How does a selectmen know before hand what questions will be asked, never mind answered, before a meeting even takes place? Guess you have to watch the movie to see the ending.

Templeton set to discuss sewer bill collection at Wednesday meeting Chance Viles TEMPLETON — The Board of Selectmen and officials from the Sewer Department will be discussing the option of movi...

TEMPLETON — The Board of Selectmen and officials from the Sewer Department will be discussing the option of moving bill collection from the sewer department to town hall at a meeting this Wednesday.

Currently the bills are collected in the Sewer Department itself, but ideally the town would like to see that money collected by the town’s treasurer in town hall. Officials have looked at this plan since about 2009 when the Department of Revenue and different auditors recommended the change. The idea is that it would save employee time and it would save the Sewer Department money, while being more efficient since the rest of the towns billing is done through town hall. While the Sewer Department has voiced their support for that plan, they have wanted to hold off on letting the town handle their billing until the town had their own finances in order.

“We are not against collections being in town hall,” Sewer Chairman Mark Moschetti said. “The 2009 DOR report said it, various audits said it. ... In 2009 when the DOR said that, I said in open meeting we agree but until the town got their books in order we would continue doing it how we are doing it, and they agreed then too.”

This past year, Selectman Diane Haley-Brooks, who was not immediately available for comment, has pushed for more studies to be done on taking over sewer’s collection, and how that would be done. Earlier this month, Town Administrator Carter Terenzini gave his report recommending the change to the Sewer Department.

“It should save them thousands of dollars and hundred plus man hours,” selectmen Chairman John Caplis said. “We aren’t trying to hurt them in any way, they have this perception we want their money. We don’t want their money. The sewer funds are for them, not the town, and we are strict on that.”

Caplis also claims that town bylaws suggest that all collection and handling with money should be done by the accountant and treasurer.

“If you look at all the things the DOR said, it’s opinion, it’s suggested, it’s not a law,” Moschetti said. “My take is that the bylaw says all collections owed to the town are to be handled by the treasurer/collector, but I think it’s different. .... We are an enterprise, I am not sure if that affects us, but we aren’t against that anyways. We want to work together on how it will be done. We have to figure out how it will work we are not in the same place.”

Moschetti reiterates they are not against the plan, but want to work with the Board about how it will be executed.

“We have to figure out how they will inform us of what bills have been paid and what not,” Moschetti said. “We aren’t against this; we just have to figure out how it will work.”

The Sewer Department will have their official opinions aired out at the meeting before the town moves forward or abandons the plan.

“A lot of the questions we have and they have will be answered at the meeting Wednesday,” Caplis said.

603 CMR 41.00 - Regional school district budgets.

(3)  Reconsideration of Rejected Budgets

(a)If the budget is not approved by two-thirds of the members, the regional school committee shall have 30 days from the date of disapproval by more than one-third of the members to reconsider, amend, and adopt a revised budget. With the approval of the Commissioner, this 30-day period may be extended an additional 15 days. Where the local appropriating authority is a town meeting and the annual town meeting is dissolved prior to voting on the budget, the budget shall be deemed disapproved by that member as of the date of such dissolution.

(b)The revised budget adopted by the regional school committee and the assessments corresponding to such budget may be less than, equal to, or greater than the amounts in the previously adopted budget.

(c)Within seven days following the regional school committee's adoption of a revised budget, the treasurer of the regional school district shall calculate and certify the assessment of each member and shall transmit the assessments and a copy of the revised budget to the members. Each member's local appropriating authority shall have 45 days from the date of the regional school committee's vote to meet and consider the revised budget.

(d)The approval of a revised budget shall be as set forth in 603 CMR 41.05(2)(a). If a local appropriating authority does not vote on the revised budget within the 45-day period, that member shall be deemed to have approved the revised budget.

(e)In a regional school district comprised of three or more members, if the revised budget is not approved, the regional school committee shall again reconsider, amend, and adopt a revised budget. The revised budget shall be resubmitted to the members pursuant to the provisions of 603 CMR 41.05(3).

(f)In a regional school district comprised of two members, if the revised budget is not approved by both members, the regional school committee shall again reconsider, amend, and adopt a revised budget and shall convene a district-wide meeting, at which the revised budget shall be placed before all voters eligible to vote at said meeting. If a majority of voters at this district-wide meeting votes to approve the revised budget, such vote shall constitute approval. If a majority of voters at this meeting votes to approve a greater or lesser amount for the budget, such amount shall be placed before the regional school committee for its ratification. If the regional school committee by a two-thirds vote ratifies this amount, it shall constitute approval. If the regional school committee rejects such greater or lesser amount, it shall again reconsider, amend, and adopt a revised budget and shall reconvene a district-wide meeting pursuant to the provisions of 603 CMR 41.05(3)(f).

(g)A district-wide meeting convened in accordance with 603 CMR 41.05(3)(f) shall only consider budgets based on the statutory assessment method.

(h)A regional school committee may reconsider, amend, and adopt a revised budget at any time prior to the approval of a previously adopted budget.

(i)If a local appropriating authority votes to approve an adopted budget subsequent to the required date for such action but prior to the regional school committee's revision of the budget, such vote shall be deemed valid.

(j)Whenever a member's assessment is reduced to a smaller amount than previously appropriated by the local appropriating authority, that appropriation shall automatically be reduced to the lesser amount.

(4)  Establishment of Budgets by the Commissioner

(a)If the operating budget for a regional school district has not been approved by July 1, the superintendent of schools shall notify the Commissioner, and the Commissioner shall establish an interim monthly budget for the regional school district. The interim monthly budget shall be one-twelfth of the regional school district's budget for the prior fiscal year or such higher amount as the Commissioner may determine. The interim monthly budget shall remain in effect until an operating budget is approved pursuant to 603 CMR 41.05(3) or December 1, whichever comes earlier.

(b)If a regional school district's budget has not been approved by December 1 of the fiscal year, the Commissioner shall assume fiscal control of the regional school district pursuant to M.G.L. c.71, §16B, and 603 CMR 41.07, and shall establish the final budget for the fiscal year.

(c)Whenever the Commissioner establishes an interim or final budget for a regional school district under the provisions of this section, the treasurer of the regional school district shall calculate and certify to the members their respective assessments. Every member shall pay its respective assessment in accordance with the payment schedule in the regional agreement. The appropriation of funds to pay an assessment ordered by the Commissioner under 603 CMR 41.05(4) shall not be deemed approval by the municipality of the district's budget.

DEPARTMENT OF REVENUE 

DIVISION OF LOCAL SERVICES TECHNICAL ASSISTANCE SECTION

Overrides and Exclusions

Contingent Appropriations: Towns only can approve a contingent appropriation (Ch. 59 Sec. 21) which is usually a single additional expenditure, or multiple appropriations made subject to subsequent voter approval of a funding source. Most often, that funding source is additional tax revenue raised through an override, debt exclusion or capital expenditure exclusion. While town meeting must approve the contingent appropriation, only the selectmen can actually place the referendum on the ballot for voter approval. When a contingent appropriation is approved at an annual town meeting, the related referendum must be placed before the voters prior to September 15. When a special town meeting approves contingent spending, the override or exclusion vote must occur within 90 days. In any case, a failed referendum may be returned to the voters on subsequent ballots, but if not approved by the applicable deadline, the appropriation is null and void.

How transparent is Templeton Town Governance?   

From: jeff bennett <j_bennett506@hotmail.com>
Sent: Wednesday, February 20, 2019 4:22 PM
To: Holly Young; Terenzini, Carter; Caplis, John
Subject: public records request

 

Wednesday, February 20, 2019

Holly Young
Town of Templeton
Town Hall, 160 Patriots Road
Templeton, MA 01438

Re: Massachusetts Public Records Request

Holly Young:

This is a request under the Massachusetts Public Records Law (M. G. L. Chapter 66, Section 10). I am requesting that I be provided a copy of the following records:

A report of the Veterans Advisory Board, per Templeton Town general by-law - article LVI: Veterans Advisory Board. According to the by-law, a report from this board is to be provided to the Board of Selectmen in December of each year.

A copy of a contract between Town of Templeton and Narragansett Regional School District involving a wind turbine. Per Massachusetts General Law, chapter 164, section 56C, Every  municipal light commission or manager thereof, who makes or executes a contract on behalf of a municipal lighting plant, where the amount involved is five thousand dollars or more, shall furnish said contract or a copy thereof to the city or town auditor within one week after its execution.

I would request, if possible, that these records be provided in electronic form.

I recognize that you may charge reasonable costs for copies, as well as for personnel time needed to comply with this request.

The Public Records Law requires you to provide me with a written response within 10 business days. If you cannot comply with my request, you are statutorily required to provide an explanation in writing.

Sincerely,

Jeffrey Bennett
77 Partridgeville Road, Templeton MA 01468

978-360-4634

Please Templeton Selectmen, read the Department of Revenue Financial Review of 2009!

Notice what it says concerning Sewer Commissioners (Selectmen not mentioned)

1. Build a Multi-Year Revenue and Expenditure Forecast:
The sewer department needs to build a realistic multi-year revenue and expenditure forecast. Absent a solid projection, a true fiscal picture of the future spending in relation to estimated revenue is lacking. Financial forecasting not only allows officials to better understand and quantify the long-range impact of policy proposals, it contributes in a significant way to the annual budget process by working hand-in-hand with the capital planning and fee setting process.

2. Establish a Comprehensive Capital Improvement Program: The sewer department should outline a formal capital improvement program built on a multi-year plan that embodies clear spending priorities. An important resource would be the inventory of fixed assets the town was required to produce under GASB 34. A five year plan, updated annually, would be a useful tool and the basis of the department’s submission of capital requests to the town’s capital planning committee for review.

 3. Review Fee Schedule: Because the sewer department operates under a fee-for-service model, it is financially prudent that officials review fees annually to verify that the total operating costs are adequately covered by revenues. A review should include an examination of direct and indirect costs, anticipated capital outlays, debt service, or other operating costs.

4. Make Decisions on the Use of Retained Earnings: Retained earnings reflect the year-end surplus in the enterprise fund that, once certified by DOR, may be appropriated to support sewer-related purposes. The sewer commissioners should plan long-term for the accumulation and use of retained earnings. We typically recommend that a percentage of retained earnings be retained to cover ongoing maintenance costs and anticipated capital needs.

5. Outline Indirect Cost Formula: An indirect cost is a cost incurred or the time devoted by other town employees to enterprise purposes. We recommend that the town accountant develop a basis for calculating an annual indirect cost reimbursement to the town. The formula should have long-term applicability in a way that produces a fair and consistent annual reimbursement for services provided. To begin, survey each office to account for the amount of staff time spent on sewer enterprise fund activities.

An annual reimbursement from the enterprise fund to cover costs of any services provided by other town departments. There is no mention of cutting employees, transferring employees from one department to another. The spin needs to stop!

TO: Board of Selectmen
FROM: Carter Terenzini, Town Administrator
RE: Administrator’s Weekly Report
DATE: February 14, 2019
CC: All Departments



Weekly Report:
We have received the $30k grant from the Community Compact to fund the study of our (T’ton and P’ston) shared Fire/EMS Departments. We have circulated the first cut at a Draft w/P’ston and hope to finalize it and have it out on the street by 02/28. Budget work has consumed the week with the so-called “Last Call” budget going out to all departments for review and comment. It does provide for a 2 ½% increase to Monty Tech and the NRSD but – for the moment – assumes the balance of their needs are met with their Over-Ride. The Request for Letters of Interest was issued to fifteen parties we were able to identify, and we included the BES Disposition flyer in it as well. We will continue to try to identify additional parties over the next two weeks or so. We received the perambulation results from Hubbardston (MGL Ch. 42 §2). Staff is researching when this was last done with our adjoining towns as it is statutory required every five year (although it is honored in the breach across most of the state).

NRSD - their override???

Templeton, like all other communities in the Commonwealth, must provide a sum of money to provide for an adequate education of children. So, the Narragansett Regional School District / school committee decide on a budget, level funded, level service, increase in staffing, etc., and then the NRSD comes up with the cost for Phillipston and Templeton. According to state law, the district sends the assessment or bill, to Templeton, it is up to the selectmen to come up with a way or plan on how to deal with that "bill", for service.

The selectmen have options on how to pay that bill, one of those options is an increase of the levy, or prop 2 1/2 override; it is the responsibility of the selectmen to do that, not the school committee. The selectmen are charged with the finncial affairs of the Town, they are charged with placing items on the Town Meeting warrant. If there is an override, it will be a Templeton override, to pay Templeton charges, assessments or bills. The school district is a cost of the Town and there fore it would be, if called for, a Templeton override, it would be the selectmen's override, not the NRSD override.

The selectmen can try to spin it this way or that way, but in the end, if the route chosen is a prop 2 1/2 override, it will be for the operating costs of the Town of Templeton, it will be on the selectmen!

Email to selectmen of Templeton - no response as of yet.

Reading the FY 2018 audit again, I find what I consider contradicting statements:

In planning and performing our audit of the financial statements of the governmental activities, business-type activities, each major fund, and the aggregate remaining fund information of the Town of Templeton, Massachusetts, (the “Town”) as of and for the year ended June 30, 2018, in accordance with auditing standards generally accepted in the United States of America, we considered the Town’s internal control over financial reporting (internal control) as a basis for designing our auditing procedures for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Town’s internal control. Accordingly, we do not express an opinion on the effectiveness of the Town’s internal control. 

4. Sewer User Charges (repeated from the prior year) The Sewer Department continues to handle all aspects of the user charges associated with the activity. Therefore, the internal controls surrounding this activity are not as complete as they should be. We continue to suggest that the Collector’s office be given the responsibility of collecting the user charges. This will provide better segregation and internal controls over the activity and provide a more efficient reconciliation process. 

"as they should be" and "we continue to suggest" - Those two statements are opinion based, no mention of any law being broken, no mention of any by-law being violated (I am still awaiting the explanation  of the chairman's statement that sewer dept. is violating town by-law (s).

Bottom line, it is all about the money; Selectmen Brooks asking if sewer enterprise fund can be billed and if so, will this help our general fund? (see selectmen meeting of April2, 2018) Reducing hours of benefited sewer employees will save health care costs. If you wish to save money, move collections to town hall @ collectors office and do not charge the enterprise fund to do this, I mean, people, including sewer rate payers, already pay taxes to operate the treasurer/collector office, including any assistants/part-time personnel.

Note: By not providing a return envelope, any resident now has to buy an envelope which in reality, amounts to another fee. Yes, that point might be considered petty, but as I stated, I am all in. How much tax money is going to be spent conferring with town counsel as you try to enforce an opinion from someone else; auditor and DOR?

from 2016; This message was at one time posted on Templeton Town face book page.

Message from Town Administrator Bob Markel

The Department of Revenue has always discouraged the use of free cash to balance the budget. Bond rating agencies do the same, and the low bond rating for the Town reflects, in part, the lavish use of free cash to fund the operating budget. However, this is not illegal; it is simply unsound financial policy.

The amount of free cash available changes yearly, and it is not predictable. Free cash is considered one-time revenue, and the Department of Revenues recommends that it used to augment the Stabilization Fund (reserves) or for one-time purchases like capital items.

Audit firms do not do a thorough job of auditing the books (unfortunately). They come and test various areas of the town’s finances to see if there are problems, but some problems are not caught and can persist for years. They tell you up front that they cannot do a thorough audit for the relatively modest amount they charge. The DOR representative at today’s meeting called the standard municipal audit a “hit and run” audit.Still, some firms are more reputable and more competent than others. I cannot name names in this message, but there are several firms that I would never hire.

Recommendation: The Selectboard should create an Audit Committee of knowledgeable citizens who will have two responsibilities: 1) Bid the audit contract every three years, and hire an independent auditor; and 2) Receive the annual audit and do a public review of the findings and the management letter. Municipal auditors are typically hired by the Town Administrator, Town Accountant or Finance Director. This is an inherent conflict of interest since town officials who do the hiring are the ones whose work is being audited. Hiring and receiving the audit should be an arm’s length transaction from the Town’s financial team.

The Department of Revenue oversees 351 cities and towns in the Commonwealth. They accept data provided by the Town Accountant, the Treasurer/Collector and the Assessors. They often question the data, but they are not always able to verify if data submitted on the Tax Recap or Schedule A are accurate. The DOR does not have access to the town’s accounting system. For example, the DOR was in Templeton today to question whether the Town has properly reported debt obligations on the DE-1 section of Schedule A. Some debt is paid from general revenue within the town budget and some debt is paid through debt exclusion. There is a correct way to report these two types of debt on Schedule A. The DOR representatives checked to see if the Town reported the data correctly, but they are limited in their ability to verify the accuracy of the data.

The long term solution to Templeton’s financial problems is to hire a professional Town Administrator who will put in place a competent financial management team – Accountant, Treasurer, Collector and Assessors. The Selectmen and Advisory Board have the responsibly to oversee the T.A. and the financial team on their management of the Town’s finances. To complement the BoS and Advisory Board, the Audit Committee should retain a reputable accounting firm to conduct an annual audit with the results made public.

Bob Markel
Interim Town Administrator

Templeton Selectmen are always repeating we have a great financial Team in place.

Are the selectmen getting and hiring experienced staff? If not, are they providing current and necessary training so Town funds (your money) is well looked after and ensuring it is (money) working for you - invested and making money, ie: interest, results on investment!

The most current financial audit says no:

1. Maximizing Investment Returns 
Over the past ten years, the interest earned on bank deposits have not kept pace with inflation. Many bank depository accounts currently return less than 1%. However, there are a growing number of banks and financial institutions like the Massachusetts Municipal Depository Trust, or MMDT, that are financially stable and offer very liquid short-term investments with annual interest rates greater than 2%. In fiscal year 2018, the Town’s governmental funds reported interest income of about $30,000 despite total cash holdings of over $9 million. A review of the Town’s bank deposits at June 30, 2018 reveals that virtually all of its deposits are in accounts bearing interest at 0.0% to 0.25%. We recommend that the Town Treasurer evaluate the Town’s depository balances and accounts and evaluate the possible benefits of reallocating portions of the Town’s excess funds to stable financial institutions that offer very liquid safe short-term investments. In doing so, it can turn its cash into a revenue generating asset.

3. Closing Checklists 
Closing checklists are employed by accounting departments to better ensure that all routine and non-routine accounting transactions and reconciliations are performed and the final outputs (i.e., the Town’s balance sheet and Schedule A) are reviewed for accuracy and completeness. The use of closing checklists is commonplace in private industry but is seldom used in the public sector. The Town had great difficulty getting its free cash approved; in the end it was approved at the expected amount, but the Department of Revenue process was not used properly. We recommend that the Town Accountant, Treasurer/Collector develop a closing checklist to monitor and track the annual accounting close in order for the process to be more efficient in the future.

9. Treasurer/Collector Office (repeated from prior year)

In our letter to management dated March 23, 2017 we identified 17 critical areas in the Treasurer/Collectors Office that needed to be addressed. Many of those have been addressed through fiscal year 2018, however some remain and should be addressed in the current fiscal year. Those are highlighted as follows:
• While efforts are made to collect cash from department heads weekly, there is no formal policy regarding cash held by departments outside the Treasurer’s Office. The Treasurer was unaware that all Town cash is under the Treasurer’s control, and the Treasurer has the duty to force effective internal control policies on all departments who handle cash.
• Presently, the Collector does not use a lock box to collect taxes. A lock box is essentially a third-party collector of taxes. Taxpayers mail their payments to a Post Office box, and the third-party collector deposits the funds for the Town and posts activity for all those who have paid. Daily, an electronic file is then sent to the Town where payments are uploaded automatically to the Town’s system.
• Cash forecasts are currently not prepared as part of a monthly routine. This is a critical process for Towns that are cash stressed; we suggest such a process is implemented immediately.
• In 2011 the Department of Revenue began to require towns to process mark to market adjustments prior to submitting their balance sheets for free cash. This is very similar to the accounting requirements under GASB 31. The Town currently nor ever has processed mark to market adjustments for unrealized gains and losses. While this does not impact free cash and only impacts the Trust Funds, we suggest the Town adopt a process to complete these transactions at year-end.

Oh, those days of yesteryear where wood chips would be locally sourced for $28.00 per ton.

Narragansett Regional Middle and High Schools (NRSD) share a building and central office in Baldwinville. In 2015, the district installed a Messersmith wood chip boiler to heat the 20,000- square foot building. The wood chip boiler runs on chips supplied by Anderson Timber in Westminster. The system uses about 1,000 tons of local wood per year at $50/ton. Before converting to biomass, the school heated with an oil burner that used up to 800 gallons each day. As wood chips are the cheapest wood fuel option, NRSD now saves $250,000 on fuel each year. The back-up propane system is rarely used. Wood chips are delivered via truck to the 100-ton storage bunker, accessible via two garage doors. Wood chips move from the storage bin into the boiler via an auger system that meters the rate of chip delivery so that the boiler maintains optimum combustion efficiency. An electrostatic precipitator is connected to the system to reduce emissions. The ESP uses electrical charges to separate particulates from harmless outgoing emissions such as water vapor. The other by-product of combustion is ash, which is emptied daily and can be mixed with soil and used for landscaping.

The following is a link to information concerning Town Meetings.

Please note that Templeton has an open Town Meeting, which means all registered voters of Templeton can attend, speak and vote on all matters before the meeting. There are no quorum requirements.

https://www.sec.state.ma.us/cis/cistwn/twnidx.htm

Templeton is on a roll!

What happened to we need to increase pay to attract good people who will stick around?
What could be the cause of the employees leaving?

EMPLOYMENT OPPORTUNITY
 TOWN OF TEMPLETON, MA
 DEPARTMENT OF PUBLIC WORKS

Mechanic: Full-time position maintaining all classes of equipment ranging from passenger vehicles (police cruisers) to 10 wheel dump trucks, loaders, road sweepers, backhoes, brush chippers and the like. Requires High School or GED diploma, valid Class B driver’s license with air brake and hoisting licenses of 1C and 2A and a minimum of three years of experience. Successful applicant will have interpersonal skills, ability to work under pressure to return equipment to the road, and able to work independently using sound judgment under limited supervision.

Foreman – Buildings & Grounds: Full-time position supervising small crew of full and part time laborer’s maintaining the Town’s cemeteries, parks, and buildings; maintains records kept on all lots, locates graves for families and vendors, performs related burial tasks, snow removal, and minor building maintenance, operates a variety of equipment, including backhoe, one ton truck w/plow and tractor and performs minor maintenance on the same and hand help equipment. Requires High School or GED diploma, valid Class D or higher driver’s license with hydraulics endorsement 2B (or ability to earn the same within six months), and a minimum of three years of experience with at least one year in a supervisory role. Successful candidate will have interpersonal skills to deal with people at traumatic times in their lives, ability to work well in a team while also able to work independently using sound judgment under limited supervision.

Driver/Operator/Laborer: Full-Time position performing maintenance duties for town streets and highways, sidewalks, drainage systems of culverts, catch basins and manholes, street sweeping, patching potholes, tree maintenance, snow-plowing, performing minor equipment repairs and assisting others in this and the Buildings & Grounds Department. Requires High School or GED diploma, valid Class B driver’s license with air brake and hoisting licenses of 2B, 4G, and 4E (or ability to earn the same within 6 months) and three years of experience. Successful applicant will have the ability to work well in a team while also able to work independently using sound judgment under limited supervision. Applications from those with only CDL learners permit will also receive consideration.

Seasonal Laborers: Thirty (30) or ten (10) week positions of 40 hr/wk (April 1 or July 1 start) performing grounds maintenance of mowing, edging, weeding, maintaining mulch beds, loading and unloading equipment and supplies, disposing of refuse, assisting in minor roadway maintenance, and cleaning interior and exterior of facilities. Requires High School or GED diploma, valid Class D or higher driver’s license, and be 18 years of age. Successful candidates must be able to work under limited supervision, have tact when in contact with the public, and a working knowledge of the care and use of hand tools and small motorized equipment.

TO: Board of Selectmen
FROM: Carter Terenzini, Town Administrator
RE: Administrator’s Weekly Report
DATE: February 7, 2019
CC: All Departments


5g. We have $16.6M of BANs due at the end of this month. The intent is to pay about $380k in cash from the budget, roll $4M as BANs until 02/20, and then issue General Obligation Bonds of  $12.230+/- M. I say plus or minus because we are required to resize the final GOB by the prorata share of the net premium being earned on the police portion of the bond (We anticipate the final PD portion of the bond to be $2,440,000). The interest rate on the GOB is less than 3.5% while the net interest rate on the BAN is just under 2.09. In November you will need to roll those BANs until 02/20 so that you can then issue a GOB at the appropriate structure to account for the length of time it may take the MSBA to settle your account. While you remain well under budget this can always change so… You may find you need a modest amount of a new BAN may be needed toward the end of the project to cover any changes in this status or the MSBA settlement impact our current cash flows.

Templeton Board of Selectmen Town Hall, 160 Patriots Road, East Templeton Wednesday, February 13, 2019, 6:30 p.m. Agenda 1. Call the Meeting to Order 2. Pledge of Allegiance 3. Public Comment 4. a. Meeting Minutes~ 1.9.19, 1.23.19 b. Executive Session Minutes~ none 5. New Business: a. Action RE: Appointments & Introductions b. Presentation RE: Senator Gobi & Representative Whipps c. Public Hearing RE: Community Development FY’19 Grant d. Action RE: North Worcester County Drug Task Force e. Action RE: Award Contract RE: Property Revaluation Project f. Action RE: Open Warrant for Annual Town Meeting g. Action RE: Award of GOBs and BANs for Police & School Projects h. Action RE: Sewer Collections by the Office of Treasurer/Collector i. Presentation RE: Audit Exit Conference, Roselli & Associates 6. Old Business: none 7. Board & Staff Member Comments & Reports 8. Potential Request for Executive Session per MGL Ch. 30; §21.2 and 21.3 (Collective Bargaining) and & 21.4 (Deployment of security devices) 9. Adjournment The listing of Agenda items is those reasonably anticipated by the Chair which may be discussed at the meeting. Not all items listed may in fact be discussed and other items not listed may also be brought up for discussion to the extent it is permitted by law. THIS AGENDA IS SUBJECT TO CHANGE

from where we have come:

 

Moody's downgrades Town of Templeton MA's GO rating to A2; outlook is negative

30 Jul 2013

Downgrade affects $11.2 million of outstanding debt

New York, July 30, 2013 -- Moody's Investors Service has downgraded the Town of Templeton MA's general obligation rating to A2 from A1 and assigned a negative outlook. Concurrently, we have removed the rating from review, as our downgrade of the rating resolves the earlier action. Moody's placement of the rating under review, with direction uncertain on June 26, 2013, was prompted by a lack of sufficient 2012 financial information, which we have since received.

The town's unlimited and limited tax GO bonds are secured by its GO unlimited and limited tax pledge respectively, subject to the Commonwealth of Massachusetts' (Aa1 Stable Outlook) Proposition 2 ½ tax levy limitation. As of June 30, 2012, the town has approximately $6.9 million of unlimited tax GO bonds and $4.3 million of limited tax GO bonds outstanding.

SUMMARY RATINGS RATIONALE

The downgrade to A2 reflects the town's deteriorating financial position, which is driven by rising expenditures and annual transfers to the sewer fund to pay for ongoing projects. This pressure is demonstrated by the town's falling general fund balance levels, which declined by 40% from 2008 to 2012. In addition, the town's new management team may not be able to reverse these trends expeditiously given their limited knowledge of the town's finances. The A2 rating also considers the town's modest-sized tax base, manageable debt burden, and below-average socioeconomic indices.

The negative outlook incorporates Moody's expectation that the town's reserve position will continue to diminish given ongoing operating pressure and management's lack of clear plans to address this pressure.

STRENGTHS

Manageable debt burden

CHALLENGES

Narrowing reserve position

Management's limited understanding of the town's fiscal pressures

General fund substantially supporting the costs of ongoing sewer projects

Modest tax base and wealth levels

OUTLOOK

The negative outlook reflects Moody's expectation that the town's financial position will continue to deteriorate, with additional operating deficits in the near term. It also incorporates the town's lack of formalized plans to reduce the town's dependence on reserves. Further weakening of town reserves could lead to additional rating pressure.

WHAT COULD MAKE THE RATING GO UP (REMOVAL OF NEGATIVE OUTLOOK)

Improvement in management practices, evidenced by the implementation of strategies to reduce reliance on reserves and elimination of qualified audit opinions

Growth and stabilization of general fund reserves

Rating Action: 

Moody's assigns initial A1 to Templeton, MA GOs

04 Feb 2019

New York, February 04, 2019 -- Moody's Investors Service has assigned an A1 general obligation unlimited tax rating to the town of Templeton, Massachusetts's General Obligation Municipal Purpose Loan of 2019 Bonds.

RATINGS RATIONALE

The A1 rating incorporates a small but growing tax base, vastly improved financial position from just a few years ago, elevated debt burden, and above average pension liabilities.

RATINGS OUTLOOK

Moody's does not usually assign outlooks to local government credits with this amount of debt outstanding.

FACTORS THAT COULD LEAD TO AN UPGRADE

- Improvements to the tax base

- Sustained improvement in reserve levels

FACTORS THAT COULD LEAD TO A DOWNGRADE

- Significant decline in tax base

- Significant drop in reserves

LEGAL SECURITY

The bonds are secured by the town's general obligation unlimited tax pledge as debt service has been voted exempt from the tax levy limits of Proposition 2.5.

USE OF PROCEEDS

The bonds will fund elementary school construction and police station renovations.

Templeton Receives A1 Rating from Moody’s Investor Services

Capping a series of positive improvements in the Town of Templeton’s financial management and status, the Town has received yet another positive recognition on the turnaround of its finances when Moody’s Investors Services, the major rating service for municipal general obligation bonds, gave the Town a rating of A1 on its upcoming issue of $12.250M. This rating is described by Moody’s as being “… judged to be upper-medium grade and are subject to low credit risk.”

Action on this General Obligations Bond – the first of two expected to finance the new Templeton Center Elementary School and expansion and renovation of the police station is expected to be taken by the SelectBoard at their business meeting of February 13th. The Town is expected to receive its FY ’18 audit report at the same meeting from the Town’s audit firm, Roselli and Clark.

The following is from an article on the MMA web site.

Late last month, Gov. Charlie Baker submitted his $42.7 billion fiscal 2020 state budget plan to the Legislature, proposing a spending blueprint that would increase overall state expenditures by 1.5 percent, as the Administration deals with slow revenue growth by restraining most spending across the board and placing an estimated $297 million into the state’s rainy day fund.

A centerpiece of the administration’s budget (House 1) is a seven-year plan to respond to calls for a significant reinvestment in Chapter 70 education aid, after years of below-maintenance increases in state education funding. In spite of a tightly capped property tax, low state aid has led cities and towns to spend more than $2 billion above the prescribed local contribution to schools. Communities have done this by cutting support for core non-school services, such as public works and public safety, and by increasing reliance on the already overburdened property tax. This has created chronic fiscal stress and painful decisions in communities across the state

Under House 1, 183 cities, towns and regional districts would be stuck at a meager $20-per-student minimum aid increase. That means 57 percent of all school districts – ranging from rural districts in western Massachusetts to our capital city of Boston – would continue a slow fiscal decline, affecting hundreds of thousands of students

House 1 would also level-fund regional transportation reimbursements at $68.9 million and transportation for homeless students (McKinney-Vento) at $9.1 million. This would be a hardship for virtually all communities in regional districts and those that transport homeless students who remain sheltered in hotels and motels

Another year of failure from the governor's office. It will be interesting to see what the legislature does on these issues.

Posted on the website of the Division of Local Services (DLS) is the December report of meals tax distribution. Templeton is listed as receiving 13,370.00. Report from town accountant shows amount to be $13,369.91. That amount plus the previous $4,384.31 = $17,754.22 in meals tax dollars to Templeton.

The magic number is $42,000.00 for the year (fiscal year)

from the 2nd quarter financial report of the town accountant:

Revenue Trends:
General fund revenues as a whole are doing ok, we are at 45% of budget, so under where we should be, but we have taken in a large amount of revenue the first part of January. I think will more than make up the 5%. As we have now received two of the meals tax payments, it shows we are on target or even higher for the $42,000.00 budgeted for revenue.

Town needs to receiver at least $12,000.00 for the next two cycles to hit just under $42,000.00:

$42,000.00 minus $17,754.22 + $24,245.00. 

Also, stated in 2nd quarter report is the Veterans benefits fund will need a transfer of up to $20,000.00 end of year. This will involve the Advisory Committee if the selectmen / Town Administrator do in fact request end of year financial transfers to fix their budget short falls, again! Sure glad we have all these good numbers. Little ole appointed people to the rescue again! Bailing out that superior elected board is a full time job.

PHILLIPSTON — Town officials are investigating the managerial practices of the Fire Department, as well as examining two computers which have not been working properly since about the time a number of people resigned from the department following sexual harassment allegations.

The Board of Selectmen has hired Gardner City Solicitor John Flick to investigate the Fire Department following ongoing internal reports of missing equipment, missing files and altered reports.

Reports about these concerns, according to Chief Administrative Officer Kevin Flynn, had been coming to town officials prior to the recent resignation of staffers of the Fire Department following allegations of sexual harassment and discrimination from Capt. John Seamon Jr.

“The board was aware of things going on at station of concern, but they didn’t talk about it much in public,” Flynn said. “More has been brought to our attention since then. ... There’s missing equipment, reports that have been altered and bills that date back several years that haven’t been paid. With advice from Town Counsel and talking with insurance, we are hiring John Flick to do an investigative study on management practices in the department and how it’s been running the past few years.”

Flick is expected to begin his investigation next week, and will wrap up his work by the end of February.

“He expects to spend a few weeks interviewing folks, going through files,” Flynn said. “We promised him he has access to employees, our records and files and anything he needs. ... At some point the board will release what they find unless there is something criminal in there.”

The town will also be having forensic analysts come in to investigate two computers in the Fire Department that have had issues since the employees resigned at the end of December.

“Since the folks left the department we have had trouble getting access to computers and getting computers to work, and getting files to work,” Flynn said. “We contacted our insurance company, and they are providing a forensic team that is going to examine the computers.”

The computers in question are located in the Fire Department administrative assistant’s office, as well as the chief’s office. Both offices are typically locked, and are usually only accessed by the chief and administrative assistant.

One computer appears to have all of its files missing, while the other computer will not even turn on.

“They are sending a forensic team to examine the computers and hard drives and find out what is the problem,” Flynn said. “We use those computers to keep track of billing, fire runs, ambulance runs and reports. That will be paid for by our insurance.”

The resignations in the Fire Department happened following allegations that Capt. John Seamon Jr. was sexually harassing a new employee who had yet to start the job, as well as firefighter Amanda Griffith. Numerous other firefighters and Administrative Assistant Kristin Stanley resigned, as well as firefighter Anthony Jones, who resigned after his own issues with what he claimed were Seamon’s alleged dangerous and harassment practices at work.

The town initially refused to comment on the allegations following advice from their lawyers, but Board of Selectmen Chairman John Telepciak read a statement regarding the allegations at the most recent meeting.

“The Selectboard Office received a complaint from one individual regarding an incident with another individual in the Fire Department. They were the only two individuals involved in the complaint. There were no other witnesses to the alleged incident,” Telepciak said. “The complaint was investigated in accordance with Town policy. The parties were offered the opportunity to meet individually and confidentially with the Selectboard in Executive Session. The complainant declined the offer. The Selectboard reviewed the matter in Executive Session and took what it deemed appropriate action. The matter is now closed.”

The town has begun to hire replacements for the staff that resigned, and appointed Jack Seamon, the Capt.’s father as a driver, as well as firefighter Rob Smith. The town will be posting the other positions over time.

The town is also looking at finding a permanent new fire chief. While Chief Richard Stevens was away on medical leave, he had announced his retirement for early February, due to ongoing health issues.

Interim Fire Chief John Duguay is doing well according to Flynn, but is looking to retire and will not take a permanent full-time chief position.

“We cannot speak on it too much, but we wish Stevens well. It can be tough and we hope the best for him,” Flynn said.

At this point in time, what could possibly be any benefit to Templeton in merging ambulance service with Phillipston? What possible benefit to Templeton taxpayers exist regarding merging anything involving fire / ambulance services from Phillipston with Templeton? 

NOTICE OF PUBLIC MEETING BOARD OF SEWER COMMISSIONERS
33 RESERVOIR STREET BALDWINVILLE, MA 01436
MONDAY, FEBRUARY 4, 2019 4:30 P.M.

CALL TO ORDER
PLEDGE
REVIEW AND SIGN MEETING MINUTES
REVIEW AND SIGN VENDOR WARRANTS

NEW BUSINESS:

1. Board of Selectmen and Town Administrator withholding all Sewer Department Non-Union Employee raises. These raises were budgeted, approved by the Board of Sewer Commission and Voter approved at Annual Town Meeting.

2. Admin. Asst. Correct Pay Rate still being withheld by Town Administrator and Board of Selectmen.

3. Discuss Warrant Article for ATM

4. Review Annual Report

5. Discuss Union Negotiations 


OLD BUSINESS:
1. Pleasant Street pump station update

SECRETARY REPORT:
1. Budget to Actuals
SUPERINTENDENT REPORT:
1. Legal invoice issue
2. SBR Mixer break down

TO: Board of Selectmen
FROM: Carter Terenzini, Town Administrator
RE: Administrator’s Weekly Report
DATE: January 31, 2019
CC: All Departments

Weekly Report: We participated in the Moody’s Credit rating conference. We expect to have the actual rating in hand early next week though it may be a few weeks longer until we have all of their rationale. I attended the public meeting on improving Town Meeting attendance. We will get those minutes up on the web site in the next few days. We have been advised by Phillipston they have signed off on the Community Compact Fire Study so we will proceed to file that early next week. They have also signed off on the dispatch IMA subject to review by their town counsel. We had a second round of budget reviews. We opened the proposals on the revaluation (there was only one). They have been referred to the Board of Assessors for review and may be viewed there if you are interested. This will be an item for action on 02/13 although it may be the evening of 02/12 before we can get the BoA memo of advice out to to you. Please remember to send me items of concern if you have not yet had a chance to review the DPW CBAs.


CBA: = collective bargaining agreement / union contract.

Administration & Finance Town Accountant: Nothing reported?

from an email of the Town Administrator:
STM article 13 of the special town meeting, the town voted to appropriate $15,000 to the highway department; the accountant in error put it to the B & G and it has now been corrected.

Why is something like this not reported? There had to be some activity in the town accountant office.
I mean selectmen Brooks all but demanded departments respond to the weekly report, stating that there has to be some business being conducted and should be reported; on this, we agree on!

Note; the above mention error is one of many small errors made over the past several years. While looking ahead, one always should look in the mirror, at the past, to ensure the same miss-steps are not being repeated.