the you know the discussion they have with the operator. Um so it's not really a revenue mating operation. Um, as far as the staffing study is concerned, I've been working with Sean Kelly from MUN,
Municipal Resources Incorporated. Uh, we're working on finalizing the contract. Uh, hopefully by the end of the month. The process will take between 8 to 10 weeks to have a final report done and that will be in plenty of time for our next budget conversation. >> Anybody else with questions from the
public? Mike, did you have one more? >> Just one more. Uh, Chief, is there any um such thing as uh getting on the coattails of the sheriff's department or the state police as far as buying uh those large ticket items, cameras and tasers? >> Um, no. Um, there was with the last
grant that they offered through the state for the equipment. Um, if you were a department under 50, you had to partner with another community. So, Damis could not apply for that grant by itself. um a fellow chief from Marblehead reached out to me and asked me if I was interested in partnering with him. Um unfortunately he had
already the language in his contract. We did not and it wasn't fair for me to kind of hold him up from moving forward for the application because I was not um confident that I could get a either a side letter from the union or an agreement from the union in less than 30
days. So um >> yeah and nothing with state police or anything considering they're buying so many? >> No. Um again um different people use different kinds different systems. The state already has uh they use I think they use Axon. Uh they're already probably they're probably spending the
millions I'm guessing because of the numbers they have. So uh the pricing is the pricing obviously you know if we negotiate with Axon or a different company we can negotiate a better price possibly and maybe include some other equipment in there such as the TAES but u it's kind of a department by department situation.
>> Okay. Thank you. >> Okay. Anybody else? Is that it? Okay. Do I have a motion? >> So move. >> Second. >> Thank you. All in favor? >> I opposed. >> Thank you, Chief. >> Thank you. >> Now we'll go to fire. Chill.
>> Ready to go to fire. >> Okay. So, uh, Chief Barry's another one who, um, has totally engaged with us in our conversation, um, about how we're going to find efficiencies going forward. Um you will see u salary and
wages increases are um contractual also a team that's fully staffed for the first time in quite some time. Um that's accolades to the chief um Philipe who was here earlier um Jen Breaker for all working on um some policies to build a
fire reserve list and kind of get that pipeline moving more quickly. um are their capital this is not on here but it's later in the screen in case anyone has any questions for capital outlay um included in fire is a third year is the third year of the turnout gear
replacement um and I'll let him speak to the reductions that he found in his operating expenses but I will say one of the challenges that we've been talking about and that you'll see um at town meeting and why it's so important that fire is fully staffed um is when they're
not fully staffed it affects overtime um our overtime is over, you're going to see something in at at a town meeting warn article about overtime. So, the chief knows his challenge for this coming fiscal year is to show us show us the money, right? Show us that being fully staffed is really going to address
some of that overtime and I know he's planning on working diligently on that and I appreciate being a partner with him. >> Thank you. Uh good afternoon and thank you for having me. So, yes, just to touch base on what the manager mentioned, so we are fully staffed. We hired, I believe, seven firefighters uh filling vacancies that were existing
within the department uh in the past 6 months. We finalized those appointments uh which is great. Um we do have minimum staffing levels in order to provide the protection and and and fire safety
services that the community of Damas deserves. So when we are short staffed, it it makes us drop below those staffing levels much earlier than than it would if we it than than if we were full fully staffed. So um another thing that we've
been challenged with, uh the manager mentioned this year we've had some struggles with the budget and it comes down to that overtime line and we've struggled with a lot of injuries. We've had several long-term injuries. We have seven firefighters out injured right now on long-term injury. Good news. I got a
couple doctor notes and we got four coming back in the next month. So, that's good. Um, so we're working on that. Some of the things that we did do to address filling vacancies in a more timely fashion is it just takes a long time. The background investigations, just vetting the candidates, making sure
we're getting people who are going to be assets to the community, assets to the department, and stick around for a while. We we we put a lot of pride into the work that we do for that. And it takes a long time. So we uh with the assistance of of the manager and Jen Breaker as as she mentioned we we came
up with a policy and we're for the first time ever in Danverse anyways creating a reserve firefighter list. So the same vetting process is done as if we were hiring somebody and appointing them and they get put on that reserve list. So now as vacancies come up uh unexpected or expected, we
can pluck from that list immediately and put that person right in that spot which which saves that downtime and and ultimately will will create a savings in overtime. So um my budget's 95% salaries and wages. Most of this salaries and
wages increase is is just um collective bargaining agreements, cost of living increases. Uh we did make some some cuts uh in the operational bud budget. Couple significant ones uh that you may have noticed is like tuition reimbursement
went down significantly and that's based on there there's a collective bargaining benefit. If somebody's getting a furthering their education for a college degree in fire science or a related uh public safety degree, uh there is a
reimbursement for tuition. Um there's a couple things that have changed. actually legislation changed a couple of years ago where people going to Northshore Community College that education is free. So some of our members have taken advantage of that and we also have some members who are in the military and they take advantage of the GI bill to pay for their education. So
just this year uh that does fluctuate from year to year but this year we were able to reduce that number quite a bit. Um, let's see what else. That's probably the uh another one that fluctuates year to year is uh there is a
contractual benefit that when people retire, there's a sick leave buyback provision in the in the contract. So, we do our due diligence every year. We we we try to see who is eligible for retirement, who's going to max out on their pension and have conversations with those individuals to see are you
planning on retiring in this budget year or not. Um and this year we have four people actually oh sorry fiscal 27 there's four people eligible to retire which would be a large large amount of money but with conversation with those individuals they're likely to not retire just just one is so we were able to
lower that to a much lower number. It's I think $35,000ish. Uh be happy to entertain any questions if you have. >> Thank you. >> Sure. Can you go over the reserve list again? >> Sure. So the reserve list is it's so
civil service whenever we want to put new people on the department. In the past we call for civil service lists. Just say for example we're hiring two firefighters. They give us a list of 2N plus one. So that would be five the top five candidates on the list. We vet them.
Then they go through psychological, medical, physical agility, screening, background investigations, everything. That process takes quite some time. 6 months is is a good ballpark. Then we can put them on the department. So the reserve list is the exact same
process. However, at the end of it, they don't technically become an employee. They don't get put on. They just get put on that list. But they're already vetted. So now we have I anticipate a retirement in September. I can take somebody off that list already vetted sitting on the reserve list. Plug and
play right into that spot. >> That makes sense. >> And then um just further on that. So we're putting a lot of effort into trying to predict retirements. We know when people are getting towards the end of their career and with those conversations, if we know we have two or
three people over the next two or three years retiring, then we'll replenish that reserve list appropriately. We don't want to create a big list with 10 or 10 or 12 names on it because then they could sit on that list for an awful long time and kind of become irrelevant and it could be years before we get back to them. So, ideally, we'd like to have somebody on the list for a year or two
tops. >> So, and I appreciate and glad that you're fully staffed and hopefully no one goes out on injury, but it happens. I understand. >> Why aren't we And I'm looking at the past years. In 2023, we spent 742,000
for overtime. The next year, 550. The next year, 850. The next year, 592, 600. Wouldn't it be prudent to And I'm asking a question that I I don't know the answer. I'd like you to Wouldn't it be prudent to hire one, two, maybe even
three new people or two, and put them on a rotational basis, even one, as a full-time employee? And if you don't need them, great. They they're in addition to some shift. But if you do need them, you already have them and overtime is cut. That's time
and a half money. So there's there's fiscal responsibility to to saying if if and I don't know what I don't know what a new fire professional makes when they join us. I'll guess at a number that you tell me it's way low, but let's say it's
250. Well, of that 250, you know, 70% 70 70,000 of that is that halfime that you're paying someone else, the extra money you're paying someone else. So, you're Wouldn't it be prudent to hire someone? Our track record is well over $500,000 every year. Hire another
person, put them on a rotational basis. They'll be the next up when an opening happens if they want to be on a specific shift. >> What's Why wouldn't we consider that? Madam Chairwoman, sorry. I think the chief and I may disagree philosophically on finance in the fire always going to
disagree on bodies equal savings, but just to clarify that 24 budget and the 25 budget, we did add three bodies. Remember, we got a safer grant. So fire is up three bodies over the past 3 years. And you see one year when they probably had less injuries that resulted in overtime as low as 554. The next year
with again three additional bodies was still was still 8.49. So again, even though we had those three additional bodies, there's a lot of variety to factors that go into that overtime beyond just the body count. So, >> but that speaks to what we are have challenged the chief to work on this
year. Um, it's is kind of because fully staffed, you were correct, fully staffed, we should have go down on overtime. So, they haven't been fully staffed in quite some time. And so, we should have the same conversation next this time next year. >> Okay. But still at the numbers, even
when we get the safer, we're still over half a million dollars. Wouldn't it be prudent to hire one more be at fully staff plus one, let that person rotate as needed? If they're not needed, hopefully, knock on wood. Um, but if they are needed, why wouldn't we
consider that a cost savings >> versus overtime? It >> Let me just respond. So, fully staffed for us is 48 members on the line, right? riding on the fire trucks, responding on the fire trucks. So that's four groups of 12. Two people in fire prevention,
deputy chief, myself out of the management budget, and one administrative assistant. So four groups of 12 allows up to two people to be out, whether it be sick, injury, vacation,
some type of contractual benefit. >> And we do not require any overtime. that is assuming everybody's healthy and and that's that's the uh thought process behind that. We don't allow more than two people to be out on vacation because that would create overtime.
But if we're short staffed, we have one group right now short three people. So everybody who's out is getting hired for person for person at time and a half rate. I mean Rodney is certainly we do have good conversations about this. um you know, salary plus benefits. If
somebody has a family plan, health insurance, I mean, that's a huge factor. Like, I appreciate that. In a perfect world, if we I think if we only had one or two people out injured at a time, >> I think the budget would look a lot different. The overtime would look a lot
different. That was the case in I think 24 when we had 500, what was it? Yeah, fiscal 24 554,000. Like that was an anomaly. That was low. This year was not that. Um, next year we hope to be closer to that. But there are more drivers than just staffing levels.
There's also mutual aid. We go out of town because Beverly has a fire and we support them. They also do the same for us when we have incidents. If we have a large scale incident that goes on for hours, days, we we have to hire back. So there's so many things that you can't predict in public safety.
It I wish it was so easy to say. I mean, I would love to say four groups of 13, but I think Rodney, he's twitching already. Look at me. you know, um, so it's a good concept. I I think I think our first step is focus on being fully staffed. I think that's a goal, right?
We were short seven people this year and and now on top of that, another seven injuries. We're down 14 people. We're a 52man department. So like that's it's that's a lot. It's a quarter of the department. >> So So if you are fully staffed, why are you recommending $90,000 more in
overtime this year? Yep. as opposed to saying, "Okay, I'll level fund because we're over we're over staff. We we're full staffed. Last year we spent this much money 592 thou 6 uh yeah 592. Why wouldn't you say okay let's hope
again hoping no one gets hurt? We you know let's level fund and see how that goes. See if it does drop. Why are we increasing funding to then decrease funding?" >> Just to clarify, sorry through you, Madam Chairwoman, 592 is the budget. Like we mentioned, we're coming in with
probably a $300,000 transfer to balance FY26. So the FY26 number when it's all said and done is probably going to be closer to a million again due to the severe outages this year. >> That makes sense. >> So I thought, you know, 840 and the chief did have a higher ask for overtime and we we said let's fully staff and see
what that number is because it's probably somewhere between 554 and the 849 or the hopefully not near a million again. So yeah, >> sorry. >> We just don't have the actuals for 2026 obviously. >> Yeah. Um, okay. All right, that makes sense. Um,
then I'm going to ask a really, and don't take this wrong. I'm not trying to push for this. I just think it's appropriate due diligence. Do our fire calls statistics support a fire station in Hawthorne?
Do you I mean because you have Hawthorne towards Essex in that area of town but central fire could be covering half halfway between the two. So do do our statistics support the maintenance of a second building.
>> So our response load the types of incidents that we have the call volumes that we have absolutely do for us to respond from. So, so you're asking, you're inquiring if we closed the Hathlon station and just had fire headquarters. Is that what you're asking? Inquiring >> expand it. I'm not saying that you
wouldn't expand fire headquarters. So, I'm not saying lose the necessary the people. >> No, understood. >> Yeah. >> So, >> and I'm not recommending it. I'm asking >> all these questions are good questions and we have to consider them and and I have. So, let's go back 30 plus years ago when I went on the fight. We had
three stations. We operated three engines and a ladder. We now have two stations, two engines and a ladder, right? Same staffing. We just combine them. We used to run companies with two people on them, which is has been proven over time is very inefficient and unsafe. So, we run at a three person
minimum. So, at the 10 person staffing, we have three we have two firefighters and an officer on each of the engines, the ladder, and then the shift commander is in a a Tahoe, you know, um command vehicle. for us to get to the hathlon end of town
or certainly anything up and down route one from fire headquarters can take in excess of 10 12 14 minutes sometimes. So I think it would be a disservice to operate out of fire headquarters and try to provide the level of service that the
town of Damas and the Hathlon community specifically deserves. >> Okay, knowing that you've considered it, this is the point. >> Great. Thank you. >> Yep. Thank you. Those are my only questions. >> Mike, >> uh thank you. Uh hi, Chief. Um I'm glad
to hear that you have that extra list. Uh so that secures people >> when they take the civil service test, which what expires every two years? >> Every two years. So there's a new list coming out April 1st, actually. >> So, but once they get on your additional list, then no longer that doesn't expire.
>> Good point. Once you're appointed as a reserve, you're on there until you're hired. And when we hire new people, we have to hire from that list. we can replenish the reserve list off the new civil service list. >> So essentially, you'll be looking for new people for that list all the time to
keep it keep it going. >> So like I mentioned based on predicted openings. So we know we have a a commitment from somebody who's requ uh retiring in September. So we have one person on the list right now because we put eight people on the list, but we just hired a whole bunch. So we depleted
it. So there's one name left. So he'll retire. that list will be depleted to zero off the list the civil service scores that come out in the list that's established April 1st. We will look uh I'll talk to the manager about it, but I would say maybe put three or four names on it because over the next few years I
anticipate that many people retiring and we'll be ready for it. >> Yeah. Okay, good. That's perfect. I think that will really help with that overtime. >> Yeah, it should. And there's no there's no other cities and towns. Nobody comp recompensates each other, right, for the overtime that you go if you spend in
Beverly or >> No, it's it's a wash. It's you know, we go to Beverly so many times a year. And Salem come to us so many times a year. >> Should we try sending them a bill? >> Yeah. >> Well, just remember you'll get a bill from them as well. So, >> just try it and see what happens. We get
a check. >> Thank you. >> Yeah. Thank you, Chief. And I I would agree. We want to keep that station on Halton. If you take it away, I'm moving to Middleton. So, I've unfortunately had to call a few
times when my day my late dad was living with me and the response was really quick. So, thank you. Uh, sick leave buyback. What is that? >> Yep. So, that's a contractual benefit. when somebody retires uh a firefighter retires they get paid for a portion of
the sick leave that they have accured when they upon retirement. Okay. >> So it's only when somebody retires >> and it's it's there's a formula based on how many sick days they have they can be paid >> along. So it's not like we have you come back sooner than you have to and be it's
upon retirement. >> It's a benefit upon retirement. Correct. >> Okay. Okay. Thank you. Um, and I don't know how relevant this is. Um, there's a lot of talks about us uh responding to Beverly airport and how
often does that happen if any? How how much burden does the airport put on us if any or is just like any other? >> So, it's it's something that lives in my wheelhouse daily, right? Because that that's uh having an airport in the town
>> things can go south, right? So that's something we have to be prepared for. We train and prepare for it. I mean we do have plane crashes. Um there was one it was right on the Davis Beverly line up at Cherry Hill Park in the past year of fatality. Um we've had several of them
in Danvers. How often do we respond? I mean it's not weekly. It may not even be monthly, but we could go it's like anything in in public safety in the public. I I can't tell you. I mean, I could probably go back historically and tell you we went eight times, 10 times in 2025 or 2024, but it's not excessive.
>> Okay. Okay. Thank you. Thanks for all you do. >> Thank you, Dan. >> No, Chief, thank you for the work you and your crew does. Thank you. >> Yep. Thank you, Chief. Me, too. And I like hearing about the creating the policy for the reserve. >> You know, that's really good. Um, at this time, we'll have questions for the
public. Anybody please go up introduce yourself? >> Hi. Uh Amy Velasquez, town meeting member from precinct 7. I just had a question, an additional question about the reserve list. Um what is the obligation of a potential employee
that's on the reserve list? So say you have these eligible, they've been vetted employees. Are they then somehow contractually locked in to be there? But or would for example somebody you know there was an opening in Beverly they could potentially go back to that list
and they're no longer there cuz they've been hired someplace else. >> So the way civil service works is when you take the exam the initial firefighter exam you claim residence preference. So that's where you've lived the 12 months prior to the exam. So, up
until this year, actually, you could only claim one community. So, for example, if somebody lived in Davis for that 12-month period, they claim Davis has preference. When we call for that list, we're going to get Danver veterans will be the top of the list and then Danveris residents, non- veterans.
You're you're very likely to get to somebody who's on Beverly or from Beverly. Um, so that being said, if they get appointed to our list, it's very unlikely for somebody to get called to another civil service department. They could go to a non-Ivil service department such as maybe like Middleton
or a Boxford or a Topsfield, a smaller department like that. Um, and they're not obligated. They're not employees. They've been vetted and we we have invested some time and money into them, but in the big scope of things, they're not actual employees. I guess that's the
right way to to word it. Um, they they aren't held by contract that you have to take the next job. But if they I I think there is a three refusal rule with civil service. So, if we asked them and they said no, for whatever reason, personal life could be anything. I think there's a three refusal rule and then they'd be removed from the list.
That makes sense. >> Thank you. >> Excellent. Um, questions from the public, please. >> Kevin Barrett, uh, like having 15% of your workforce injured at once seems uh, improbably high.
So I guess you know one of you guys considered gentle stretching before shifts I guess but but also what like what there's another layer to this like either the the benefit of being of being at work
doesn't outweigh the benefit of being sick the way you've structured your compensation or there's unhappiness or there's it's a union telling you that they don't really don't like something like there's another layer when 15% of your workforce is too too injured to come to work. And
I understand it's a physical job. >> I I would just respectfully disagree. Um if you review um across many communities, it's pretty it's it's pretty typical in the fire service and in particular, particularly as you get
lower staffing. Um I unfortunately have this experience from my previous position, which probably made this chief happy because I understood it. Right. So, you have lower staffing, people are being held over, they're working 24 hours at a time, they're more likely to get injured. It it is a snowball. Do we have Is there always a case where there
are people who are out longer than they should be? Of course, there is. Um, and that's one of the initiatives that the chief has asked to work with me, uh, labor council and, uh, HR to just do a little bit better job on following up on some of those. But I will say um right
now and I know across the region um when I was in Glster we were part of a emergency um response group and it is a topic it is a topic in every single department on the Northshore right now. is is constant and because we have it's so hard in and here we have these
contract out EMS but um the EMS professionals as well they're just we're not finding people to do the jobs takes longer to fill the spots have more vacancies have more holdovers >> our policies >> and I don't know if you want to add to
that but I um I do I do I hear what you're saying for sure and uh we are going to we're going going to spend some time on looking into some of them more particularly, but it's it's really not a surprise coming out of the um the industry in general. >> And I will touch on it just a little bit. >> Absolutely.
>> Um >> so these injuries, I know you mentioned like a union of people being unhappy. It's not that. These are legitimate injuries. This so some happen on duty, >> right? It's uh they're mostly orthopedic injuries to be honest with you. Um so people get have surgery, have something repaired, get back. It just takes some
time. understand that you also to come back to work as a firefighter, you have to pass HRD's job description, right? So the doctor has to sign off that they can do all these things without restriction. So that's a challenge. So So it does take a little longer to get people back >> and it's not like me going back to work where I have to go sit at sit at a
computer, right? >> Right. There is a difference. So a lot of times people think they're ready. They've gone through physical therapy. They they go see their doctor and they're like, "Okay, no, now you need six more weeks of work conditioning specific for your job." So it as as a department head, it's frustrating. Um, and we are taking steps to try to see
what we can do to expedite. Uh, but we do have two other people that are out injured now. I'm using the word injured, but they had they were injured on the outside. Not not at work, but legitimate. They can't work. They have physical restrictions and they cannot work. So, um, it's this year I I I take
it to be an anomaly. Um, I will tell you that in at least the past 10 years, we have not had a day without somebody out injured. Right. But it's but if you have one or two people out that's entirely different than having six or seven people out. >> So >> anybody else in the public?
>> Okay. I think Mike has one more. >> Yeah. I'm sorry. Uh Chief, one more question. Sure. On this uh line item. Uh the second item is uh there's $20,000 in there. It says out of range. >> Yep. >> What's out of range? >> So out of range is a typical shift for
us is firefighters. It's it's eight firefighters, three lieutenants, and a captain. So, there's contractual rules that and policies in place. If say the captain is out on vacation, some people bump up to the next grade. So, you can take a lieutenant, he can work out a
grade, he gets a stipen. Same thing for firefighters to lieutenants. >> I understand. Okay. All right. Thank you. >> Okay. Is that it for the public questions? Anybody else? Okay. Do I have a motion? >> So moved. Second. >> Have a second. Excellent. All in favor? I >> I opposed. Thank you very much, Chief.
>> Thank you so much. >> Thank you. Have a great day. >> All right. >> Madam Town Manager, we are moving on. >> Uh Aaron here somewhere. >> Okay. >> I saw them in the hallway. >> It's coming in this way. Coming in this way.
>> They're coming in this way. >> The whole team. >> We're going to need extra chairs for this team. How are you? >> Thank you, Chiefs. >> Absolutely. Okay. Land use and community services. Um
so, as you know, land use and community services is made up of five division budgets. um those five these five divisions that you see up here will take one vote and then the recreation um will take a separate vote. Um I want to thank
so our director is Aaron Henry. He'll be here to answer questions. He is joined with our veter veteran services director Kelly Reyes Texera, our health director Frank Talone, our planning director Brian Zeli, our senior and social services director Matt Mitchell and our
recreation director Dave Mountain. So, we've got it all here for you today if you have questions. Um, >> I think the things I want to highlight here, um, overall land, uh, as I call it, affectionately call it here, Lux is down
1.41%. Um, again, a reflection of everyone's, uh, willingness to chip in and work on this, um, on the budget this year. the the decline you see in inspectional services. This is one of the positions um that is not funded. It's an
administrative position that will not be funded in the upcoming in the FY27 budget currently vacant. Um veteran services. I want to highlight this because I want to make send a very clear message that we are not reducing services to veterans. Um this is one of
the other things you saw in my transmitt letter. Um we did uh and you'll hear it mostly from this team. We did an realignment of some of the cost um onto revolving funds. Uh I think the team here can can to dive more into that. It's an effort that Rodney's been leading with the team over the past
couple years and we were able to execute this year on um budgeting for those revolving funds and realigning costs with the uh revolving fund where the service comes from. So we're not this the veteran services well looks like veteran services down. This is the outreach coordinator who works with
veteran services and senior services. uh they're not reducing their services or their time with veterans or any of the above. We are just paying for them out of the revolving fund instead. So, I just want to make that clear. We're not reducing services there. Um we still have the director plus the outreach
coordinator. Um and then I will hand it over to Aaron. Actually, I'm going to go through planning. We'll start here. Inspectional services. I think we just did this one. Um, and again, this is one vote, but we can do questions as we go if people want
to do that. Um, the salary and wages is the administrative position. Um, and operating expenses, I'd have to turn to Aaron for that 2,000, but if you have any questions on inspectional services, happy to answer them. >> Okay,
>> yeah, looking at some of these um line items, you cut completely out things like vehicle maintenance and office equipment maintenance. Um, how are you going to get away with no vehicle maintenance and office equipment maintenance?
>> Good afternoon everybody. Uh, Aaron Henry, director of land use and community services. Um, that one essentially, if you looked over the last couple years of budget, uh, vehicle maintenance has been a line item in inspectional services since I've started. Um, we very rarely if ever have
had to tap into that. Generally speaking, the maintenance that we need for the building commissioner's vehicle has been light enough that DPW hasn't asked us to pay for that. And after a couple years of not touching it, this was a year where we decided that we
could make that uh jump. Office equipment is also, I think, part of a larger IT initiative to kind of bring some of those organizational enterprisewide costs into their budget as opposed to having it all peacemeal. >> Okay. All right. There's several others, but I
don't I need I don't need a believer. Thank you. >> Thank you. >> Also, >> yep, >> Mike. >> Um, yes. Um, so we're in inspectional service. Uh, we're down one person. Are we going to be okay with that? Is that what we said? We're down a person.
>> Yeah. There's a there's a vacant administrative position um that we're going to move that is not going to be funded this year. So, yeah. I mean, we're going to we're going to figure it out. I think there's also additional administrative staff and within land use and community services um that we can lean on as well and there may be some
moving and shuffling. So, we have a plan. >> Okay. And there's a travel allowance here. It says $10,800. Where are we going? >> Is it is a >> Those are a conference. There are several positions in that office that
have contractual uh they have a three inspectors that are part of a union that have a $3,600 a year uh travel stipend. Um so that's what that is. That's just a contractual obligation. >> Okay. And would they be going to like a training or something? >> They use their personal vehicles for a
lot of their uh the inspectors do the building. >> It's work in town. They're traveling without the own vehicle. >> I was thinking they're literally traveling away. >> Bermuda. Yeah. >> All right. Um, >> really? I want >> That's good. That's good. All right. Thank you for that. >> Yep.
>> Anything else? >> No. No. Thank you. You're welcome. D. >> Uh, just a quick question and I don't know. I see we have public health next, but the inspectional services has nothing to do with the inspection that happens. >> Not the health inspectors. Correct.
>> Thank you. >> Okay. Dan, >> where shall I ask my questions about future development and new growth tax dollars? >> You can ask him. I think here. >> Yeah, right. >> Ronnie Ronnie has we gave you the update
on quarter two. Um, yeah, we're happy to talk about it whenever. >> So, what what what do we see about future development, new building permits, potential new growth tax dollars over a threeyear plan, fiveyear plan?
What are you looking at? >> Um, well, I mean, again, our office, the planning office in particular, is, you know, I would say there's probably always five or six projects that are in the hopper where, you know, I'll call it pre-development activity. Um, maybe half
of those come to something. You know, we get we get a lot of calls about big projects and then they have to be told, well, that's not possible and what you're trying to pull off. Um but again I think u Miss Cahill has a larger initiative and that we're kind of in the infancy of talking about is trying to
coordinate better internally to understand the economic development what what project should we be going after because not every project we have lots of projects going but not every project will move the needle um and so we want to better calibrate kind of understand what it is that the projects that really
move the needle but I'll tell you right now we have probably three or four projects uh Uh, Maple Street has a couple that are going to be coming out. I think one is on the website now. I think one we're waiting for the application to come in. So, we probably have three or four significant projects.
>> Essex and Elm Street. >> Essex and Elm. Why am I blanking on where Essex? Oh, the bank on the corner. Um, they are approved. I think they were working out. Um, they got they received a special permit. They have not done
their site plan approval because the planning board the application was for 16. They were approved at 13. So they needed to go back and revise their plan set. >> Was that why they withdraw without prejudice? >> They just they just
>> Okay. So they've just withdrawn. In theory that special is still out there, but I don't know where they are with their I know they had to redo and they were doing a land transaction between so not quite sure what's happening behind the scenes. So, um I under the
impression talking with my bank friends that banks are backing off on business and investment loans. I had a business we tried to get a loan line of credit and we told we can have a line of credit for one year and then we got to pay it
back. So, what good is that? So, I understand the banks are retrenching. How will that affect future developments? If I knew that, I would sadly I would probably >> put some money on >> be working somewhere else doing
something else on a Saturday afternoon. >> My point is the business climate is changing >> absolutely >> before our eyes >> and if development ceases for a year or two and we don't have the new growth
>> will really be up against it. not being able to raise additional funds. >> Our hope would be and we've talked about this for a number of years, but other things have come up prior other priorities have come up that have kind of kept this thing from making it to the front burner. But again, we would like
to be talking about and we pursued some grant opportunities last year that we weren't successful on. We'd like to talk in more depth with the community about the Endicott Street corridor and opportunities there. As you point out though, I will tell you like the commercial office market is cratered
right now. Um, so we're going to have to have a conversation about how much housing do you want to permit the private sector to pursue in some of our traditionally commercial zones because that's basically the only way you're going to be making money commercially right now. And that again is something
we want to be very sensitive to and calibrate very carefully because if we give away the commercial land for residential, it's probably never coming back to the commercial side of the ledger. But you also have to get the new growth in. So it's a little bit of a
balancing act and that's something again we have a plan to talk more about. We have an application in right now um to the regional planning agency uh the metropolitan area planning council to try to pursue a grant to talk to the community about a visioning process for that. Um but we're not there yet.
>> And if I may, Madam Chair, just some of the things I wanted to point out on this. So um we shared with you the quarter 2 update and kind of how how this um continuum of the investment in the community goes. So, in the quarter 2 update, you'll see that the revenue from
licensing and permits is about a million dollars over um expectations. Ronnie can tell you the three specific ones if I get them wrong, but these were building permits that were pulled. Um those building permits, right? So, we got revenue here on those and then we'll get revenue on the growth side once the
project is done. So, something that we as a team are spending a lot more time on. in Maple Street. >> Can't control the >> is really um slow in developing the old hardware store. >> Yes. >> How does that affect our planning? >> How does it affect our planning?
>> Yeah, >> it's unfortunate because we permitted it almost two years ago now and we wish that they were done. They did what we asked them to do regarding the street work that we were doing and we kind of assumed that that would let them kind of follow suit with their project. But
unfortunately that uh that owner is not able to get the financing or that's the last thing we heard was that he was having some liquidity issues with uh getting out money out of the bank >> which confirms what I perceive out there. Yeah, >> we do have a couple of projects in the
hopper that appear to be, you know, that they're going to follow through with construction, but you know, that's kind of out of our control. All we can do is set the table and hope that someone comes to dinner. >> Let's welcome them. >> Yeah. >> Food.
>> Thank you, Aaron. Appreciate it. >> Thank you, Mr. Bennett. >> Excellent. Um, question. Did I ask you? I've lost my >> I did. Okay. >> You went through everyone on inspectional except for yourself. All right. Myself now. >> Before we move away, you had good points. You set the table, invite them
to dinner. >> Has this board ever considered tax incentives >> for new businesses? We provided one years ago, >> many, many years ago. I'm going to lose track. >> Sell single, >> sell signaling, and it worked out wonderfully for us. >> Is that a discussion the board should
have or >> should having about offering the right tax incentives for certain industries? Would it just be like initial tax except or like multi? >> It depends. It's something we can be that can be structured. In the event of
sell signaling, they needed us to make a uh they need us to approve the opportunity for for a tiff. We didn't have to do it. They needed to go get state funding, but they needed town to indicate they would support it if necessary. I'm not opposed to necessarily doing that for the right
industry to come to town, the right commercialization to come to town in the right part of town. >> So, is this something we should work or we should talk to the >> Yeah, through the town manager. I I I would be working on that. I have a lot of experience with TIFFs. Um, and again, the increment financing at the local
level is usually minimal, but we would do all that analysis or our assessing office to and we'd present that. We do all that analysis, but what they're really accessing is state tax incentives, right? Um but again >> we can make it easy for them if this Sylvania plant could be refilled.
>> Again there's nothing to do now but that's part of the the discussion. Um if we saw a large new industry coming in there's a there's requirements about job creation that's included in it. So it's it's multi. >> Would it be help would it be healthy for us to consider doing the investigation now independent
of having someone who's asking for it? >> It has to be specific to someone who's asking for it. >> Okay. >> Yep. Good thought. Good thought. So, we couldn't advertise that. >> I mean, we can advertise that. We're we're open to the discussion, but um but again, it's very specific. So, um I'm
happy we can actually anytime we want to do a training, we can have somebody come and do a training at a select board on tax incentive financing. I'd be happy to bring someone in. >> Yeah. Good. Any any questions from the public? >> Yeah. >> Okay. Bill, go up. Yes, please.
>> I am Bill McKenzie, Preason 3. One of the biggest problems in construction today is the cost and we have regulations that come out of the state Massachusetts. They they regulate us. These guys that want to do what they want to do in Dan
Square. There's so much regulations that it's not worth it to them. That's my my opinion. >> Anybody else? Kevin, please. I guess this kind of cuts across land use and community services. So, not specific to inspectional services, but
as a part of our permitting, uh there are a number of mitigation fees, right? Traffic mitigation, water mitigation, we got a we're we're well mitigated. Uh so, right right now though, we don't we don't specifically have a revolving fund set up for that.
Say the traffic mitigation. So, as developers pay this mitigation fee, um, where's the money going and do we have a a a plan to spend it at some point or at least put it into a revolving account where it could be
spent? And my concern is, right, without that, you're not passing the the Emerson College fee test, right? You're just collecting a general revenue. The fee is not tied to anything you're actually doing. >> Good question. >> Sure. So Aaron and I have done work on
this um and we have the number. I think it's roughly $25,000 we've collected in traffic mitigation. It wouldn't be a revolving fund is continual money in money out. So you wouldn't set up a revolving fund for again those 25 represents three projects over three years. So again, it doesn't meet the smell test of a revolving fund. That
said, it closes out to free cash. It's marked separately in our free cash even though all free cash is for general use. We have a separate spreadsheet which marks that that money and I think in this next warrant we'll have an appropriation will go into again I think the plan right now is to include it in the downtown improvement fund but
essentially it's it's a little bit clunky but shortterm that's the best mechanism to do it is it comes into free cash we earmark it as this is what it was paid for this is what it's used for and then we appropriate it out into whatever purpose we need to use it for. Yeah, I >> Yeah, sure. Sorry.
>> And just to be clear, that the bylaw was approved by the attorney general's office. So, again, it's that was vetted. Um, and as Rodney said, we're going to be looking to move some of those cash uh some of that cash into the downtown fund. Um, I do feel it passes the
Emerson test. Um, and we're looking to to do a um traffic and circulation study for downtown with that money. Again, that's not going to be enough to do a full study, but that should be enough to provide us a match for a grant opportunity that we're pursuing to do a
traffic and circulation project downtown. >> Excellent. Anybody else? Go ahead, Coley. >> Coley, Ray, Bicki, town meeting member, precinct 5. Um, select board member Bennett asked a good
question at the last select board meeting to ask the town manager the status of I think what was going on at the site of the former Murphy's Fruit Market if I'm not mistaken as to what was going on there. And as I've gone through the square over the last few
months, I've got questions about what's going on with a lot of that property. And we heard just heard what the status is of the uh former Bay Bank building as I call it. that's got the dentist there uh right by town hall across the street. But you know, I've been watching
intently some of the zoning board meetings on that. And I'm very much if you watch what happened with that property, the town zoning said they could put 13 in. They came in and asked if they could put 16 in. And ever since
that point in time, they've been crying poverty because they didn't get their three extra units. And I'm watching that going, you knew what you could build there. Why you crying at the town because you didn't get your three extra units? You know what you could put there
legally? Um, you got approveof what could put there legally and they're whining about the three other units. So, I'll leave that property alone. My next property that I come up to is Maple Square. That project's been open for a year right now, and
that place looks empty to me. And I'm hearing numbers that around maybe 50 units are rented in there. >> That's inaccurate. If I might, I spoke to the uh building uh manager, on-site building manager last week for a effort that the Davis accessibility commission
is uh asking to partner with them. They are as of last Monday 93% occupancy right now. 91 92 or 93% occupancy. The unoccupied um apartments are those under the
affordable statute. Um they have 60% occupancy for those, but that's because of the strident um conditions for which renters have to comply by the state. They're at 92% occupancy right now. I I
would beg to differ with you and if I could ask the town if they could tell us how many electric bills you're issuing to that building to tell us. I can't tell you today but same the reports I mean Aaron had just we talked about this the other day is there 90 similar three open units
I think >> I think it's three I mean in general >> okay I heard >> that's 100% occupied at this point >> the commercial spaces are not but I'm saying the residential >> I mean I think just I mean we can spend
as much time as you want on this although we are now officially like three hours behind I'll move on >> or I will say that we also the permitting update is up um is always up on the website and it's provided to the select board um through the department. If you want if you have questions about specific projects, I really request that
we do that via email or something otherwise we will be here till midnight tonight. But I'm happy to answer them. I'm not trying to avoid the questions. I just >> I think there's a lot of questions about what's going on down. >> Yeah. So those again check the before you ask questions, make sure you read the permitting updates because that includes they're very thorough. If you
have specific questions, send emails um to the plan. Chill. To to my point, >> Danver's hardware has been permitted for a while and nothing's going on there. >> Understood. >> Okay. >> So, the permitting >> thing will not answer the question.
>> Yeah. Email the town manager. >> Okay. >> All right. Thank you. >> And and sometimes it we may or may not have the information, you know, if it's a private >> issue. Yeah. >> Anybody else with questions? Oh, >> just real quick, can you I'm still not
comfortable. I don't understand the 26% uh decrease in veteran services. Um how did you do that? >> I'm sorry. 17% 17.4, but it's it's um there's only 2.4 people in
>> Bill. If your bill, we didn't get to veterans yet. We just did a quick overview. We're gonna We're gonna do inspectional health. No, we'll we'll absolutely answer the question. Absolutely. We'll answer the question. >> Yeah, we're gonna go to health next, right? >> Okay. We ready? >> Okay. Yeah. >> Okay. >> All right. Let's go to health. Thank you. >> Um there's not much not much to see
here, so I don't know whe um that we need to spend much time on this. Um the total budget increase is less than 2%. >> Okay. Questions? >> No questions. >> No, no questions. >> Mike, >> just one question. Um, do we have an
animal control person or entity that we use in case somebody gets bitten by a dog? >> We do. >> We do. >> We do. >> We do. >> Yeah. >> Oh, yeah. Um, we have um a husband wife team that does a bunch uh they serve
several regional uh communities. Um, and so whenever the police have an incident, they usually call Kevin Bev and um they help us out with all that. They also do the barn book which is if you keep chickens, if you have a horse, anything else. So they they're responsible for
all of that and that's overseen by Frank >> and they'll they'll hold a dog for that time period if it bites somebody. >> Yeah, they admit usually we don't hold the dog when they're in quarantine. That's usually the dog owner has to quarantine the dog at their facility. Occasionally we have a stray or
something that we have to house. Usually uh Danver's Animal Hospital is our usual go-to. Okay. All right. Yep. Thank you. >> Okay. Thanks. >> Okay. Where else? Uh anybody from the public? >> Okay. We're going to move on to
planning, >> planning and economic development. Um again, salary and wages. You'll see those are contractual. This is the operating expenses. Um this is where we were talking about I was talking about earlier that the budget reflects um an increase in operating costs. One is the
economic development and grant matching matching funds. This is that strategy we've been talking about. I think it's in the consulting line item. Um, this is this is the room we need to be able to set the table to put it in the terms we've been talking about. This is where
we need to be able to be agile. If we were able to get a grant to do the visioning for Endicott Street Corridor, sometimes that requires a match. We need especially in town government up. I'm learning we need to have some agility to be able to purs pursue that grant and
have a match available. And um this would come out of that line item. Um if we were to go down uh the road with if there was a large development coming in or a large industry that we were trying to recruit and we needed some additional consulting services, this is where it
would be. So um I think over in the past um they've used this on and off and again if we if we it's not something we will use frivolously we will be very um diligent about it and if we don't end up spending it um it will we'll go back to the bottom line and I think we increased
it to 25 or 30 >> to 30 >> to 30 um and then the other increase in the operating is goes back to um the other budget goal which is professional development, retention and um of staff um the other one is uh staff in their
department who are pursuing higher education. >> Okay, questions. D >> no questions. >> All set. >> Mike, >> no. No questions. >> No questions. >> No questions for me. Anybody from the public, please? >> Okay. No questions. >> Motion to approve. >> Oh, we're going to do them all together.
I'm sorry. >> Yep. That's okay. We're going to go to senior >> senior and social services and social services next. Um so here this is one of the places that um and if Matt I don't know if Matt wants to talk a little bit about or Aaron wants to talk a little bit about the work we did related to the revolving funds. Um and both senior
services they have two revolving funds the um Danvers Council on Aging revolving fund and the transportation revolving fund. Um and then in recreation you'll see this too. Um we did some work realigning expenses and and better use of the revolving funds.
For time's sake, we have queued up Matt, but we'll leave it to you if you how much detail you want in this. >> Okay. Dan, do you have any questions? >> Speak to the transportation a little bit. >> Hand it up to you guys. >> What would you like? >> Right. Thank you. >> Good afternoon. Uh, so for the
transportation, you're talking about the vehicle maintenance. Um, so it was one where we looked at the costs that we have for the last three fiscal years and we realized it was something that we could cover through the transportation revolving accounts. Uh, it varies from year to year. So it's rather
unpredictable in some ways. Um, but to better align some of the staffing commitments that we have, we felt like this was a good opportunity to move that onto the revolving side. >> And did that use some of the money that we get from the state for Ubers? >> Yes. Yeah. So in the transportation
revolving account is the TNC money, the transportation network company um money and >> TNT. Is that what you >> TNC? >> TNC. Thank you. >> All right. Thank you. >> Yeah. >> D, do you have any questions? >> Yeah. And I don't know if it's probably on the capital improvement. There were
some issues uh with some repairs at the senior center. Uh >> the heat and things like that. Uh has that been resolved? >> That has been resolved. Yes, we have had heat for quite some time. We had um maybe about a week or two, maybe a
little bit more. Uh but it was just a matter of the uh contractors trying to figure out what the ultimate fix was. Um but we have been fixed. >> Okay. And we have AC in the summer. >> Yes, we do. >> Okay. Thank you. >> That's the anticipation. >> Great questions. Mike, >> uh hi. Just one question. How many
employees work in in this department? >> Um full-time staff, we have about six or seven. Uh and part-time we probably have an additional uh 14. Uh and that's van drivers, our social seniors program, and
then admin uh administrative stuff. >> Okay. Thank you. >> Yep. >> Got >> no questions. Thank you. >> All right. And now we're going to Thank you. Anybody from the public? >> Okay. With that being said, we're going to move over to veteran services. >> So, and I will answer your question
here, Mr. Bates, just in more detail. Hold on. Um, and if I can just put a plug in for the senior center, I know this every time they come up. It is the most fun place in the entire town of Dampers. It is always got something going on. The services they offer are incredible. The fact that we are able to
have transportation for non-medical appointments and things like that is is truly um amazing for a community to be able to provide that. You'll hear me say the same thing about our recck services. Um, this is the heart and soul of a community and we we love we're thrilled that we can still be here for our
seniors and our veterans. But so I want to um so we were just talking about the revolving accounts in the senior um center. So there's a full-time employee, an outreach coordinator who works for both and works essentially operates under both veteran services and senior
services. Um most of the veterans we service are senior citizens at this point. So we were able to take the portion of her pay that was paid out of um salaries and wages here. So, the portion of her pay, that 29,74
is now being paid out of the um revolving fund, the senior's revolving fund, which you guys will see at town meeting when you um when you uh approve the authorize the fund, this sorry, how much it can spend.
So, that's so I just I mean I really and Kelly knows this. We all talked about this as a team. I was like, we can't have a budget that looks like this. everyone. I don't I I understand what this says to say to people. So, I want to make sure people in the room are confident and and clear in in what we're doing. We are not decreasing our
services to veterans in any way. And for those who aren't going yet, go to the Operation Troop Support dinner, anniversary dinner tomorrow. I'll be there with my dad. Um and then I don't know if there's anything else on this. Did that answer your question, Mr. Bates? >> It did. Thank you. >> Okay. >> Okay. Got any questions?
>> No questions. >> Mike, >> no questions. D, >> no questions. All set. >> Okay. Anybody from the public? >> Okay. >> There's time for the motion. >> There's time for the motion. Not >> yet. >> Oh, no. I'm veteran services. >> Not voting on recreation separate. >> Um, are we going to do No, we're going
to do recreation separate. So, we'll do one vote for inspection of health approve. >> Yep. Senior >> land use community service, inspectional services, health planning, senior social services, and veteran service. >> Do I have a second? >> Second motion. >> All in favor?
>> I opposed. Excellent. Now we'll go to recreation. >> Okay. Let's see. So recreation um also one of this is the other revolving funds. So recreation has two revolving funds. They have the childcare rev revolving fund and the recreation revolving fund. The recreation revolving
fund is established under uh a mass general law and has very specific requirements. Um they are doing an incredible amount of work. Um cheers to Dave Mountain and his team um who are doing incredible amount of work about looking at how we use that funding, what it comes in for, and how we can better
support um our recreational opportunities. The other one is the child care revolving fund um that right now the childcare operation um lost my notes. Um is about over a million dollar um endeavor. Uh they're spending more of
with that. Obviously, it takes more management um oversight. So, what we did here is move a portion of the recreation director and a portion of the assistant director from recreation into the child care revolving fund account. So, again,
that's not a staff reduction. It's just a re a re realignment of uh resources into a revolving account. Um and I'm sure like Dave's here if you want to talk anything further about that. Um, and I think the only other thing I want
to two things I want to highlight here, we have a very healthy um balance in both childare and recreation revolving funds. And similar to when you heard us talk about um waterways fees, so we're really trying to align user fees with
the services that um that they use. So if the if people are paying for child care, make sure that that money is going to pay for the oversight and management of the childare program. So that's the short version if you have any questions. >> Excellent. Dan, questions? >> Um
>> D, >> what is the child care? Can you >> fun club? >> That's our fun club program. >> So we do after school programming through all five elementary schools. Dave can probably give you if we had more time. Dave, we do the full history
of the childcare fun. >> Okay. Okay. So it's the fun club. >> Yeah. Yeah. So >> I thought maybe we had like a child care center. No, not a daycare center. That's for our after school fun club at the five elementaryaries. Not yet. Not yet. Not yet. >> Thank you. >> It's the keep those kids busy. Like you
said, the youth center, right? >> Uh yeah, that will be a conversation for another day. How do we keep our kids busy? >> Um yeah, I realize that. So we So this recreation covers the harbor master and and and uh
a number of things, doesn't it? >> Natural resources. Yes. because we have uh what $900,000 in uh labor costs, right? Um >> so it's recreation and the harbor cost and uh I'm sorry, what else?
>> So Endicott Park, all natural resources >> and and the car park. Okay. All right. So there's a lot of employees there. >> Yeah. And um and like as Rodney said um between child care and wreck programs, you'll see some of their part-time salaries for wreck will be in the wreck revolving fund.
>> I mean they can answer the over when you're fully staffed in the summer. I I don't know how many employees you have, but I can imagine it's a lot >> between part is David Mountain recreation director. The question Jill, >> how many employees do you have total in recreation
>> tax supported? Eight full-time. Um and seasonal part-time depending on the time of the year could have 30 to 40 on the tax supported typically um high school and college kids mainly residents of Danvers most of the time. Uh on the non-t taxup supported same
thing um eight full-time staff and it can go depending on the time of the year especially the summer we could be close to probably 70 employees out of that that that number >> and those are subcontractors is that what they are >> temporary part-time temporary staff
>> temporary okay >> and when he says non-t taxported that he means revolving funds >> okay >> childcare or recreation >> okay so there's a lot of people there Excuse me. >> Donna, questions? >> Uh, no. One of the things that I always
applaud the rec department is it's one of the one of the departments that by its nature makes money for the town and actually is a profitbased system. My children all went through the parks program thankful for it. Um, and then ended up working for her as many pe
many of your many people's kids did. Um, so, uh, I want to thank you for running such, uh, great programs. I know earlier, not earlier, earlier in the week when you're here and talking about, well, what about kids and after school and so on and so forth. I think the rec
department fills the uh, slot wonderfully for the summer for providing the opportunity for kids during the summer to engage. >> Um, idle hands, the devil's play thing. So, I'm very happy for the work that you do all all year long. Um, and I will echo the uh sentiment of someone who
goes to the wreck uh department concerts. We need to trim the trees. So, >> so, >> but uh other than that, I I thank you for and all the people for their hard work. Thank you. Thank you. >> Thank you. Uh, Dave, you're in a great department. Thank you. Thank you for
what you do. Anybody from the public have any questions? Kevin. >> So, I I I want to say thank Steve Bartha long ago for introducing Emerson and uh we just get to keep talking about what I'm getting into. >> So, no. So, I I couldn't agree more,
right? These are supposed to be revenue neutral. We're not supposed to be transferring money out of revolving accounts that were paid for with fees because my child care that I pay for is only supposed to only pay for my childare, right? Okay. Um,
sounds like we're getting there, which is great. I just just a question for Rodney, I guess. As we're transferring people over to the revolving fund, which sounds great. We're transferring all their fringe, right? the cost of contributing to their pension, the cost of their health care, all that stuff goes with the salary. It's my
understanding. >> Generally with its full staff that we do that it would be an aortionment. So it's something we haven't finalize the details depending on the approval of the budget, but generally speaking, whatever portion of your salary is going against the revolving fund, the portion of your benefits would too. So that's generally
how we do it. >> So that hasn't been done yet, right? So, so the number, so the numbers that we've seen for pension cost, healthcare, they might look slightly better as you transition people to revolving fund. >> Yeah. So, it would be a position and a half. So, yeah, >> one out of here and then one out of
>> veterans/ seniors and >> maybe we find a couple more somewhere. >> Yeah, absolutely. >> Okay, >> awesome. Thanks. Yeah, I do want to just add so for clarification that the recre revolving fund does not by master law, we cannot um charge full-time salaries or benefits
to the the using the law that it was established under. >> So, this is just for the child care. We're proposing charging some of Dave and Nick's salary to child care and that same aortionment we would apply to their benefits as well, >> I guess. Do you have what you need under that?
>> Go back up, Kevin. Go so everybody can hear. Yeah. Sorry. Oh, I didn't mean to be I'm not being pushy. Sorry. >> That bylaw to me want to hear that bylaw to me even though it's allowable like it's always struck me that it would be a little clearer, a little better if it specified that capital items related to
the service are allowable um under that revolving fund also. So like if you're running for the childcare revolving fund, you could purchase playground equipment, right? Um, and so like it's arguable right now, but like it would be it'd be a lot cleaner if you just tweaked the language of that bylaw
to me. >> I mean, I think we can under the current Mass General law, but yeah, next time we update the bylaw, cleaning that up, I think, is a good idea. Absolutely. >> Anybody else? >> Bill Brad Street. >> Is this fine?
>> No. >> You always tell him to sit closer and you keep making me laugh. You're going to the back. This is the last of my questions. >> I think you're on five. >> Clear through. FY29 is the next time you can ask a question.
>> He's already gotten them. I get the timer. >> As a Bill Brass member precinct one Pope's Landing. I remember when it used to be a lumber yard. That's how long ago
down there it's a nice parking lot. There were some nice trees. It's I like to go down with my wife and watch the tide go in and out. Some of the trees need some work and I've asked before, but I still would
like to see a nice evergreen down there >> with solar powered lights to accentuate that area seasonally. And I say solar because shouldn't whatever the kids would cut the cords or
steal the bulbs if that if that's possible. >> Yes. He would like a Christmas tree. >> Okay. >> We're working on we're working on it. >> That's all I want to hear. >> Anybody else? Okay. Do I have a motion? >> Motion to approve. >> Do I have a second?
>> Second. >> All in favor? >> I opposed. >> Mr. Colby. >> Hey, we'll go to information technology. >> Kobe is anyone >> behind you? >> Right behind me. There he is. All right. Thank you, Lu team. Oh, >> look. >> Thank you. We're going to run. Thank you.
>> I know. I'm calling. I'm We're moving along now. >> Thank you guys all so much. >> Thank you. Thank you guys for being here. >> Bye. Thank you. >> All right. Thank you, Frank. Nice to see you. All right. Information technology. Let's go. Um, okay. So, back to the
beginning, too. Like I um had told you before, the kind of the themes you're going to hear is where we reallocated or realigned um cost with um uh um revenue streams outside of the levy. Um where we had to make staffing cuts and um the
other places that we have to continue to work on are operational efficiencies um and um in uh spurring economic development and new commercial growth. So we'll we'll put that aside since those guys left and this is where so KBY is my partner in
crime on this uh initiative that we're launching related to um innovation and efficiencies and I know my understanding is the board and I think member Bennett in particular has had some questions about where we can find these in the past. So this is a budget and I um I
will also say this is a budget where in better times uh IT technology should be the everinccreasing budget. um in modern times they are the DPW of the future for municipalities. Um but within the constraints we have um
I think we are being very conservative and precise on what we're looking for and again um Colby like the other senior managers um and he's going to tag team with Nick Naven on some of this work. um really we have the opportunity to find some
efficiencies within the our operations and save some money so that we're able to pursue some of the um other opportunities that we want to we want to dive into. So I will let Colobby dive into these bolts uh a little bit more deeply, but operating expenses increase
is related to contractual obligations. This is um less employee contracts and more um service contracts as they go up over time um and realigning operating costs. This is some things that the investments that have gone um in the that were either like an initial
investment was made through warrant and now the oper we have to bring that cost and align align it with the operating budget and the cyber security that's actually you'll see a new line item. It's not um it's not necessarily a new a new cost. It is we put cyber security into its own line item. So it can we can
better track it. And I don't know if you want to add Colobby or if you guys want to go straight to questions. >> Colobe, you want to get up there? Um >> start with um >> I'll get up Kobe Cousins IT department. Um but that was a great overview. So happy to take any questions you have.
>> Thank you. Mike. >> Oh me. Okay. Um yes. Uh Colobby, uh if you can educate me. Uh software maintenance and computer maintenance are over $500,000. >> Um
>> yeah, what's the difference? >> Well, computers are generally hardware. Computer maintenance is generally hardware. >> Yeah. >> And and then software as it indicates is is software. Um in the hardware allocation,
uh there's a lot of critical infrastructure. So, communications infrastructure like um switching and routing and firewalls and things like that. And um this budget also contains um school infrastructure funding, school
IT infrastructure funding as well. So, you're seeing some of the the school funding represented in here. >> Okay. All right. And is that like include the monthly subscriptions to items or is that part of that or is that different?
>> Um some of our hardware we're starting to see. So that's a good point. Um we're seeing in the industry a lot of uh things that were previously capital expenses. They're becoming more operational, more subscription services,
that type of thing. So we do have some hardware as a service. Um, and we're expecting to see more of that over time. Yes. >> So costs would go up on that as as we go.
>> I would we're seeing hardware costs go up a lot because of the um the shortage of rare earth materials to make computer chips on the market right now. So we've we've seen anything with computer chips in it go up about 20% over the last year
or so. Okay. Okay. All right. That's all I have. Thank you, >> D. >> Yeah. Thank you. Um, cyber security. >> Yes. >> So, are we expecting something or are we
upgrading a system or what is >> uh No, we're just recategorizing. So, previously a lot of that funding was under either the software maintenance or the computer maintenance line items. So, um we're just trying to characterize it
a little better. Um I know the those two line items can be a little vague. Um and a lot of it goes towards cyber security. So, um, we felt that the the spending on cyber security was significant enough to
warrant its own line item and the transparency that comes with it, uh, for you folks. >> Okay. >> If I may, Madam Chair, I just want to add to the cyber security initiatives. Um, one are required, many of them are required by our insurance company. Um,
and so being able to report out to them what we're doing is really critically important. Um, and I'm I I won't get into the details, but um, as you've seen with some of our neighbors, uh, it's more it's a it's a wise investment out front. >> Cyber attacks >> instead of cyber attacks. Municipalities
are unfortunately um an area that the cyber criminals like to attack and it can be very expensive for the community. >> Criminals. >> Yeah. >> And he's he's knows way more. So if you have more questions, >> but that's something that we already
had. So, so we just we so if you was already included in the software maintenance and the computer maintenance which went down by like I don't know 27,000 28,000 uh but then we increasing it to 95,000.
I just want to see like what >> Yeah. So there's two um there's two major cost drivers there. um our enterprise backup solution. Um we had a three-year licensing deal on that that
expired. Um so now we need to cover the annual cost of licensing. So we're putting that in the operating budget uh or that's in this request. And also uh one of the products we used to make our data center more efficient. Same thing.
We had a multi-year deal on that and it's up for renewal and we'd like to move to just funding it annually. >> Okay. Um and and it's probably not reflected on this page, but you
presented before we actually get some revenue based on some of the work that you and your team do, right? >> Correct. Yes. Um that's not really reflected in this budget. However, you'll um you'll see that reflected in the capital budget. >> Oh, okay. Okay. Thank you.
>> Yep. >> Thank you, Dan. >> Thank you. Uh will we see a decrease in warrant article requests for it? >> Um there may be some adjustment in the warrant article request, but there are a
number of factors that go into that request. Um there's some school funding in there, library funding. Um and there's a you'll probably see another warrant article this year to address some um
door access security for the schools as well. >> So this pretty much the same as before >> probably. Yeah. >> All right. Thank you. >> Um Donna, >> sure. Um the other big budget jump was telephone. When are we going to start
going to IP telephones? I I realize we have some essential services that should stay on analog >> because Bill's still got his rotary phone >> and you know, but then for security purposes, I'm joking, Bill. For security purposes, um you know, we're going to
want hard lines to to to certain services, >> but why don't we go to a team's phone or to a IP overIP phone system that would potentially save us money? And I asked this knowing that we embrace new technology slowly. We still got fire
pull boxes all over the place. But >> yeah, so good question. Thank you. Um, we actually requested an allocation last year to do a project like you're like you mentioned and uh we're in the final throws of it now. So we consolidated
seven phone systems from uh throughout town into one cloud system. Um, and we added managed services to help us support that. So, it's about costneutral. You see a a little bit of an increase in our line item that comes
from um the way we're allocating between town schools and electric. Um, but generally that's a that was a costneutral project. Okay. >> Um, and it consolidated those seven systems into one single. So, I'll accept the Bill Brad Street answer is you're
working on it. >> Correct. >> We're almost done with it. And this is almost done. This was a $19,000 savings in the police budget >> was this project. >> Very good. >> Um maybe don't ask Madam Clerk how she likes her new phone, though. >> She's getting used to it. Stop by. We'll talk about it.
>> Are you good? Got it. >> Thank you. I am all set. Thanks. >> All right. Questions from the public? >> Anybody going? Oh, please go up. Uh height town meeting uh precinct 4. Uh you I know we rolled out the the phone
system this past uh spring. I know there was some hiccups at least with the school. Did everything go all right with that? Do we expect to see a cost saving in the past? And to um Tra's point of going to the IP um at work, we switched over to Zoom phone and stuff and it I
personally hate it. So I don't know what >> planning. So don't ask that meaning. >> Thank you. Good question. Um the the primary savings we'll see uh is in the capital budget. So we know we no longer
have um a lot of the equipment on premise that we had to maintain and refresh previously. So it's just a subscription fee annually now includes all of our phone service and the system itself. Um the only capital expense we
really have left is replacing handsets um every 5 years or so. Uh but we don't have to replace the backend servers. That's around a $200,000 capital savings every 5 years or so. >> Good. That's good news. Excellent. Okay.
So, anybody else? >> All right. Do I have a motion? >> No moved. >> Second. >> Second. >> All in favor? >> I >> I opposed. Thank you. Thank you very much. >> Thank you. >> Thank you. >> Have a great day. >> I'm going to take a break and let Rodney run for a while.
>> Okay, let's go with counting. >> Thank you. Thank you, Colby. So now we'll talk about the administration finance budgets as well as talk about debt and retirement. First up is accounting. Um salary and wages increase again due to contractual obligations and literally a
level fund on the operating expenses. Happy to take any questions. >> Okay. Gina, >> no I don't have any questions. >> Um Dan, >> sorry. Accounting. I had no questions on
accounting. >> Okay. >> No questions. >> Mike, uh, just one question. Is that auditing services of 34,000 we just saw the other night? >> Yep. That's CBIZ. Yep. >> Was that 34,000?
>> Not for that performance though. It's more than 34,000, but it's for a year's worth of work. >> All right. All right. Thank you. That's all. >> Yeah, that was probably going to be my question, too. Thank you. Um any questions from the public? Please go up. Caller Iiki town meeting member precinct
5. Um I need to shake the HR world. I've gotten involved in I do have an undergraduate degree in accounting from Boston College. So here comes my audit question, Rodney. Um, select board member Bennett asked a good question about um, the legal bill. Um,
with respect to the firm that does our auditing, I think I watched at the last meeting when he gave a report that he's been here for a while through the three different firms. But if we've had the same guy for a while, uh, does it make sense every now and then to switch that
up so you have a different set of eyes on the books? So as part of so first of all the actual fields people on the ground change over consistently. Okay. >> Um and as he mentioned on that we actually went out to RFP this past spring. >> Okay. >> And for both cost and performance
reasons it was recommended to stay with what has now become CBiz. But okay. >> So that was the first time in my time here that we even went out to RFP. Oh wow. For auditing services. We got three responses. One was not capable of doing the job. The other one was prohibitively more expensive and didn't have the bandwidth to handle the intricacies
because again not just the town audit, >> they audit electric, they audit retirement, they do the school and the airport. So you want a firm that is versed in all those and how they interplay with each other to be able to audit all our books. So yeah, but yeah, it's a good question. We did go out to RFP last spring. >> Thanks. Good to know. Absolutely.
>> Excellent. Any other questions? >> Okay. Do I have a motion? >> So moved. >> Do I have a second? >> Second. All in favor? I >> I Thank you. >> All right, we're going to go to assessing. >> Next, we'll go to assessing. >> The closest to a zero budget, you're
going to find $97 decrease. Um, we offered at senior management to all pitch in the 97 for John in cash, but he's >> you'll see a decrease in salary and wages. That's we had some turnover, so our longtime assistant assessor Dave Saunders retired last year. Um, Cory
Sanders took his role. um a little bit further down in the grade and then subsequently the position that she vacated was filled again at a few steps lower on the grade. So net result is a slight drop in salary wages and a slight increase in operating and John Leel is
here to answer any questions. >> Thank you. Um Ja, >> I don't have any questions. >> Mike, >> uh just one quick question. Uh so it looks like we routinely have uh use consulting services.
Uh what do they consult us on? Um John the Bell, chief assessor. Um the consulting services is mostly for a lot of the commercial valuation that I get assisted with. um specifically
um like uh the uh national grid with the gas pipelines, that sort of thing. The overhead power lines that aren't Danver's electric, that sort of thing. I don't know how to value that. >> Okay. >> So, uh there's that and then they help out with some of the commercial
industrial valuation. I do a lot of it, but they help out with that as well. >> Okay. Thank you. >> Y >> no questions. Thank you, >> Dan. Um all set on assessing. >> So I had a question too about the consulting too. Is it do you go to do
you reach out to appraisers you know for values >> for a commercial appraiser >> for commercial or residential too? >> It it's a different we do mass appraisal which is a lot different than >> mass appraisal. Okay. >> Mass appraisal. So we're we're valuing all the property at once. We're not looking at individual properties,
>> right? >> Because there's 10,000 of them. So it's a little bit different than what a bank appraiser would do. >> Okay. Great. Um, anybody from the public have a Thank you. Please go up. >> So, looking at the this has puzzled me
for a while. Looking at the minutes from the board of assessors meetings, they go into executive session every meeting. Uh, I don't see like the one of the listed exceptions of why an executive session is needed. I don't see a record of a roll call vote. What what what is
what is the secret sauce that happens in the board of assessors that must be kept from the public? >> Uh most of those are abatement meetings, but we're talking about abatements on specific properties and exemptions. Uh those aren't aren't open to public comment.
>> What what what's your exception under the open meeting law? >> It Yeah, I I again I'm not familiar with this issues first. I'm happy to talk to town council on what specific exemption we're using. >> Yep. Anybody else?
Okay. Do I have a motion? >> So moved. >> Do I have a second? >> Second. >> All in favor? >> I oppose. Thank you very much. >> We'll move on to the treasurer collector. >> All right. Next, we have our treasure collector b uh budget.
>> Jill Summit is here. Our treasur collector uh operating expense reduction due to a decrease in bill printing line. So if you remember last year we had a pretty large increase well large for this operating budget increase in printing as we were informed that there'd be a fee increase by our current
um bill printer and mailer. Uh we pushed back on that specifically Jill Summit the treasure collector pushed back on that um and as a result of those conversations our volume and our history with the vendor they decided not to implement that fee increase and kept us at the
same fee we've been at. So kudos to Jill and her team. And other than that, we're happy to answer any questions. >> Okay. D, do you have questions? >> Questions? >> Thank you. Uh, this department sends out the tax bills, >> correct? >> So, I don't see any postage or office
supply line items. >> So, postage we take care of through the town manager's budget for all townwide postage. >> Okay. >> Yeah. Um, so my question is, we send out four bills a year.
Two of them are always the same. So basically, it's two different bills with two different payment periods. Why can't we send out two bills in the year covering both the payments to save on postage in the manager's department,
printing, envelopes, etc. Yeah, we could. Um I did look into that last year after the meeting. Um you remember me question. >> We can um we'd send out a preliminary bill. It would have like two coupons on it and then send out an actual bill
would have two payment stubs on it. That is an option. Um it's just adjusting the town to that. >> Sorry. >> I mean, you know, on one side, >> so Jill, my tax bill in Amesberry comes out twice a year. Y
>> there's two coupons. They're both the same. It changes after the fiscal year changes, >> but it's the same bill. >> When I reached out to it was Stonem who I talked to last year that does it that way. >> Initially, their issue was the elderly that are looking for their bills. There
are four bills was was her response. I recently talked to her last week again and she said it has it's it's just the adjustment period of it. >> I'm elderly. I have no trouble paying them. Did you sign up for ebill because we offer that now too?
>> I think it's definitely something exploring and then part of that if it was something to implement be a perfect opportunity for Jill to partner with Matt Mitchell at the senior center to see how we can raise awareness and >> get the messaging out. >> I mean it's a small amount of money to save but >> it is and I mean considering half the bills we send out now are paid through
the mortgage company. So you know 5,000 bills are going out to homes that they're not even opening. So >> yeah I mean it's something to consider. >> People still have mortgages. That's too bad. Yep. Big ones, too. >> I'm just looking where can we save some money? >> Absolutely. >> Thank you. >> Thank you, Dan. Good question. Um, God,
>> no, I don't have any questions. >> And Mike, >> no, no questions. >> Thank you. >> Well, thank you, Joe. Um, anybody from the public have any questions? Okay. Do I have a motion? >> So, move. >> Do I have a second? >> Second. >> All in favor? I >> I oppose. Thank you very much.
>> Thank you. >> Okay. >> Next, we have our debt service budget. So overall principal and interest the gross debt service budget is decreasing by 514,000. It's an 8% incre uh decrease. Most of
that is driven by uh the payoff on the middle school bonding project from several years ago. Our usage of debt stabilization remains the same uh as the debt stabilization is used to offset some of the Smith school debt. Um eventually we would like to take that number down but in this tough tough
budget cycle we level funded the amount take coming out of debt stabilization. So the net result is a 12% decrease in debt service and then just looking long-term. This chart again shows the blue is the debt that as you've seen this chart
several years in a row. The blue is what we're locked into. Red is what our placeholder is. So for financial forecasting we project roughly a million dollars every year in borrow. We don't borrow a million dollars every year, but that's every couple years. We may have a firet truck, we may have a roof
replacement, sort of those non- major capital, but still we're going to borrow money occasionally. So, we factor that into our long-term forecast. Um, again, happy to answer any questions on this budget. >> And I know you've seen this chart a lot, but this is a chart that I'm going to be bringing back to you over and over again
over time. I think >> really absorbing what this means, right? So the red the blue is what's happened over time which means for new projects or any of the kind of larger facilities um whether it would be a DPW or a new
school that's what we have left is the red >> right so I just want to make sure the board sits with this for a little bit not that much no um okay questions >> no questions >> please um
if I make a mistake on the numbers, please excuse me, but generally speaking, the next four fiscal years, including 27, I think we're going to pay down some $1.8 million, which is approximately 10% of the total
debt, which means after 2030, we still have a lot of debt to pay. Will we we be able to build up the debt reserve funds the next few years so that when we get into 2030 etc that we can
easily pay some of that debt. >> So right now >> easier. >> Yeah. So right now I we have a healthy fund. We as the plan was with the landfill project. Excess revenue went into there. We put $5 million in in FY26. There will be an FY27
recommendation to put 2.7 in. Um, so again, for the short term, that fund is solid. I think what we'll see though, this debt, as you mentioned, not a lot of debt is falling off for the next few years. And that's part of how some of those prior projects like the high school and middle school were borrowed. They were borrowed on flat um level
debt. So we're, you know, we're strapped with those debt payments for many years out. Um, so again, I think having that debt service stabilization fund um, properly situated is good. I also think we may need that fund to evolve to a capital and debt stabilization fund over
the next few years because as we've been talking about with revenues coming up expenditures us having to cut to balance the budget that anytime you increase the revenue closer to the actual or you cut the budget you know further down you're borrowing against next year's free cash
you're borrowing against next year's free cash and we do a lot through our free cash we do our tech warrant through our free cash building improvements ground improvements stabilization so A lot of stuff happens through our free cash. So again, I think >> I don't know if that's an answer to your question other than it's going to be tight over the next few years and we're going to have to think creatively.
>> So at one point in time we created the high school middle school debt stabilization fund. >> Middle school kind of came off. We put made it the high school. >> Now we've just doing the debt stabilization fund by itself. Correct. >> Yes. So, are there any projects and
coming down the road where we can take a portion of that new growth and put it into that fund like we did with the state hospital? >> I don't know if we have any specific projects in mind, but I think our our continued recommendation be while we have free cash and while we have debt
where it is to store money away from there for when we do need to make again, we're it sounds like a long time away, but we're probably 10 years away from another full scale school build. Oh, it's not >> anyone asked that question. >> Sorry. Sorry to ruin your afternoon. >> Yeah. All right. Well, thank you. So, I
just We're all conscious of the debt. >> Um, it sounds like cheap money now, but it's really going to escalate from now to 201D. You'll have to pay attention to that. >> Let's start by the gym. >> D, do you want to go?
>> I'm all set. >> Okay. Um, Mike, >> no. No questions. >> Okay. Rodney is like Rodney, financial director, actuary, right? Actuary. All right, we're all set. Um, members of the public, would you like to ask any questions?
>> Motion to approve. >> All right. >> Do I have a second? >> Second. >> All in favor? >> I >> I. >> All opposed? Okay. None. >> All right. And now next we have the retirement budget. So, this was approved by the Dammers Retirement Board on
January 7th, 2026. uh most of it is driven by our actual actuarial valuation which has us increasing roughly 8% uh until we're fully funded in 2035. So that's the bulk that's as you can see 10.8 of the 11.2 million. The other are
the salient wages and expenses related to Corey Grace who's here our retirement board administrator and Amy Steves who staffs our office as well as well as the operating expenses are investment consultant legal counsel audit service actual services. So, uh, just to give
you some color on that, we're 66.9% funded, still on track to be fully funded by 2035, assumed rate of return of 7%. And then, uh, we got the official word on our official uh, number on calendar year 24
and we had a 13.8% return. So 3 or 4 years ago while I was the finance director advising the board and then when I became your appointed member of the board, we went through a transition on the investment consultant and we brought in Seagull Marco. And not to jinx them and I'm sure they're going to hate I say this, but three years in a
row since we hired them, we've had double digit returns on our retirement investment. So which is good news. Um and we hope to maintain it, but happy to answer any questions. >> Excellent. When we do receive favorable returns like this, are you just working that off
the taking it off the principal so that at the back end we're going to maybe end early or are you forecasting and reducing the remaining uh debt load across? >> So what we do is essentially anything
above our target helps the next valuation cycle. So we're actually in a valuation cycle right now. Okay. So the January 12 26 valuation is being undergone right now. So they'll look at what we expected to make which is our 7% return >> and they'll factor in that we made I
think 12 or 13% the year before 13% 13.8% this year. They'll say okay you have more cash on hand than we anticipated. >> Here's the other 15 million things that go into the pot on mortality rates and insurance rates. All that other stuff will be factored in as well and they'll establish a new valuation schedule from
January 26th on through the life of the liability. >> So, so the plan is it's the target date still remains at 2035, the target rate of return still remains at 7%. But the following year after an evaluation, it's going to reduce. >> Yeah. Theoretically, if those eights
maybe the last year that was going to be a six is now a four, hopefully like just because you got the cash on hand, the cash is invested, it's also earning revenue. So, >> great. >> Yeah. And this might have been a question I should have asked earlier when we talked about insurance. I apologize. I was asked, do retirees of
the town engage in still have the opportunity to engage in the health insurance? >> Yes, they do. >> So, at the 7030 split >> there. Yep. >> Great. Thank you. Those are my questions. >> Mike, >> no. No questions. Thank you, >> Dan. >> All set. Hey,
>> 13%. Do Do you have the list of the investments? >> No questions. Thank you. All right. Uh, questions for the public. Thank you. Please go out. So, I see the expenses in there. Custodial expense, which I'm assuming means paying a brokerage house
essentially. >> So, we I'm Mnt Bank handles our cash. Yeah. >> Okay. Uh, and then you pay an investment advisor to decide how to invest the money. >> Like, makes sense. What like what are the employees that we're paying doing? because it seems like we're paying
somebody else to do all the things you would need somebody to do who's like managing money. It's the Bob's question from office space like what is it? What does it use? >> Managing money is only one factor. It's actually managing the people. We have 500 retirees. >> Okay. >> So, I have the office right next door. There's not many times where there's not a retiree in that office getting
serviced by either Corey or Amy. Both active employees need to be introduced into the system. Retirees need to be explained their benefits. Um, a variety. Corey, you want to I probably nailed two of the 15 things you do every day. >> Payroll. >> Go ahead, Cy. Go up and introduce yourself, please.
>> Corey Grace. I'm the retirement administrator. Um, we also do the payroll for all the retirees. We manage inactive retirees. So, annually we reach out to them, send them letters, let them know that they still have money with our funds. The money can be refunded to
them. It can be rolled over into another 401k. We do uh we pay all our own bills. We don't use the accounting department of the town like all the other departments do. Um actually it kind of rolled with me when I left accounting. I I do
payroll and and pay all the bills for the retirement. Um we also there's something called 38C bills which is um a section of the Mass General law which when um when retire well not retire retirees when they were current
employees they moved around from system to system. So say um Rodney used to work in Lowel. So when Rodney retires, we're going to bill Lel for a certain amount of years that Rodney worked for them and earned money for them. They wrote they
rolled his money into us, but it was only his money. They made money on his deductions. So we build them for his portion of retiring. So if he had 20 years in, worked 10 years for them, 10 years for us, they would pay us 50 50% of what his retirement is. And then we
do the same. we have to pay other systems. So, we do all the billing for that. Um, there's a lot of activity that go in every single year. We send out letters as Rodney just mentioned. Last week, we had over 60 people come and stop in our office between Monday and
Friday because we sent out what's called, it's an affidavit, but we all call it you prove you're alive form. So, we send it out. They have to come in. Yep. They sign it in front of us and that just tells us there's nothing fraudulent going on. And we make sure
that our retirees are still alive and their direct deposit is going into an account that's owned by them and not being spent by somebody and they've been passed away for two years. So hope it would be nice if social security did the same.
>> So is that good? >> Thank you. >> So it's it's most it's a member services essentially is one way to look at it. So got it. Yeah. Okay. Thanks. Any other questions from the public? >> Okay. Do I have a motion? >> It's all moved. >> Okay. Do I have a second? >> Second. >> Okay. All in favor?
>> I oppose. Okay. Let's take a five minute break if that's okay. If anybody has to make a phone All right, we'll get Where's Gardner? >> Gardner is on his way, I'm sure. >> To have public works.
>> All right. Let's see. So, um, thrilled to have our new public works director with us to present the budget, Steve King. And with him, Congratulations, Stephen. >> Um, and with them, our business manager,
Angelica Medina. Thank you. Also, incredible resource. By the way, if you haven't had an an Angelica conversation, I recommend it. Um, so I I I think what I want to say about DPW is um this is the department
who takes the brunt of when we're looking at cuts. It DPW is a is a large department and we ask them um for a lot and uh this is one of those departments and I and uh the chair and I spoke a little bit about this uh and we've heard today kind of more with less. One of
those departments that can't necessarily do more with less, right? I think we someone touched on that earlier. You either have enough fertilizer or you don't or you have enough sand or you don't. So, um I want to make sure the public realizes and the team the DPW team realizes that we are very sensitive
that continued 0% increases in DPW are essentially cuts. I don't remember who already said that today. Um and that um we we are looking forward to working with Steve and Angelica and the team the DPW supervisors as I said are engaged in
this conversation too um about reimagining services. How can we how can we do things um find efficiencies whether they're technology or or not um so that we don't lose what is my understanding as I've learned since I've
started here kind of the pride of of Danvers which is our DPW um so we've got a lot of work ahead of us under our new director um and I will say the short version of so the decrease so um we've been talking about the the positions
that are not funded there's an administrative of position in the DPW town hall office that is vacant and will not be funded in 2027. And then the other um decrease here is what we call the historical vacancy factor.
My understanding and if you need more examples, Rodney can give it to you cuz he was with you guys when you did this, but um this goes back to I feel like we're talking the same topics all over again today. um uh we have a challenge in having in our developing the
workforce within DPW. So we have kind of chronic vacancy um so we've taken that into account in this budget that is um but I want to say to that and the DPW director and the supervisors and the HR department has also been told that if
the HR department can find every single body we need in DPW we will we will figure out how to get that funded and we will get it done. Um but historically we have a consistent vacancy rate. So we took that into account. Um operating
operating expenses are driven primarily by utilities um trash all of our favorite topic. Um and snow and ice our other favorite topic. So from there I will open it up to question and if Stephen if you want to give any of your highlights to start.
>> Uh yeah thank you uh Jill. Um, oh, Steve King, uh, PW director, still town engineer as well. So, please, if you still need anything on the engineering size, uh, I'll be handling that for a while until I can find someone to replace me. But I just wanted before I get into any budget talks, just it's
been a great process. The the team is unbelievable in DPW. Everyone's really stepped up this year in the past two years. um working together, you know, still making sure we get our projects done, still making sure we provide the services to all the residents amongst the major blizzards, uh trash strikes,
everything. So, um just a big kudos to the team for DPW for able to handle everything over the past years. And I'm just excited to uh kind of start entering the new role and start trying to figure out how I can, you know, provide some efficiencies and take a look at things and see how we can make it uh better for the town of Dvers. Um,
I would definitely open it up to you if you have any specific questions or I can go through things that I've highlighted or saw on my uh review of the budget. >> We can go right into the questions. I'm sure everybody's looked at it and what a year for you to come in, right? >> You can join us more.
>> Yeah, exactly. Yeah. >> Um, D, do you have any questions? You want to start it? >> Yes, I could start. Uh, I'm sorry. >> Take your time. >> That's right. Um,
I was looking more at the at the out like like things that uh where was it? I had my question right here. Oh yeah, that was the the contract cleaning.
So, are we doing that in-house now? >> No. So, we still uh we contract that out to a separate vendor. Um in the previous budget year, we were going into a bid. Um so, we had estimated based on the cost of the services for each of the town buildings and school buildings what it would cost. Um when we went out for
that RFP, we got prices lower than what we expected. Um so, we're seeing that in this first real year. Um and going into year two for contract cleaning. So, based on the bids that came back, we got actually reduction what we originally estimated. So that's why there's been a small reduction in that cost. Not that we're doing anything in house, it's just
the bids came in lower. >> Okay. Okay. And then the inspection service, the inspectional services. >> Yeah. So that's the um that's required of mass uh building code. We're required to check all town buildings, public and school buildings. Um so make sure they're meeting their safety
requirements for egress, um fire, fire protection, um door security. So that cost is uh gone up for each of our buildings. So, we're going to have to rec that's a new thing that just involved over the last year. So, that's going to require us to have additional services come in and do the inspections
and then anything that comes out of those inspections repair. If >> I can just weigh in that you we heard a little bit about that as we going through licensing how there was some of the new in the new changes in the building code. Um and then this so this year we we went actually through it. So
LEAF was giving us so this is LEAF's um estimate of what it's going to take to meet the new state requirements going into the ne next fiscal year. >> And would that be a yearly thing or this is we do it once >> for the schools opening? Yep. >> Oh okay. >> Primarily for the schools health and
safety. So um I will say Tim um I guess nobody's left here from that team but um Tim and Leaf DPW inspectional services worked hand inand to get us through it this year with because this was the first year of the new changes. There's a lot. >> Okay. Thank you. That's all.
>> Dan, >> thank you. Um, my observation in Danvas compared to other communities, Department of Public Works, the schools, all the other departments work well together for the town and not in
separate silos as I see elsewhere. So, congratulations to everybody in town and the staff for working together, all growing in the same direction. Maybe not at the same time, but at least in the same direction. Um, Jill, thank you for sending me that sheet yesterday about
the snow and ice for the last few years. Um, do we have a figure for snow and ice for this projected fiscal 27? >> Sure. So the budget is going from the total snow and ice lines from 616,000 in
FY26 to 754,000 in FY27. It's $140,000 increase or a 22% increase year-over-year. >> All right. So my observation that gets us back to where we were in 22 and 23 for budgeting snow and ice. Uh
interesting that in the last six years, including fiscal 26 that we're still in, um three of six years, we were over budget. I know it's hard to guess what the snow level is going to be, but
consistently from 21 to 26, you lowered the budget. And I think you set oursel up for these over budgets of three years. Um most of the over budget cons on all six years most of it was this
year >> unfortunately and um I'm glad to see that you're increasing it um going forwards. I hope that you don't just take a five-year average. You might put a little more thought into it what to anticipate especially with
the increase in cost and sand and salt. >> Yeah. We've also um obviously did to attract more plers um and vendors to assist us during larger events, we also increased our our wage rates right before the this winter season too. So that was a 25% increase in the rates across the board for all their
equipment. Um that's obviously another contributing factor to why there's such a a delta um in this year's cost and overages. But again, as you said, there's between the 5-year average are different avenues we can take a look at um historical trend lines kind of see what the weather does. It does have
certain patterns. um you don't know the expansion of how how large those patterns are going to become, but just looking back to 2013, you kind of see a somewhat of a trend in the events and how much we're we're paying for each of those events. So, some more work to be diving into some of those numbers looking forward for next year.
>> I guess it's the perfect storm and I hate to use that analogy, but >> yeah, >> I just want to point it out. I'm sure you're looking at it >> and those are the observations I have, but thank you. >> All right. Um Gardner, >> just a couple of questions. specific
line items. Uh you dropped u oil heating quite a bit uh 16 almost 17%. >> Any idea why oil prices are not going to be going down? >> Yeah, that's a great question. So some of the schools um we've actually
converted over to some of the natural gas as well. Okay. >> So we're not looking to use be fully committed to oil in those school buildings as well. So that's why there's a reduction in oil costs. >> Okay. Um, all right. So, I'm I look for anomalies,
something up or down, 10 10%. Um, and then weigh it against the the dollar amount. If it's a tiny dollar amount, I don't really need to dive into it. Um, same thing with uh hazardous waste removal. That that took a pretty big jump.
>> That did. So, that incorporates a few things. Um that involves some of our events where we do hazardous waste removal days um within the town. Uh those prices went up last year. Um so we're accounting for those increases in the next fiscal year
as well. Um and also some that comes out of some of our equipment division as well. So some of those services for moving hazardous waste materials from the um changing of fluids and and hydraulic fluids, oils, that's covered in that as well. And it looks like you doubled trimming.
And that's okay by me as long as some of it is down at the library. >> We're definitely going to cut down the trees. Not down. >> I don't want the trees cut down. >> The trees at the library. >> I don't want the trees cut down. I want the low canopy cut down.
>> I don't want to lose the trees. I want to lose the low canopy. But uh but again, it's just that's your work plan. If you got that much more work this year or that's a focus this year. >> Yeah. Focus. >> Okay. Okay. >> Um, just make sure there weren't any under tax supported.
Um, inspectional services went way up. You expect a lot more inspectional services. >> Yes, that's someone similar to what >> talking about talking about earlier. >> That's what we were just talking about. That was >> state mandated. Yeah. >> Oh, the state man. Okay. Thank you.
And I think everything else is okay. Thank you. I appreciate your time and congratulations. It's welld deserved. >> Thank you. Appreciate it. >> Mike. >> Uh, yes. Hi. Congratulations. Good to see you. >> Thank you. >> Um, I'm just going to jump on Dan's bag
bandwagon for a second. Um, on the snow thing, the uh, >> if you if you, uh, I mean, should we do like a 10-year, you know, uh, actual and then make that the budget number so we don't end up I
know it's difficult because you're still stealing money from someplace. I imagine right >> I think the truth would say is probably in the middle I think we need to maybe increase that number a little bit not too much because again ultimately if we have a bad winter there's other remedies whether it's free cash existing
surpluses what we didn't want to do especially this year is keep cutting additional services in case it snows next year. So again there's it's finding that sweet middle ground to take care of both and some days we're going to be right on it and some winters like this winter it's going to hurt us.
>> Yep. Yep. Um, all right. So, do we have a new broken pump truck? >> No, >> we don't. >> I'm assuming you're you're referring to our our Vector truck. >> Yeah. >> Um, >> Steve's going to ride with me to town meeting. >> Okay.
>> One of us will get our CDL before that. >> Nice. >> The uh we actually we just had um our first training with our with our vendor on Friday um with the new vehicle. Um, obviously it's it's a lot different than what we had in the past as far as the new onboarding and touchscreen sensors
that are located on it and the way you operate it. Um, so there's a lot of new devices that we need to learn. Um, obviously through the training, we had all of our staff there from um the water and sewer division, myself, um Rob was uh Rob D was there as well. So we've
we've gone through it about an hour and a half, two hours. Um I'm sure we're going to have a few more trainings as well lined up. We're probably going to start going through some test runs of some areas we know that are going to be easy for us to maybe vector out um a manhole or flush within our own site just getting used to operating it and
understanding the sequence of operations you need to do for the new truck >> and train several people to operate it. >> Yeah. So, yeah, we had uh all of our staff of 20 members there >> um with the vendors going through every button, every touchcreen, every lever
>> um the maintenance on it, how to start how to start, how to shut it off properly. um how to clean it, how to winterize it, all that. >> Once that gets uh in play, uh are we going to have to subcontract any other trucks out or it still might happen or
>> it it will depend on the event. Yeah. Um but most likely we're going to try and handle everything inhouse. Um but then some of large scale events where we need, you know, multiple assistants on site, that may be an issue where we have to call in an additional backer truck. But we'll be able to make the we'll be able to be the first responders on the site for any type of emergency or backup. Yeah. that we can go out there
first and not have to wait for an uncalled contractor to come. >> Um, another question. From what I could uh put together here, um, it looks like we're at like 2.88 9 68 and trash.
So, we're uh a little under $3 million. Does that sound right for trash cost for the town? And I if if so is there any negotiating with the uh company that's running the dump there? I know we get 100,000 from
them, but is there any negotiating to >> So I think this came up um sorry Stephen and I'm sure you can get into the detail but um >> at the two select board meetings ago um we will be initiating uh negotiations for the trans excuse me the transfer
station operation uh will start at the end of this year. We are on our trash contract. I believe we have >> 28 >> 28 um working with uh Won and Samson or some consultants to say like does is there a benefit to us in any way to put
them both start to work on them both at the same time. So we will take a look at them. The numbers you see in here are um multi-year contracts where we're in year >> three. We are Yeah, they're three. We're 2020. We started in 2023, 2024. So, we
want to just assuming >> we will negotiate all the above. Yeah. Um we're just not at that. We're in contract now. Currently in a contract. >> Yeah. Okay. What is it? Two or three years that we have to sign a contract with them. >> We have So, I believe it's 28 for both
of them. >> Yep. Five years. It's five years. Okay. Okay. All right. Thank you. >> Okay. Um congratulations. >> Thank you. >> Um let's see. How many full-time employees are are under um DPW?
>> Um we're budgeted for 94 full-time employees. >> And then temporary, what what's that? >> So temporary employment, that's our seasonal help. >> Okay. >> Um over the summer. So we are allowed we hire you there. Uh >> that on average usually how many usually
>> we usually have seven that come in. >> All right. That's good. And then um can you tell me refresh my memory again? What's the support services? >> Support 5301. >> Support services are is the town's
contributions for assistance with um assistance from the electrical division um in their services. So, there's some sharing going on with far as uh help from the DPW staff uh on the office port or office administration over at Two Burough Street.
Thank you. And then the only thing that was kind of jumping out at me is um the snow removal equipment. Can you tell me about that? Like >> that line item is uh strictly for any outside vendors that we hire to help us
in a snowstorm. the contractors. Okay, that's what I thought. >> Okay, that's it. That's all my questions. Um, members of the public, do we have any questions for Mr. King? Please go up and introduce yourself. >> Uh, I'm I'm hoping we can get those
trees at uh the library trimmed before Decades of Rock plays because I want to I want us I don't want to miss any of it. No one wants them. >> Um, but I guess sticking with trees. So about about almost exactly a year ago actually this we got a briefing from the
DPW as a part of Resilient Danvers. And there was a solution. The problem hadn't been identified yet. But the solution um was that there was going to be a database. It was going to be a database of every tree. It's how many leaves, how wide it was, where it was, its species. Uh it's been a year. How's
that going? And have you identified the problem that your solution will solve? >> Unless Stephen has this, this is going to be the the one question of the day that I'm going to have to email you back on, but maybe >> we definitely will. There's some further clarification to that, but that is something we are working on um within
the engineering division. Um this is with the forestry department. So, we are going to work on a uh GIS app collector to be able to collect every tree that's in the street public rightway. Um categorize it and then have a good inventory of where those trees are located. We have a overlight satellite imagery, but we don't really have a full
encompassing because of the canopy sometimes when we fly do the flyovers, but that is a project that's going to be ongoing for the next year or so. >> Excellent. >> Bill, start walking over. >> Good afternoon. Um, >> get up now. >> Get up now. Start walking over.
>> You said there's 94 full-time positions um accounted for. How many are filled? Do we know? So, we have 94 funded, 16 right now are unfilled. >> Okay. So, my follow-up question, and I
don't know if this is possible, this is just an idea of would it make sense to look into potentially contracting out some work rather than filling those positions? Could it potentially save on benefits and retirement and
paying the salary and contracting out certain needs within the DPW? Just a a thought. >> Thank you. Like we've said, um that's one of everything's we all cards are on the table in particular. We talk about that around um around the contracted services for building cleaning in
particular. Not all. We have some still custodians and some contracted services. So that's part of the work we'll do in the next year. But that Yes. Thank you. Any other questions? Oh, you're supposed to start moving up there. Supposed to go run.
>> Why wasn't he ever seen next >> again? Bill Brad Street Tom precinct one. We're working on a solar farm. When is it going to be completed? And when it is, is the energy that it
produces going to be sold on the market? Will some of it of it be diverted for the town's use to maybe save on, I don't know, gas or oil? I mean, we're trying to operate as best we can,
maybe save some money or not spend so much money, but it's a solar farm. I spoke to Wayne Marquee years ago when there was an article in the paper. Some community got a state grant to pay for this. Not us. That was a long time ago.
We're working on it now. Is it going to generate funds for us? Are we going to share solar energy with whoever and ourselves? >> So, I'd be happy to. >> As long as the sun is out, we're all
>> Well, it was Exactly. So, um I think I I think I announced at the um landfill presentation that Stephen did that we will follow up with a solar array presentation because that's an everchanging situation right now because of changes at the federal level. Um so I
don't I don't think we have all your answers quite yet, but you you do have the two the two guys who are going to help make that presentation when we get there. So um to be determined, >> we're working on it, but you will have a presentation in front of the select board. Um Clint and Stephen and I um are
working on They need We don't have all your answers yet. So until we do, we should we'll hold. >> Any other questions? Please go ahead. Thank you. >> Andrew, Andrew Height, precinct 4. Thank you, Ronnie, for answering my quick
question about the budget. Um is there a specific line item for snow removal? Uh because I don't see one. And what is the landfield consultant fee for? >> So the snow um snow operations comprised
of really four different um line items. You have snow removal equipment. You have snow and ice overtime. Um you have sand and then you have winter chemicals. So those four line items combined will give us our snow budget. >> Um landfill consultant. Uh we own and operate obviously uh we're still in
ownership of the landfill and we still have to maintain a um a methane gas uh flare station um to extract all the methane gas from the decombustion of the materials on the landfill. Um that's a MSDB permit. We're required to annually do inspections for soil um g soil gas
air and quality monitoring. So that the landfill consultant item is what covers that cost. Uh >> oh, you had one question. >> All right. Go ahead. >> Dan's got to leave, so we got to hurry this up.
>> As far as comes uh with the methane coming out of our landfill, is that something that we can use the it must generate some energy other than a a nasty smell. Is there somehow we can use that methane
for firing up something or making some money? >> Would you be willing to capture it? >> Stephen, can you answer that? >> I'll answer that. The the quantity and the amount that you would need to generate some type of power out of that methane is not coming out of the
landfill. >> Thank you. >> Any other questions? >> Thankfully. Right. >> Okay. Do I have a motion? >> So moved. >> Second. >> Thank you. All in favor? I oppose. >> Thank you. >> We'll go on to capital outlay.
>> Oh, no. Water enterprise. >> I'm sorry. Water. Yeah. Water. >> Oh. >> So, I can I want to say Coley's introduced himself as a town meeting member, but he's also uh the chair of our water and sewer commission. So, thank you for being here, Coley.
>> Um, water enterprise. Let's see. Sorry, I'm just now. Um, so I would say the short version, obviously it's an enterprise fund, so not subject to the constraints that we've been talking about the rest of the day. Um,
but of course we always have an eye to the rate. Um, too early to predict what the rate increase will be um, based on this recommendation, but it will likely be somewhere between two and a half and five. Um the decrease you see there is
um and I just learned this. This is the um the final payment of water and sewer paying electric back for a meter purchase and now electric needs a meter. So but that's where the decrease is. Um and maybe we'll just go straight to
questions since Dan has to wrap it up. >> All right. Um >> don't blame me. >> No. I you're the one who's helping us. >> So, just disclose, I have to leave at 4:30. It's my granddaughter's 30th birthday. We have dinner reservations in
Portsouth, and if I'm late, I'll be Grandpy Mud. >> Sorry. Do you want Do you want to start with the question? >> No, I I do. >> Okay. >> I have none. >> Okay, that's good. D, what about you? >> No. >> All right, Mike. >> Uh, no. No questions. >> No.
>> No. I'm comfortable with this. >> All right. No, we're all start. Any questions from the public, please? >> All right. >> Motion to approve. >> All right. Do I have a second? >> Oh, that was easy. >> Second. >> All in favor? >> I Okay, opposed. Thank you. Uh, sewer
enterprise. Um, so this um through Enterprise uh just I'll give you the the prelude here. Um and I think someone brought this up earlier. I actually think it might have been member TRA. Um we are member of the South Essex Sewer District. There is a lot happening there. Stephen is our appointment to the
board. Um there's a lot happening there around their budget and their capital needs and we will be have SCSD come in and make a presentation to the board. Um not to impact this current fiscal year but will certainly have an impact um on
next fiscal year and going forward um which is uh I'm actively working with the other mayors in the region um and town managers um and so SCSD is aware of our standing. Stephen does a great job representing us there. So, I'll just put
that there so that you can know that there'll be a time to ask SCSD questions coming up. And then I would say the highlight here is um it's the opposite of that big blue chart that the debt chart that never stops. It goes like this. Uh here um we
were able to um we were able to take advantage of good rates, did shorter term debt um and that's why you see the debt falling off on the sewer enterprise fund. That's nice to see. Okay. Questions. Gardner, >> no questions. >> Mike, >> no questions. >> D,
>> no questions. >> Dan, >> all set. Thank you. >> All right. Me, too. Do I have a motion? >> So moved. >> Oh, wait. I'm sorry. Public. See, I'm getting tired. >> Anybody from the public want to get up? >> No. >> Okay. So, do I have a motion? >> So moved. >> Second. >> Second.
>> All in favor? >> I. >> Thank you. And then we'll go to electric. And there'll be no motion for this. >> You Clint, I'm going to hand it over to Clint. >> Thank you, Jill. Good afternoon, select
board. Um, Clint Allen, utility director for the electric division. So, I'll try to keep this as brief as I possibly can. We really only have three things we need to go over this afternoon. So, uh, Mr. Bennett, we should have you out of here on time. Uh, I would like to start at the top of the, uh, table. We'll talk
about the purchase power expenses. Uh this is where I'd like to go back a year to when we were in the same room talking about the 25 budget. At that time the the electric division over course of a few years had overcolcted our power supply revenue. So we had set budget
expectations. uh mostly in 22 23 we had the real mild winters which is like unimaginable after the last 6 months but we overcolcted um power supply revenue from the rateayers and customers per the DPU we are
required to return that money so last year we started with a $4 million surplus in that power supply budget that we returned over the course of calendar year 25. So, when we're looking at um CY25 versus this year, it is indeed up
30%. That's that $4 million. So, we basically are back to um the zero balance in that fund where we want to be and we've set the rates back in November to collect what we are budgeting for and anticipating for the CY26 power supply expenses.
So, that's the big one. We got through that pretty good. Does everybody remember what everybody's good? We can have questions at the end. Um the next one would be uh other expenses. We are up 7%. It's about $1.9 million from calendar year 25. Uh the primary driver
in that is actually our transmission expenses. So this has been kind of an ongoing year after year increase from the IND independent system operator of New England. So the transmission operator across the entire six states. Uh they're investing very heavily in the
transmission backbone. So we buy the power, we have to get it back to Danvers using um various transmission uh owners uh infrastructure. ISO's invested in that and as a distribution provider, we're required uh to basically cough up our
piece of that contribution. So transmission expenses for CY26 are up almost uh $1.5 million. Um and then that leaves the third item I'd like to talk about. Um under the other expenses that
drive the increase over CY25. Uh we are line ops um line operations technical services. We are fully staffed going into CY26. Uh we have a very aggressive maintenance and asset replacement program in place. We also have um you
know a number of significant capital improvement projects that we are working on like the Northland substation over by the Liberty Tree Mall. Uh you will see our crews out there all next week. We are starting to um finalize the reconductoring of all the feeders that are coming out of that new substation and get that online later this year. We
have uh improvements to our main substation um down to station 42 that we are focusing on. Then we also have a number of other circuits that we're rebuilding um and making more resilient uh more reliable. So at the end of the day we are looking
at uh 15% increase from CY25 again driven primarily by the energy and the transmission costs. Uh we set the revenue uh again as I mentioned back in November to cover the power supply cost going through the year. our our goal and through the municipal lightboard's goal
is we don't like to change that number a whole lot. There's probably some of you remember a decade ago that that number used to change every month. It would just float up and down and it would just chase whatever the power supply market is doing. Uh we try to stabilize those rates. So at the worst we really just we
take a hard look twice a year um in April and November and make the adjustments that are necessary at those times. Um we have uh on the scheduled um the payment l tax payment um we have a five-year schedule that we've been ramping that up. I think we're in year
two or three of that. So uh that number went up a little bit. Um and then again just going back to our depreciation fund, you can see 9 million is um basically to reflect all of the infrastructure upgrades and improvements that we're hoping to make uh going
through 26. and we'll just this is I I know every year I say it's an exciting year for this chart but this year is uh particularly exciting. So we'll step through this one. Uh we as we as per uh tradition we'll start with the Seabbrook
uh chunk in the bottom the dark blue uh that and the Milstone plant down in Connecticut. Those uh and the other two blue Seabbrook chunks those represent about 55% of our total portfolio. Those plants are on 24/7. there our base load.
Um I like to joke that if you were charging your electric vehicle or your phone during the shoulder months, you can guarantee that it's running on nuclear power. So if that makes me feel better. Uh cruising around, we have a new addition to the 26 portfolio. This is the dark green slice. This is
actually four separate uh hydro contracts throughout ma uh mostly western Massachusetts. Um that represents about an 8% chunk. Uh that's like our intermediate load. Most of our hydro is the intermediate load. Um so going around we have uh you know our
first light hydro contract, our NIPA contract uh our brown bear and then our HQ energy which is another new one uh that's coming down on a there's a new transmission line that was finally built through Maine coming down from Quebec. Uh so we're buying power through that corridor now. Uh moving over to wind,
that's the light purple. We have our Moscow, Saddleback, and Canton Mountain contracts that we've had in place for uh quite a while. And then we go to the yellow slices. That's our solar. The orange kind of looking slice is our big um we have a percentage ownership down
at a large um array down in Connecticut. That's our gravel pit 3. And then the light yellow one represents what we have in town for generations. So between um the three schools and then the other PPAs and uh contracts we have with some of the customers that have glass on the
roofs, uh we have about a percent of our total portfolio met. And then lastly, this is where it gets I know everybody's hanging on here, but this is where it gets really exciting. Um, we have our gray. So, we have our shell, the gray ones are that is what remains of our carbon-based
um, electrical generation. So, as you can see, right, as of 2026, um, we only have, you know, we're only purchasing around 9% of Danver's energy from carbon-based resources. So, we are
well ahead of the state's greenhouse gas emission standards. This puts us above the 2040 target date, and we're on track um to hit the 2050 100% uh municipal light plant requirement within the next few years. Um this also is the first year, this is the most hedged since in
the 15 years or so that I've been with the division, this is the most hedged we've ever been. Um we like to keep it around 95 typically. some of the timing of the contracts put us into this almost 100% coverage. But I will say that uh this past January when the location
marginal prices, the market energy prices hit a record high and not by like a little bit by like double um we were completely hedged through that. And in fact, uh the one our peaker plant that hardly ever runs because it's so expensive, it runs on oil. Uh that came
into the market and helped um stabilize the grid for the entire region. and we actually received um we actually made money off of being able to bring that onto the market in January. So, very exciting stuff for me. Uh and with that,
uh do some questions. >> Dan, you want to start? >> Thank you. Um there's seven pages of information >> for electric. I really would hope, madam chairman, that you could invite them back sometime during the year >> to go over this a little more in depth.
We never have enough time during this budget hearing >> for the information that you have and I know you want to share it with us. >> You're very excited about it. >> So, but my questions today a limit to um we spent $8 million on substation last
year. >> Um just remind us what that was. Was it debt or was it retained earnings? And I see that we've got some $7 million in the fund for this coming year. What will we do with that?
>> Angelica, you want to I'd like to invite the business manager >> go up and speak to that. >> Hi, Angelica. Um DPW and electric business manager. Um so the $8 million that was for the Northland substation. That was debt that we issued. I think we
borrowed a little over $11 million total. So in calendar 24 was 8 million and then I think another 2.2 million um for CY25. Um and then you said 7 million.
So you're are you looking at the capital budget? >> Um was I looking at electric division fund increased by 7.2 million. Is that for future capital projects or >> where did that come from? >> I think that comes from the actur. Angelica. Yeah.
>> Yeah. Sorry. Thank you. I have that one. >> So that increase was primarily we had a couple things. So you were asking about the actur which was the net position increase of the 7 million. Um so that was we had a change in our operating revenues um due to electrification and
then um we had some favorable um sorry I took notes on this electrification and large um scale system reliability and improvement projects which increased our our net operating position in revenue and then also we've been able to capitalize more. So we capitalize more that spreads over
the expense out over time. Um so we're able it positively impacts our net position and that's in preparation for our new financial system that should be going live within the next month or two. >> A new financial system. Okay. Thank you D.
>> Yeah. Quick question and I see the the one coming from Quebec is only like 3% or something. Uh those contracts are existing and I heard something in the news about like Canadian might shut us off from
providing us with like electricity or something. Do we have existing contract that they can't change it? Is that correct? >> Correct. Yeah. So we have an actual Yeah, we have a secure contract with Hydro Quebec that is it's a 5-year contract that we executed back in 24. So
through 2029, they have a commitment to our uh power purchase agreement to supply us with that power. If they fail to meet that obligation, they have to reimburse us for what we have to go buy uh in the market. >> Okay, perfect. Thank you. >> Excellent, Mike.
>> No, I'm going to save them for a few night. >> All right, I'll be back. >> Thank you. >> Quick question. I know that you had to u reimburse $4 million and that sounds like a real huge scary number, but what would the average rateayer have realized from that $4 million?
>> Because it's spread over all of the rateayers and and it may not understanding that you you drive your rates, you get you maintain a rate to help you with the es and flows throughout the year, the purchase power.
>> Mhm. Um, so when that $4 million is realized more than you should have uh anticipate, you know, and not through fault just because that's how it happened, what would the average rateayer have actually recognized that to be? >> I didn't mean to I didn't mean to
surprise you with a math question. >> I actually have a pretty good answer for that. I hope I do. Um, so the rule of thumb based off of our total bulk sales, which is around 300 million kilowatt hours uh per year, if you spread that out, so every $3 million
of revenue, it roughly equates uh to a cent per kilowatt hour per customer. And that only applies to the purchase power side of it because based on our rate structure, it's different for the commercial and industrial versus the residential customers. So 4 million spread across all of uh the rate pairs.
You're looking at, you know, one and then one and a third cent total. >> Okay. Thank you. That's I was hoping it would be 4 million. Sounds huge. >> Correct. >> 1 cent two cents per person. It's kind of hard to get upset about being overcharged.
>> You would be surprised. >> Thank you. Those are my only questions. >> I know. Great job. Thank you. uh town of Damis electric for keeping our power on too. Thank you. Uh at this time, Bill, we're going to have to take questions from the public. No, it's okay. Take your time. Just joking. You know that,
right? >> Vegas is changing the yard. >> It's a It's a simple question. Is there tariff involved with the energy we get from Canada? Do we pay or receive money from just the transfer of the
>> I didn't know that by using the microphone but they do it all the time. All right. Uh thank you Bill. So as far as the are you the the tariffs that went into place in the past year or so? Is that we're referring to? >> So those didn't have an impact on the
contract that we had with the Hydro Quebec generating station because we ex again we executed that in 2024. So they have to abide by those terms. when we go to depend who knows what's going to be going on in in 2029, but potentially >> any other Thank you. Any other questions
from the public? >> Okay. We do not have to um vote on this, but we would like to have you come back. >> Yeah, we'd like to uh have you come back sometime. We'll work on that. >> Absolutely. >> Thank you. >> And then we have the capital outlay. Right. One more vote. >> Page 86.
So for this one we had fire turnout gear which we already talked about earlier, police vehicles for we talked about earlier and then Stephen King if we have questions two pieces. So again like we mentioned um a lower capital outlay requests than recent years. The two pieces for public works are a 10 wheel
dump with plow and a one ton dump with plow. Happy to answer any questions on those. >> Okay. Um Mike, do you have questions? >> Nope. Uh no questions. It seems pretty straightforward. >> Okay, Gardner. >> I just And this is more mechanical. Why are some things warrant articles and
some things capital outlay? Why this I mean >> so capital outlay is basically rolling stock or specialized equipment in public safety. We've done capital outlay for an item where generally it's a smaller dollar threshold. So if it's something like so the vector truck we made a
complete warrant article because it's $700,000 purchase. The routine change over vehicles and equipment we generally consider capital. So, >> very good. Thank you. >> And and I should have asked the chief, is the are the four vehicles
replacement vehicles or the add-on? >> No, they're replacement. >> Okay. Thank you. >> Just to point to the the striving to stay within I don't know the way to phrase it, but it's late in the day, but we were we were due to replace five vehicles this year, and we're working
with the chief and our finance. We decided four was going to have to be the number this year. So, >> Okay. And are those lease or do we purchase them? >> We purchase. >> So the four that are going out, we going to put them up for a bit or something and see whatever we can get from them.
>> Okay. And but that's not included here because we don't know. >> We don't know. And again, three years of uh police crews are running 24/7. It's going to be some minimal value, but we will try to get as much as we can for them. >> Okay. Thank you. >> Excellent. Thank you. Um any questions from the public?
>> Going once. Going twice. Okay. So, we're going to take a vote. Can I have a motion? >> Will we accept? >> All right. Do I have a second? >> Second. >> All in favor? I >> Wow. Thank you. Thank you. Thank you. >> Thank you.
>> Thank you to everybody for all the hard work. I want to say thank you to Madame Clerk for staying the whole time with with us, too. >> Really? You didn't have to. >> Yeah. >> And uh everybody, happy Saturday night, I guess, right?
>> Yeah. Yeah. >> Skinny teeth. >> No.