Easthampton MA Fiscal 2019 Municipal Budget

City of Easthampton,
Massachusetts
Fiscal Year 2019 Budget

Mayor Nicole LaChapelle
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2

Table of Contents

Mayor’s Message ……………………………………………………………………………………………………………………………….…5
Part I ‐ Community
City Organizational Chart………………………………………………………………………………………………………………….……7
Citizens Guide to the Budget…………………………………………………………………………………………………………….……8
Community Profile……………………………………………………………………………………………………………….………………..9
Part II ‐ Overview and Summary
Balance Budget Overview…………………………………………………………………………………………………………….……….11
Revenue Summary…………………………………………………………………………………………………………………….………….12
Expenditure Summaries……………………………………………………………………………………………………………….……….18
Part III ‐ Budget Detail
Section 1 – General Government
City Council ................................................................................................................................................. 34
Mayor and City Attorney ............................................................................................................................ 35
Auditor ........................................................................................................................................................ 40
Assessor ...................................................................................................................................................... 44
Finance ........................................................................................................................................................ 46
Technology .................................................................................................................................................. 50
Human Resources ....................................................................................................................................... 53
City Clerk ..................................................................................................................................................... 58
Elections ...................................................................................................................................................... 61
Planning ...................................................................................................................................................... 63
Section 2 ‐ Public Safety
Police Department ...................................................................................................................................... 71
Dispatch ...................................................................................................................................................... 83
Fire and Ambulance .................................................................................................................................... 86
Building Inspection Services ....................................................................................................................... 90
Section 3 ‐ Education
Education .................................................................................................................................................... 93
Section 4 ‐ Public Works
Public Works ............................................................................................................................................... 97
Cemetery ................................................................................................................................................... 109
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Tree Warden ............................................................................................................................................. 112
Section 5 ‐ Human Services
Board of Health ......................................................................................................................................... 115
Council on Aging ....................................................................................................................................... 118
Veterans Services ...................................................................................................................................... 122
Section 6 ‐ Culture and Recreation
Emily Wilson Library ................................................................................................................................. 125
Parks and Recreation ................................................................................................................................ 129
Section 7 ‐ Debt
Debt and Interest ...................................................................................................................................... 135
Section 8 ‐ Unclassified
Retirement ................................................................................................................................................ 139
Workers Compensation ............................................................................................................................ 140
Medicare Expense ..................................................................................................................................... 141
Employee Benefits .................................................................................................................................... 142
Liability Insurance ..................................................................................................................................... 143
Reserve Fund ............................................................................................................................................ 144
Unemployment ......................................................................................................................................... 145
Section 9 ‐ Community Presvation Act
Community Preservation Act .................................................................................................................... 147
Section 10 ‐ Enterprise
Enterprise .................................................................................................................................................. 150
Part IV ‐ Appendicies
A. Glossary of Term
B. Fund Descriptions and Balances
C. Enterprise Indirect Charges
D. Net School Spending Estimates
E. School Budget Document
F. CPA Priority Project List

4

MAYOR’S MESSAGE

April 18, 2018
Dear President McCoy and Members of the City Council:
As your mayor, I have worked tirelessly to craft a budget that reflects our city’s promise,
vibrancy, and potential. I am pleased to submit the City of Easthampton’s proposed budget
for fiscal year 2019. The proposed budget includes funds for the general operation and
maintenance of the municipal government, education, and debt service.
In this proposed budget, I am eager to premiere a new budget format. Based on the
Government Financial Officials Association (GFOA) model, the new format presents critical
city information in a transparent and accessible way for municipal leadership and to the
people of Easthampton. The GFOA model incorporates guidelines established by the
National Advisory Council on State and Local Budgeting and the GFOA's best practices on
budgeting. The FY2019 budget represents a new beginning and the concentrated efforts of
my administration to uphold transparency and efficiency at City Hall.
Because of each resident’s belief in Easthampton, we secure our city’s progress. The
proposed fiscal 2019 budget includes expenditures of $41,485,530 balanced by non‐tax levy
revenues totaling $16,998,435 and estimated tax levy of $24,487,095. Of the tax levy,
$1,443,950 funds the voted debt exclusions for the school building design, and new school
building (Easthampton High School). Results of the tax levy reflect dedicated revenue that
offset expenditures, which are recognized Excluded Debt Service. The FY2019 operating
budget represents $1,178,169 or a 2.92% increase over last year’s budget.
We began the development of the FY2019 budget as we learned that Easthampton’s net
state aid decrease by 1.4% in the Governor’s budget proposal. Undoubtedly, this budget
year was challenging for my administration. Nevertheless, our city’s municipal leaders came
together to carefully review all spending requests. We have identified those that are most
critical to delivering the services for our community.
The intention of Easthampton is all around us – as we walk along the reservoir, as we share
meals and drive to work, as our children grow and graduate, as we grieve, and as we
celebrate. These daily commitments to Easthampton capture our collective and individual
identities and reaffirm our city’s vibrancy and vitality. The energy in Easthampton is
5

CITY ORGANIZATIONAL CHART
City Clerk
City Council Auditor
Assessor
Parks
Culture and
Recreation
Cemetery
Highway
Highway Garage
Engineering
Board of Public
Works
Water
Sewer
Citizen Voters
Waste Water
Zoning
Planning
CPA
Mayor
Veterans Services
Human Services
Council on Aging
Board of Public
Health Agent
Health
Fire
Building
Public Saftey
Police
Dispatch
Finance Treasurer/Collector
Human Resourses
Information
School Committee Education
Technology

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CITIZENS GUIDE TO THE BUDGET

This document is intended to assist the reader in better understanding one of the most important documents
produced by our community. The annual budget document is much more than just numbers; it is a reflection of
our community’s values, priorities, and goals. The budget document serves as a policy document, a financial
guide and a communications device to our residents. To this end, it is designed to be as user‐friendly as possible.
This guide was created to help orient interested readers by providing a brief overview of the budget process, as
well as, an explanation of the organization of the budget document itself. We hope you find this introductory
guide a useful tool providing the latest financial and planning information for the City of Easthampton.

THE BUDGET PROCESS BUDGET CALENDAR

The City of Easthampton operates under state statutes July
and the Home Rule Charter as amended to establish Fiscal Year begins July 1st
the Mayor‐Council form of government. The legislative
body of the city is a nine‐member City Council, with
five members representing each of the city’s wards October/November
and four members elected at‐large. Free Cash / Retained Earnings Certification

The City Charter provides for the Division of Powers January
such that the administration of the fiscal, prudential Budget packets sent out to Department Heads
and municipal affairs Easthampton, with the
government thereof, shall be vested in an February
executive/administrative branch headed by a Mayor, Department Budget Requests due to Mayor
and a legislative branch to consist of a City Council.
The legislative branch shall never exercise any March
executive/administrative power and the Mayor meets with Department Heads to review
executive/administrative branch shall never exercise budgetary needs before April 1st
any legislative power.
April
The annual budget planning process starts with a joint School Committee approves School budget
meeting in January of the Mayor, City Council, and Mayor’s Proposed Budget submitted to City Council by
School Committee to review relevant financial April 18th
information and forecasts. Under the Charter, the
Mayor must submit the proposed annual budget to May
council by May 15. The School budget is submitted to City Council public hearings
the Mayor at least 10 days beforehand. The Council
will hold a public hearing on the budget and must act June
within 45 days of its submission. The Council may City Council budget approval
reduce or delete any line items, but it cannot add to Fiscal Year ends June 30th
any line item. The budget takes effect at the start of
the next fiscal year on July 1.

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COMMUNITY PROFILE

Name: City of Easthampton Easthampton, Massachusetts

Settled: 1664

Incorporated as a Town: 1785

Incorporated as a City: 1996

Land Area: 13.4 square miles

Easthampton, a city with a little over 16,000 residents, is located in the
Public Roads: 92 miles fertile Connecticut River Valley of Western Massachusetts and is rich in
the flavor of an industrial New England village.
Easthampton has evolved from a rural farming village to a flourishing
County: Hampshire mill town and now to a vibrant and diverse community with a wealth of
artists, retail shops, award‐winning restaurants and numerous
recreational opportunities. Our old mill buildings, once bustling with
Population: 16,059 manufacturing enterprises, now buzz with the excitement of creative
and cultural activities.

Form of Government:
Mayor‐ City Council
The new boardwalk, surrounding the Nashawannuck Pond in the center
of the city, serves as a gathering place for many and affords our
FY2018 Tax Rate per Thousand: residents and guests with an array of opportunities for leisure activity.
$16.00 Our six‐mile‐long bike path, which runs from the Southampton border
all the way to the Oxbow section of the Connecticut River, provides
2018 Average Single Family Home opportunities for many segments of the population to enjoy such
Value: $239,362 activities as a leisurely walk, a fast‐paced run, roller‐blade, and, of
course, bicycling for all ages. Our monthly Art Walk affords arts and
entertainment and has been increasing in popularity since its inception
FY2018 Municipal Operating
in 2006.
Budget: 40,307,360

The City of Easthampton provides a broad range of general government
Address: services including police and fire protection; water and sewer; public
City of Easthampton works; parks and recreation; a senior center; and a library.
Municipal Offices Easthampton’s Public School Department consists of grades
50 Payson Ave Pre‐kindergarten through twelfth grade. Easthampton has three
Easthampton, MA 01027 elementary schools, Maple, Center, and Pepin, a middle school, White
www.easthampton.org Brook. In 2013, Easthampton constructed a new state of the art high
school.

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Budget Summaries

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BALANCED BUDGET

Revenues BUDGET % of %

FY2018 RECOMMEND Total Change
FY2019

Tax Levy (Property Tax) 23,664,122 24,487,095 59.03% 3.48%

Local receipts 3,171,000 3,488,909 8.41% 10.03%

Cherry Sheet (Net) 8,970,888 8,843,026 21.32% ‐1.43%

Enterprise Revenue 3,994,540 4,184,094 10.09% 4.75%

CPA Revenue 486,000 461,596 1.11% ‐5.02%

Other Financing Source 20,810 20,810 0.05% 0.00%

Total Revenue 40,307,360 41,485,530 2.92%

1.00

1‐ General Government 1,647,816 1,778,351 4.29% 7.92%

2‐ Public Safety 5,323,941 5,409,304 13.04% 1.60%

3‐ Education 16,929,214 17,232,798 41.54% 1.79%

4‐ Public Works 1,680,503 1,740,663 4.20% 3.58%

5‐ Human Services 635,967 633,203 1.53% ‐0.43%

6‐ Culture & Recreation 543,171 561,650 1.35% 3.40%

7‐ Debt & Interest 2,182,080 2,332,671 5.62% 6.90%

8‐ Unclassified 8,503,421 8,905,772 21.47% 4.73%

9‐ CPA 486,000 461,596 1.11% ‐5.02%

10‐ Enterprise 2,375,248 2,429,522 5.86% 2.29%

Expense Total 40,307,360 41,485,530 2.92%

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Easthampton Revnue History
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Cherry Sheet Taxes Local Reciepts CPA Enterprise

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REVENUE SUMMARY
The city’s General Fund revenue (excluding the Water & Sewer Enterprise and CPA Funds) is divided
into four main categories: property taxes, state aid, departmental receipts and available funds.
Property Taxes
Property taxes are the single largest revenue source for the city and historically provide
approximately 66.5% of the General Fund budget. Typically, a year to year variation of 1% or 2% is
the result of external factors beyond the city’s control, such as the level of State Aid, building activity,
or fluctuations in interest rates.
Property taxes are levied on real property (land & buildings) and personal property used by
Easthampton’s non‐manufacturing business firms. In accordance with State law, the Board of Assessors
determines the fair market value of all property every three years. Easthampton’s next revaluation will
be performed during FY2020; however, interim adjustments are performed each year when a full
revaluation is not required.
Under the provisions of Proposition 2½, property taxes may not exceed 2½ percent of their “full and fair
cash value.” This limit is known as the “levy ceiling.” Additionally, annual levy increases may not exceed
2½ percent more than the previous year’s levy plus the taxes from any new growth value. Any
Proposition 2½ override or debt exclusion amounts approved on the Annual Election Ballot are also
added to the levy limit.
As the city’s primary revenue source, property taxes are expected to increase in FY2019 by
approximately $822,972 to 24.5 million. This increase includes the 2.5% increase of $562,109, a slight
increase of $150,000 in estimated taxes from projected new growth. The value of new growth is
budgeted conservatively at $9,375,000 million. A conservative approach is necessary because new
growth revenue is derived from the value of new development and other growth in the tax base. The
rate of this development is greatly influenced and ultimately determined by economic factors in the
private sector.

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Tax Rate Recapitulation Sheet (RECAP)

LEVY LIMIT %
CALCULATION FY2018 FY2019 Change
Prior Year Levy Limit 21,702,528 22,484,346
Add 2.5% 542,563 562,109
Add New Growth 239,255 150,000
Add Overrides 0 0
True LEVY LIMIT 22,484,346 23,196,455
Add Debt Exclusions 1,408,500 1,443,950
Amortization (3,310) (3,310)
Adjusted LEVY LIMIT 23,889,536 24,637,095
Overlay (204,521.45) (150,000.00)
Excess Levy Capacity (20,892.26)
Revenue 23,664,122 24,487,095 3.48%

State Aid
State aid is Easthampton’s second largest revenue source and represents approximately 24% of the
General Fund budget. Together, state aid and local property taxes account for approximately 90.5% of
the General Fund budget. The current budget model assumes State Aid will increase ½ % to
$11,332,286 million. The estimate is based upon the Governor’s FY2019 Budget which was released on
January 24, 2018.
Assessments
Assessments are charges to the municipality from the State of Massachusetts, and these are
subtracted in advance from the amount of state aid provided to the city. The result of this operation
is the net amount of money Easthampton receives in state funding, and it is the best comparative
measure of Easthampton’s state assistance in relation to the prior year. Given the total value of
assessments unknown at the time the city’s budget is created, the city has chosen to proceed with
the Governor’s Budget figures for the FY2019 budget. The increase in assessments used in this
budget model shows a net decrease in State Aid of 1.4% for fiscal 2019.
It is important to note that state aid as a percentage of the budget has decreased over the past ten
years, shifting the cost of operations to the local taxpayer. Easthampton is only now receiving State Aid
at levels comparable to FY2008; however, this amount is in nominal dollars and does not take into
consideration the effect of inflation over the past 10 years. Additionally, during the same period of time,
Easthampton’s state assessments for School Choice and Charter Sending Tuition has increased by 50% to
over $2 million in assessments, now representing 5% of the city’s budget.
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Departmental Receipts
The third largest source of revenue for the General Fund in the budget is Departmental Receipts, which
includes a variety of fees, permits, fines and licensing‐related monies that the city receives, as well as
interest that is earned on investments or on overdue tax bills. The total budgeted Departmental
Receipts for FY2019 are estimated at $3,488,909 million.
The single largest source of revenue within the Departmental Receipts category is the approximately
$1.728 million received for motor vehicle excise taxes, which is a State tax collected by the
municipality for its own use.
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Other Available Funds
The last category of city revenue are monies in various Special Revenue funds available for
appropriation from prior years. Other sources of Available Funds to be used in FY2019 are projected
to include special revenue offsets in departmental budgets, such as $2,500 in Cemetery Sale of Lots
income, $2,500 in the Parking Fund, and $10,000 from the Williston Gift Fund.
In addition, there will be a transfer of $3,310 from amortizable bond premiums. Amortizable bond
premiums are funds that were received when bonds or notes were issued for debt excluded projects.
The total net premiums are allocated over the term of the obligation, held in reserve and then
transferred to offset the amount of the debt exclusion added to the tax rate.
Community Preservation Act (CPA) Funds
Massachusetts General Law, Chapter 44B (CPA) allows communities to create a local Community
Preservation fund for open space protection, historic preservation, affordable housing and outdoor
recreation. Easthampton adopted the Community Preservation in 2001. CPA monies are raised
locally through the imposition of a surcharge of 3% of the tax levy against real property and receive a
match from the state’s Community Preservation Trust Fund.
The CPA state matching funds, generated by fees collected from the Registry of Deeds, has declined
significantly over the years, from as high as $331,694 in FY2014 to $126,467 in FY2018 and this figure
is projected to decrease further in 2019.

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Enterprise Funds
Water and Sewer services are operated as enterprise funds. Briefly, an enterprise fund as authorized
under Massachusetts General Law, Chapter 44 §53F½ is a separate accounting and financial
reporting mechanism for municipal services for which a fee is charged in exchange for goods or
services. It allows a community to demonstrate to the public the portion of total costs of a service
that is recovered through user charges and the portion that is subsidized by the tax levy, if any. With
an enterprise fund, all costs of service delivery—direct, indirect, and capital costs—are identified.
This allows the community to recover total service costs through user fees if it chooses. In
Easthampton, the Water and Sewer departments are fully independent, meaning they do not require
a subsidy from the tax levy.
Enterprise
5,000,000
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

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The following is a summary of the city’s budget, which details the 2.92% increase allowable under the
current revenue projections.
EXPENDITURE SUMMARY
ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND
FY2017 BUDGET FY2019 FY2019
FY2018

1‐ General Government
1110‐ City Council 31,350 31,914 36,695 41,320 40,970
1210‐ Mayor 117,128 120,918 126,594 162,700 128,200
1220‐ License Board 334 857 1,800 1,700 ‐
1350‐ Auditor 140,052 128,039 131,343 134,015 134,015
1410‐ Assessor 103,745 92,361 92,175 101,917 97,721
1450‐ Finance 322,941 320,199 321,179 378,151 368,751
1451‐ Technology 180,478 187,040 194,374 219,571 212,168
1510‐ City Attorney 27,129 19,231 25,700 25,820 50,000
1520‐ Human Resources 119,328 117,947 128,075 192,685 152,935
1610‐ City Clerk 110,087 110,158 113,648 115,221 114,921
1620‐ Elections 29,066 30,090 26,100 33,475 33,475
1720‐ Planning 129,389 137,073 156,263 161,481 161,481
1920‐ Building Operations 274,365 266,319 291,370 283,714 283,714
1980‐ Manhan Rail Trail 2,500 2,500 2,500 2,500
1‐ General Government Total 1,587,891 1,564,646 1,647,816 1,854,270 1,778,351
2‐ Public Safety
2100‐ Police 2,437,165 2,452,328 2,555,044 2,771,133 2,597,058
2103‐ Crossing Guards 35,398 35,235 39,600 44,600 39,800
2150‐ Detention 15,250 15,350 15,350 15,350 15,350
2170‐ Dispatch 237,784 279,787 287,602 275,556 275,556
2200‐ Fire 2,135,599 2,028,516 2,000,340 2,145,022 2,039,876
2310‐ Ambulance 336,041 312,784 314,025 358,005 330,294
2410‐ Inspection Services 102,023 90,555 94,480 94,084 93,869
2920‐ Animal Control 11,961 14,074 17,500 17,500 17,500
2‐ Public Safety Total 5,311,220 5,228,629 5,323,941 5,721,250 5,409,304
3‐ Education
3000‐ Education 16,154,575 16,437,191 6,929,214 17,267,798 17,232,798
3‐ Education Total 16,154,575 16,437,191 16,929,214 17,267,798 17,232,798
4‐ Public Works
4010‐ DPW Admin 206,502 207,412 208,963 171,938 171,938
4100‐ Fuel 106,574 96,787 138,043 137,000 137,000
4110‐ Engineering 61,289 73,911 75,012 143,892 143,892
4210‐ Highway 520,452 910,118 603,015 817,382 632,382
4230‐ Snow Emergency 267,332 519,495 200,000 200,000 200,000
4240‐ Street Lights 93,477 77,115 105,000 105,000 105,000
4250‐ Motor Repair 145,432 106,184 105,291 109,458 109,458
4260‐ Traffic 104,386 86,567 95,000 100,000 100,000
4300‐ Recycling & Hazardous 23,168 21,556 27,100 27,350 27,100
Waste
4380‐ Landfill 30,321 40,174 40,000 33,000 33,000
4910‐ Brookside Cemetery 55,001 55,832 58,380 53,193 53,193
4920‐ Main Street Cemetery 5,270 3,455 5,500 5,500 1,000
4951‐ Tree Warden 23,150 19,832 19,200 26,700 26,700
4‐ Public Works Total 1,642,354 2,218,437 1,680,503 1,930,413 1,740,663
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EXPENDITURE SUMMARY (CONTINUED)


FY2018

5‐ Human Services
5120‐ Board of Health 79,010 80,387 85,843 90,881 82,744
5410‐ Council on Aging 161,390 158,971 169,778 157,774 166,391
5430‐ Veterans Services 33,216 34,529 35,346 35,346 34,068
5440‐ Veterans Benefits 340,810 363,123 345,000 350,000 350,000
5‐ Human Services Total 614,426 637,010 635,967 634,001 633,203
6‐ Culture & Recreation
6100‐ Library 203,122 205,699 208,247 317,146 210,831
6310‐ Recreation 108,662 111,493 114,358 119,583 119,583
6500‐ Park 247,435 247,797 220,216 228,736 231,236
6920‐ Memorial & Veterans Day 343 341 350 ‐
6‐ Culture & Recreation Total 559,562 565,331 543,171 665,465 561,650
7‐ Debt & Interest
7100‐ Debt Principal 1,773,716 1,840,788 1,655,251 1,841,675 1,841,675
7500‐ Debt Interest 543,735 517,239 526,829 490,996 490,996
7‐ Debt & Interest Total 2,317,450 2,358,026 2,182,080 2,332,671 2,332,671
8‐ Unclassified
9111‐ Contributory Retirement 2,577,998 2,719,728 2,840,817 2,982,646 2,982,646
9120‐ Workers Compensation 144,999 180,520 187,675 194,461 194,461
9121 ‐ Employer Share 258,372 276,353 270,000 290,000 290,000
Medicare
9140‐ Employee Benefits 3,797,827 4,155,925 4,674,729 5,527,427 4,908,466
9450‐ Liability Insurance 242,173 245,951 280,199 280,199 280,199
9510‐ Reserve Fund ‐ ‐ 200,000 200,000 200,000
9511‐ Unemployment 70,000 70,000 50,000 50,000 50,000
8‐ Unclassified Total 7,091,369 7,648,477 8,503,421 9,524,734 8,905,772
9‐ CPA
CPA 1,140,216 622,525 486,000 461,596 461,596
9‐ CPA Total 1,140,216 622,525 486,000 461,596 461,596
10‐ Enterprise
4410‐ Sewer 421,665 416,578 438,076 802,787 442,787
4460‐ Waste Water 1,211,945 1,088,786 1,134,809 1,154,509 1,154,509
4462‐ Sewer/WWTP Reserve ‐ ‐ 15,000 15,000 15,000
4500‐ Water 1,088,257 821,917 772,363 802,227 802,227
4506‐ Water Reserve ‐ ‐ 15,000 15,000 15,000
10‐ Enterprise Total 2,721,868 2,327,281 2,375,248 2,789,522 2,429,522
Grand Total 39,140,931 39,607,554 40,307,360 43,181,720 41,485,530

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General Government
The first budget category is General Government. This category includes the offices and departments
that support the direct service departments of the city through overall management, legal services,
financial management (including collecting of revenues and the maintenance of financial records),
and the administration of elections, management information systems, personnel administration and
related ancillary services. General Government also includes planning and conservation services.
EXPENDITURE SUMMARY

FY2018
1110‐ City Council 31,350 31,914 36,695 41,320 40,970
1210‐ Mayor 117,128 120,918 126,594 162,700 128,200
1220‐ License Board 334 857 1,800 1,700 ‐
1350‐ Auditor 140,052 128,039 131,343 134,015 134,015
1410‐ Assessor 103,745 92,361 92,175 101,917 97,721
1450‐ Finance 322,941 320,199 321,179 378,151 368,751
1451‐ Technology 180,478 187,040 194,374 219,571 212,168
1510‐ City Attorney 27,129 19,231 25,700 25,820 50,000
1520‐ Human Resources 119,328 117,947 128,075 192,685 152,935
1610‐ City Clerk 110,087 110,158 113,648 115,221 114,921
1620‐ Elections 29,066 30,090 26,100 33,475 33,475
1720‐ Planning 129,389 137,073 156,263 161,481 161,481
1920‐ Building Operations 274,365 266,319 291,370 283,714 283,714
1980‐ Manhan Rail Trail 2,500 2,500 2,500 2,500
1‐ General Government Total 1,587,891 1,564,646 1,647,816 1,854,270 1,778,351

In FY2019 General Government is budgeted at 1.778 million, which is an overall increase of 7.92%. In
late FY2018, the Mayor’s Office implemented a revision to many city departments as part of a good
government initiative to streamline government operations in the interest of simplicity for city
residents, clarity for city employees, and a long‐term reduction in cost through the elimination of
redundancy. As a result, some costs that formerly resided under different sections of the budget are
now centralized in General Government, including personnel, legal services, and information
technology.
The following represent significant changes for General Government Departments:
City Council:
The increase in of $4,275 is primarily due to a salary increase for City Council members.
20

Executive Office: (Mayor’s Office, License Board, City Attorney)
There are no significant changes contained in the Executive Office budget. Overall, the budget is
increasing $24,106 in FY2019, which reflects an increase in the City Attorney budget, while
decreasing the legal expense lines in other departments such as personnel and education.
Finance and Personnel:
Increases on this line are $72,432. Again this increase is due to the reorganization and centralization
of services to provide more compressive services to city employees as well as increase services to the
public. There are three major changes:
 Centralization of collection: In March of 2018, the city moved the collection of water and sewer
payments from the Public Works Department to the Collector’s Office. While this is an increase
to the General Government expense line (in this case that of the Finance Department), this
actually represents a reduction of half a full‐time city employee (FTE) along with further savings
from the consolidation of services. Correspondingly there are decreases in the DPW
Administration budget. Citizens of Easthampton benefit from this move by having a single point
of contact for all bill collections, and the Collector’s Office now has better employee coverage to
ensure the efficiency of residents’ experience
 Centralization of Human Resources: Over the past few years, the city has been working to
consolidate all payroll services in the Finance Department through the Treasurer’s Office in order
simplify systems, eliminate redundancy, and increase accountability. In FY2018, separate payroll
services were eliminated from the School Department and the Public Works Department,
reducing the total number of payroll systems from the original six separate systems to the
current three systems. The remaining Public Safety payroll systems in the Police and Fire
Departments will likely consolidate within the next two years. City employees benefit from
having a single point of contact for payroll concerns, and while a half‐time FTE equivalent was
added to the Finance Department, the relieved individual departments reduce the redundant
labor costs associated with this activity. In addition, personnel services and legal services are
now centralized in General Government managed by the Mayor’s Office for similar reasons
 Implementation of new payroll system: This past December, the city retired its antiquated payroll
software in favor of hiring an external payroll service. This has resulted in greater efficiency,
improved state and federal reporting, and a more user‐friendly self‐service system for city
employees
Technology:
The FY2019 Technology budget represents an increase of $17,795. Factors contributing to the
increase include centralization of services as the School Department and the city’s Technology
Department are merging, the costs of software that were previously paid by the Enterprise Fund are
now part of Technology budget, and are assessed to the Enterprise Fund through the indirect charge
agreement (see appendix C for the detailed agreement). Additionally, telephone services, formerly
managed by the Personnel Department, were moved to the Technology Department with the
upgrade of the telephone system.
21

Elections:
The budget for Elections represents an increase of $7,375, due to the two scheduled elections in
FY2019 ‐ the Massachusetts State Primary Election scheduled on Sept. 4, 2018 and the
Massachusetts State General Election scheduled on Nov. 6, 2018.
Planning:
The Planning budget has increased $5,218, or 3.34%. The FY2019 budget increase reflects a
reorganization and changes to office staff during 2018:
• A new planner was hired in February 2018
• The Grants Coordinator position remains vacant after a retirement in the department
• A part‐time Conservation Agent was hired in November 2017
• The part‐time Assistant Planner position was increased to in December 2017

Manhan Rail Tail

 This budget has moved to the Culture and Recreation section of the budget, under the Parks
department

22

Public Safety
Public Safety consists of Police, Fire, Dispatch, Inspections & Enforcement, Public Health, and Animal
Control Services.
EXPENDITURE SUMMARY
FY2018
2‐ Public Safety
2100‐ Police 2,437,165 2,452,328 2,555,044 2,771,133 2,597,058
2103‐ Crossing Guards 35,398 35,235 39,600 44,600 39,800
2150‐ Detention 15,250 15,350 15,350 15,350 15,350
2170‐ Dispatch 237,784 279,787 287,602 275,556 275,556
2200‐ Fire 2,135,599 2,028,516 2,000,340 2,145,022 2,039,876
2310‐ Ambulance 336,041 312,784 314,025 358,005 330,294
2410‐ Inspection Services 102,023 90,555 94,480 94,084 93,869
2920‐ Animal Control 11,961 14,074 17,500 17,500 17,500
2‐ Public Safety Total 5,311,220 5,228,629 5,323,941 5,721,250 5,409,304

Police Department
Overall, the FY2019 Police Department budget is increasing $42,014. The budget maintains the
current level of services but anticipates some cost savings due to continued efforts by the Police
department to manage overtime, through efficient shift scheduling and use of Special Police Officers

Fire and Ambulance Department
As presented, the FY2019 Fire Department budget reflects an increase of $55,805. The budget
maintains the current level of services but anticipates some overtime cost savings due to additional
full‐time staff added in FY2018
Building Department
There are no significant budget changes for the FY2019 Building Department. However, there is an
anticipated change in the Weights and Measures inspector’s positions, as the current inspector has
indicated he will retire after 55 years of service to the city.

23

Education
Easthampton Public Schools consists of five schools, Maple, Center, Pepin, White Brook Middle
School, and Easthampton High School serving 1562 students from pre‐kindergarten to twelfth. The
school department and its budget are operated under the authority of the School Committee.
EXPENDITURE SUMMARY
FY2018
3‐ Education
3000‐ Education 16,154,575 16,437,191 6,929,214 17,267,798 17,232,798
3‐ Education Total 16,154,575 16,437,191 16,929,214 17,267,798 17,232,798

Public Education
Based on the city’s revenue forecast, it is projected that the Easthampton Public Schools may increase
by 1.79% in FY2019. Therefore, the FY2016 amount available for the Easthampton Public School
Department is $17,232,798. This represents an increase of $303,584 from the $16,437,191 appropriated
last year. As of October 1, 2017, a total of 1,562 students attend the Easthampton schools, with 654
students in grades PreK‐4 at the three city elementary schools, 430 students in grades 5‐8 at the Middle
School, and 478 students in grades 9‐12 at the High School.
Although the increase in the School Department budget is modest and represents an essential services
budget in support of programs and services already in place in the department, the School Department
shares in the increases of employee benefits and other operating cost of the city, and these costs are
outlined in the Net School Spending report found in Appendix D. The city continues the practice of using
two‐thirds of all tax dollars to support education in Easthampton, when all costs are considered.
Total General Fund Tax Dollars Spent in support of the School Department
City General Fund
Spending
35%
School Spending
65%
24

Public Works
The Department of Public Works (DPW) consists of multiple Divisions collectively responsible for
maintaining and improving the city’s public spaces and infrastructure. This includes the maintenance
and development of city roads, sidewalks, public trees, cemeteries, public grounds & buildings, as
well as the city water supply system and wastewater/sewerage system.
EXPENDITURE SUMMARY
FY2018
4‐ Public Works
4010‐ DPW Admin 206,502 207,412 208,963 171,938 171,938
4100‐ Fuel 106,574 96,787 138,043 137,000 137,000
4110‐ Engineering 61,289 73,911 75,012 143,892 143,892
4210‐ Highway 520,452 910,118 603,015 817,382 632,382
4230‐ Snow Emergency 267,332 519,495 200,000 200,000 200,000
4240‐ Street Lights 93,477 77,115 105,000 105,000 105,000
4250‐ Motor Repair 145,432 106,184 105,291 109,458 109,458
4260‐ Traffic 104,386 86,567 95,000 100,000 100,000
4300‐ Recycling & Hazardous Waste 23,168 21,556 27,100 27,350 27,100
4380‐ Landfill 30,321 40,174 40,000 33,000 33,000
4910‐ Brookside Cemetery 55,001 55,832 58,380 53,193 53,193
4920‐ Main Street Cemetery 5,270 3,455 5,500 5,500 1,000
4951‐ Tree Warden 23,150 19,832 19,200 26,700 26,700
4‐ Public Works Total 1,642,354 2,218,437 1,680,503 1,930,413 1,740,663

Public Works
In FY2019 Public Works is budgeted at 1.740 million, which is an overall increase of 3.58%. The major
initiative reflected in this budget increase include the addition of a second engineer. The salary for
the Engineering department is split 33% to 67% between the General Fund budget and the
Water/Sewer Enterprise Funds (respectively).

25

Human Services
The Human Services section of the budget includes the Board of Health, the Senior Center/Council on
Aging, as well as Veterans’ Services & Benefits.
EXPENDITURE SUMMARY

FY2018

5‐ Human Services
5120‐ Board of Health 79,010 80,387 85,843 90,881 82,744
5410‐ Council on Aging 161,390 158,971 169,778 157,774 166,391
5430‐ Veterans Services 33,216 34,529 35,346 35,346 34,068
5440‐ Veterans Benefits 340,810 363,123 345,000 350,000 350,000
5‐ Human Services Total 614,426 637,010 635,967 634,001 633,203

Health Department
The Health Department budget as presented is a decrease of $3,099. The majority of the decrease is
due to the anticipated vacancy of the Board of Health Agent in FY2019. A small decrease in
administrative hours can be attributed to the creation of the Municipal Clerk position created in the
Mayor’s office, the position will serve as clerk/minute taker for multiple city boards, eliminating
additional hours evening for the board health staff.
Senior Center/Council on Aging
Overall, the FY2016 Senior Center budget represents a decrease of $3,387. This is a result of the
hiring of a new Council on Aging Director. The budget also reflects increases in the transportation
budget, with the plan to reorganize the department with several new part‐time driver positions, to
create more transportation opportunities for the community.
Veterans Services
The Veterans’ Services budget remains relatively level from FY2018 to FY2019. The city is in the process
of hiring a new Veterans Agent for FY2019 that will be shared with the Town of South Hadley. Although
any approved benefits paid to Easthampton’s veterans will eventually be subject to a 75%
reimbursement from the Commonwealth’s Department of Veterans’ Services, it is still the responsibility
of the city to budget adequate benefits on the front end to cover those expenses
26

Culture and Recreation
The Culture and Recreation section of the budget includes Library, Parks, and Recreation.
EXPENDITURE SUMMARY

FY2018

6100‐ Library 203,122 205,699 208,247 317,146 210,831
6310‐ Recreation 108,662 111,493 114,358 119,583 119,583
6500‐ Park 247,435 247,797 220,216 228,736 231,236
6920‐ Memorial & Veterans Day 343 341 350 ‐
6‐ Culture & Recreation Total 559,562 565,331 543,171 665,465 561,650

Library
The city’s Library budget has increased $2,584 compared to FY2018. This amount follows the
guidance of the Municipal Appropriation Requirement (MAR) for each award year and is computed
using figures for the three prior fiscal years. For each of those three years that a municipality
received State Aid to Public Libraries award, the figure used will be either the MAR or Total
Appropriated Municipal Income (TAMI), whichever is higher.
Parks and Recreation Department
The Parks and Recreation Department has increased by $16,245. A portion of this increase is
explained by the reorganization of the Manhan Rail Trail budget as funding for this public
recreational area has been moved into the Parks and Recreation budget. There are planned salary
increases along with increased utility costs associated with supporting the pool at Nonotuck Park. It
is important to note that a number of programs within the parks and recreation department are self‐
supporting. Payroll for part‐time and seasonal staff and all programmatic expenses are paid for
directly from recreation revolving funds.
Memorial & Veterans Day
This budget has been moved to the Veterans Services budget in Section 5.

27

Debt and Interest
EXPENDITURE SUMMARY

FY2018

7100‐ Debt Principal 1,773,716 1,840,788 1,655,251 1,841,675 1,841,675
7500‐ Debt Interest 543,735 517,239 526,829 490,996 490,996
7‐ Debt & Interest Total 2,317,450 2,358,026 2,182,080 2,332,671 2,332,671

Debt Service
The proposed FY2019 debt service budget provides for the payment of principal and interest costs
for long and short‐term bonds issued by the city for General Fund purposes. For FY2019, the total
Debt Service budget for the General Fund is $2.3 million, an increase of $150,591. The increase is due
to the anticipated BAN of $1.25 million of the municipal equipment and the scheduled pay down of
municipal BAN’s issued for the Pre‐K‐8 School Building design as well as the design of the complete
street project.
One key factor in limiting the increase in new FY2019 debt service is the city’s Free Cash policy,
whereby smaller capital items are now being purchased using available funds, such as Free Cash,
instead of financing with debt.

28

Unclassified
The city’s practice is to budget certain overhead costs in the aggregate rather than distributing costs
by department or program. These overhead costs include employee benefits of health insurance, life
insurance, Easthampton contributor retirement contributions, unemployment compensation and
workers’ compensation insurance; comprehensive building and liability insurance, and a reserve fund
for extraordinary and unforeseen expenses.
EXPENDITURE SUMMARY

FY2018
8‐ Unclassified
9111‐ Contributory Retirement 2,577,998 2,719,728 2,840,817 2,982,646 2,982,646
9120‐ Workers Compensation 144,999 180,520 187,675 194,461 194,461
9121 ‐ Employer Share Medicare 258,372 276,353 270,000 290,000 290,000
9140‐ Employee Benefits 3,797,827 4,155,925 4,674,729 5,527,427 4,908,466
9450‐ Liability Insurance 242,173 245,951 280,199 280,199 280,199
9510‐ Reserve Fund ‐ ‐ 200,000 200,000 200,000
9511‐ Unemployment 70,000 70,000 50,000 50,000 50,000
8‐ Unclassified Total 7,091,369 7,648,477 8,503,421 9,524,734 8,905,772

Employee Benefits & Insurance
Employee Benefits and Insurance represents the budgetary requirements for health and life
insurance coverage for both city and School Department employees and retirees as well as other
benefits such as FICA expense, Easthampton contributory retirement contributions, unemployment
compensation, and workers’ compensation insurance. The FY2019 health insurance budget request
of $4.9 million represents a total increase of 5.00% from the amount budgeted last year. We are
anticipating that this expense will continue to rise and expect that the Hampshire County Group
Insurance Trust will look to make plan design changes as it attempts to curb rising costs.
The second largest category of employee benefit costs after health insurance is Easthampton
Contributory Retirement. The total FY2019 Easthampton Contributory Retirement Assessment is
$2,982,646, which is an increase of 5.00%. While the city is responsible for the Easthampton
contributory retirement assessment, the Commonwealth of Massachusetts is assessed annually by
the Massachusetts Teachers Retirement System.
29

Building & Liability Insurance
Building and Liability insurance includes property and liability coverage for all city‐owned property as
well as all city officials, elected and appointed. The city’s building and liability insurance is level
funded in FY2019.
Workers Compensation
Workers Compensation and Injured on Duty Compensation budget reflects a 3.62% increase for
FY2019. The Personnel Department is continuing to enroll in and sponsor programs to improve safety
in the workplace. These programs not only reduce our worker’s compensation costs but also improve
working conditions for all employees.
Reserve Fund
Authorized by Massachusetts statute, the Reserve Fund provides city operations with an option for the
funding of extraordinary or unforeseen expenditures during the year. Transfers from this account
require approval by the City Council. The Reserve Fund amount is being level funded at $200,000.

30

Community Preservation Act
Easthampton adopted the Community Preservation Act in 2001. The Act creates a 3% tax surcharge
which generates revenue for projects addressing open space, affordable housing, historic preservation,
and recreation. The Committee makes recommendations to the City Council on the expenditure of the
funds.
EXPENDITURE SUMMARY

FY2018

9‐ CPA
CPA 1,140,216 622,525 486,000 461,596 461,596
9‐ CPA Total 1,140,216 622,525 486,000 461,596 461,596

The Community Preservation Act (CPA) budget reflects a $24,404 decrease for FY2019. This decrease is
due to a trend of decreasing state matching funds. The committee takes a conservative approach to
forecasting revenue and has adjusted to the decreasing state match accordingly.
The Community Preservation Act requires that at least 10% of each year’s Community Preservation Fund
revenues be spent or set aside for spending on each of the three Community Preservation core
categories ‐ open space, affordable housing and historic preservation. The remaining 70% of the
Community Preservation Fund may be allocated among those three categories, recreation, and up to 5%
on administration cost as the Community Preservation Committee and City Council see fit.
In FY2019 the CPA Committee continues to fund a portion of the administrative cost of the Assistant City
Planner, this year the CPA committee has elected to increase the historic preservation set‐aside
significantly, funding an additional $200,000 in anticipation of a large renovation project at the “Old
Town Hall.”

31

Enterprise Funds
The Water and Sewer Enterprise Funds have been established as Enterprise Funds separate from the
General Fund. The expenditures for both the Water and Sewer Funds are financed by water and
sewer rate revenues.
EXPENDITURE SUMMARY

FY2018
10‐ Enterprise
4410‐ Sewer 421,665 416,578 438,076 802,787 442,787
4460‐ Waste Water 1,211,945 1,088,786 1,134,809 1,154,509 1,154,509
4462‐ Sewer/WWTP Reserve ‐ ‐ 15,000 15,000 15,000
4500‐ Water 1,088,257 821,917 772,363 802,227 802,227
4506‐ Water Reserve ‐ ‐ 15,000 15,000 15,000
10‐ Enterprise Total 2,721,868 2,327,281 2,375,248 2,789,522 2,429,522

Sewer
The FY2019 Water Enterprise Fund is budgeted at $442,787 which is an increase of $4711. This
increase is due to additional cost of trench shoring equipment rental.
Waste Water
The FY2016 Water Enterprise Fund is budgeted at $1,154,509 which is an increase of $19,700. This
increase is due to a number of factors including a planned increase in employee salaries in addition
to the rising cost of chemicals needed in the operation of the treatment plant.
Water
The FY2016 Water Enterprise Fund is budgeted at $802,227 which is an increase of $29,864. This
increase is due to a number of factors including planned increases in employee salaries in addition to
professional service and well as equipment rentals of an aerial platform lift needed annual
inspections of Easthampton’s water storage tanks.
Indirect Cost
The Indirect cost associated with the Enterprise Fund is not included in the Enterprise section of the
budget included but rather included in the general fund section of the budgets for General
Government, Public Works, Unclassified, and Debt and Interest. This represents $1,754,572 of the
Enterprise Total budget and is an increase of 8.35%. This increase results from a number of factors,
primarily due to the rising cost of employee benefits, and secondarily related to the reorganization of
the Water and Sewer billing and collections. These costs, which were formerly charged directly to the
Enterprise Fund, are now in General Government departments and now assessed to the enterprise
via the indirect charge assessment.
32

Section 1
General Government
33

City Council
Mission Statement
The City Council serves as the city’s elected legislative branch in accordance with the Home Rule
Charter.
Organizational Overview
City Councilors ‐ 9
Clerk of the City
Council
City Clerk & City Auditor & Asst. City
Asst.City Clerk Principal Assessor
Auditor

Budget
Department 1110‐ City Council

FY2018
1‐Personnel Services
COUNCIL SALARIES 27,000 27,000 31,500 36,000 36,000
PERMANENT, CLERICAL 2,565 3,090 3,045 3,240 3,090
1‐Personnel Services Total 29,565 30,090 34,545 39,240 39,090
2‐Purchase of Services
CITY COUNCIL ADVERTISING 1,204 1,581 2,000 2,000 1,800
CITY COUNCIL IN STATE TRAVEL 100 ‐ ‐ ‐
CITY COUNCIL OFFICE SUPPLIES 80 32 50 80 80
FOOD & FOOD SERVICE SUPPLIES 47 ‐ 100 ‐
2‐Purchase of Services Total 1,431 1,613 2,150 2,080 1,880
3‐Holdover
ADVERTISING ENC ‐ 211 ‐ ‐
CITY COUNCIL ADVERTISING FY 2015 353 ‐ ‐ ‐
3‐Holdover Total 353 211 ‐ ‐
Grand Total 31,350 31,914 36,695 41,320 40,970
34

Mayor and City Attorney
Mission Statement
The Easthampton Mayor is the city's highest‐ranking official who performs administrative, political, and
ceremonial municipal functions. The mayor also serves on School Committee and the School Building
Committee.

The Mayor feels strongly that good government is one that values and cultivates resident trust and is
guided by high professional standards, policy and practice. This commitment always looks to enhance
local government and its accessibility to the community. The Office of the Mayor oversees, coordinates
and administers the operations of Easthampton City Government to ensure residents, businesses, and
visitors are provided with excellent services in an atmosphere of transparency and accountability. The
Mayor works alongside the City Council, city committees, city boards, and city Department Heads to
increase economic development, forecast fiscal patterns, identify resources to solve foreseen and
unforeseen challenges facing the city.
The Mayor participates in a number of regional, statewide and national municipal and educational policy
boards, such as the Mass. Mayor's Association, the Economic Development Council of Western Mass.,
and the Mass. Municipal Association. The Mayor's Planning Director, Finance Director, Auditor and
Personnel Director also participate in regional and local professional organizations geared toward
finance issues, economic development, internal controls and other effective tools on best practices in
their respective municipal department.

Mayor
Staff
Board Clerk

35

Accomplishments
Since taking office on January 2, 2018, Mayor Nicole LaChapelle has worked hard to deliver on her
promise of transparency, and accessibility to core government services for all residents. She seeks to
employ central concepts of good government throughout all departments ‐ responsiveness,
accountability and prudent fiscal management of city dollars and services. In evaluating potential
initiatives and opportunities, the Office of the Mayor asks the question, “Is this best for the people of
Easthampton?” Toward that end, the Mayor has worked to continue and augment many excellent
initiatives started by her predecessors, and to provide solutions for issues facing the city that result in
positive outcomes for all. These include:
 Successfully negotiating a new three‐year contract with the DPW Union
 Reopening and clarifying important points in the Firefighter’s Union contract
 Securing two grants of $25,000 each from the “Community Compact” fund of the Executive Office of
Administrative Finance to support greater transparency and efficiency in city budgeting, forecasting
for the future, and the planned creation of Easthampton’s first ever formal capital planning process
 Working to upgrade the efficiency and responsiveness of city government by consolidating
departmental resources such as legal representation, personnel, and information technology to
ensure best practices and eliminate duplication of services
 Consolidating payroll systems with a review of the city’s pay plan as well as city job classifications to
enact common‐sense improvements to flow of city service delivery and clarify roles and reporting
structures
 Upgrading phone and email systems to improve internal and external communications with city
employees
 Applied for Opportunity Zone designation to reduce barriers private investment in the city
 Concentrating all city collections and payments in the Collector’s office by moving water and sewer
payments to the Collector’s office from the DPW to enable city residents to pay their bills in a single
stop at City Hall
 Worked to negotiate contracts and host city agreements with potential partners in the cannabis
industry in the best interest for the safety and financial interest of the people of Easthampton in a
rapidly changing regulatory environment
 Alongside the School Department and School Building Department, worked to plan and promote the
proposed new K‐8 consolidated school
 Assisted with the search for a new city Superintendent of Schools
 Continue to work with the Department of Justice and Massachusetts Attorney General Maura
Healey to ensure that Easthampton remains a welcoming and just city for all of its residents by
broadening this work to include more of the city’s stakeholders in FY2019
 Actively seeking an experienced and professional clerk to manage the city’s licensing department
 Hired a special investigator to transparently address citizen concerns about city government
operations
 Initiated the Mayor‐in‐training program
36

Goals and Objectives
 Work with local, regional, state and federal agencies to build out an ongoing, interactive platform
for community stakeholders to provide input, direction and share concerns that ultimately drive a
city re‐visioning process
 Develop a communications plan for public participation focused on explaining capital needs,
options, and strategies. Facilitate feedback in advance of any major capital program.
 Align fiscal and personnel policy and practice to conform with the city home rule Charter, state and
federal statutes
 Fully align the city’s Master Plan to a Capital Improvement Plan (CIP) that formally adopts
comprehensive multi‐year capital plans to ensure effective management of capital assets
 Create a financial forecasting model that allows for improved decision‐making in maintaining fiscal
discipline and delivering essential community services that evaluate current and future fiscal
conditions to guide policy and programmatic decisions
Programs and Services
Responsibilities of the Mayor’s Office include:
 The enforcement of all city laws and ordinances
 Implementing economic development and community development initiatives
 Preparing a balanced annual city budget for the City Council
 Working closely with the Fire and Police Departments to ensure public safety
 Working with the School Committee and the Superintendent to advance student achievement and
to support a better future for Easthampton’s growing student population
 Coordinating all city departments to deliver responsive and effective services to the citizens of
Easthampton
 Serving as a hub of organization for community groups and agencies working to improve the city
 Representing the interests of Easthampton to other levels of government

37

Budget
Department 1210‐ Mayor

FY2018
1
CLERICAL SALARY 38,563 41,067 44,744 79,500 45,000
SALARY 72,500 73,655 75,000 75,000 75,000
ADVERTISING 485 975 600 600 600
DUES AND MEMBERSHIP 2,875 2,947 3,000 3,000 3,000
EDUCATION & TRAINING ‐ 100 200 2,000 2,000
EQUIP REPAIR & MAINT 5 ‐ ‐ ‐ ‐
FOOD SERVICE SUPPLIES 47 ‐ 50 ‐ ‐
IN STATE TRAVEL 1,399 709 1,800 2,000 2,000
OFFICE SUPPLIES 286 506 400 400 400
POSTAGE 200 173 200 200 200
PRINTING & REPRODUCING 133 ‐ ‐ ‐ ‐
400 600 600 ‐ ‐
RADIOS,TELEPHONES,OTHERCOMM
VET'S DAY SUPPLIES 236 136 ‐ ‐ ‐
3‐Holdover
GEN OFFICE SUPPLIEs. ‐ ‐ ‐ ‐
RADIOS, TELEPHONES, OTHER ‐ 50 ‐ ‐
COMM. ENCUMB.
3‐Holdover Total ‐ 50 ‐ ‐
Grand Total 117,128 120,918 126,594 162,700 128,200

38

Budget (continued)
Department 1510‐ City
Attorney

FY2018
CITY ATTY‐PERODICALS & BOOK 2,192 2,346 2,700 2,820 2,820
CITY ATTY‐PROF SERVICES 21,460 16,681 23,000 23,000 47,180
3‐Holdover
BOOKS, PERIDICALS ‐ 204 ‐ ‐
BOOKS,PERIDICALS 191 ‐ ‐ ‐
MISC PROF & TECH SERV FY 2015 3,285 ‐ ‐ ‐
3‐Holdover Total 3,476 204 ‐ ‐
Grand Total 27,129 19,231 25,700 25,820 50,000

39

Auditor
Mission Statement
The mission of the City Auditor’s Office is to ensure that financial transactions and activities are carried
out in accordance with all applicable federal, state, and local laws, ordinances, and regulations. In
addition, the City Auditor’s Office works to implement professional accounting and financial
management standards established by the Government Accounting Standards Board (GASB) and in
accordance with Generally Accepted Accounting Principles (GAAP). These standards help to ensure the
accurate and timely reporting of financial and accounting information.
The Auditor’s Office prepares financial reports, maintains records, and provides accurate and timely
reporting to the Massachusetts Department of Revenue on the city’s financials.
The City Auditor’s Office provides financial assistance to city departments and personnel covering a wide
range of financial activities including: budget to actual revenue and expenditures, accounts payable
procedures, monthly reconciliations, KVS financial software applications, Net school spending
calculations, Enterprise indirect cost calculations, assists the Finance Director, School Management, and
Mayor in the budget process and other matters as needed. The Auditor’s Office also provides guidance
on sound financial practices.
The City Auditor also serves as ex‐officio Auditor to the Easthampton Retirement Board. The Auditor
approves bills for payment, reviews payrolls, financials and balance sheets and serves as a member of
the Board. The Board is responsible for managing over $52.9 million in investments, employees, and
policies of the Easthampton Retirement System.
City Auditor
Assistant City Auditor
40

Accomplishments
In FY 2017 the Auditor’s Office processed 6,797 vouchers for payment totaling $24,610,209, and 2,434
purchase orders for the city departments/Enterprise and 1,676 vouchers totaling $3,304,513 for the
school department.
In FY 18 the City Auditor certified free cash with the Massachusetts Department of Revenue at
$1,669,820 and Retained Earnings at $1,705,764 in a timely and accurate manner. The end‐of‐year
deficit on the balance sheet was $5,980, a record low.
The Auditor’s office worked with the Assessors, City Clerk and Finance Director to get the tax rate set on
November 9, 2017, with the total amount to be raised $184,638.91 less than on the 2017 tax recap with
excess levy capacity of $20,892.26. The Auditor compiled all miscellaneous reports to the state,
including snow and ice, Community Preservation, Cash and Receivable Reconciliations, the Statement of
Indebtedness, and Schedule A with zero variances.
The Auditor’s office worked with the external auditors, Scanlon and Associates, CPA, to accomplish the
majority of the audit of the city’s financials within a month of the close of the year, with completion of
the single audit by December. We also worked with the school business manager to complete the End
of Year School Report.
As a member of the Easthampton Retirement Board, we hired a new Administrator in FY17 and we are
currently in the process of compiling a new Personnel Policy Manual. The Easthampton Retirement
System has achieved a Post‐Employment Benefits (OPEB) funded ratio of 65.5% which is funded until
2033 with our current actuarial assumptions. Our retiree COLA increases are on the first $14,000 per
year of retirement income. All investments are with the state PRIT Fund and as of November 30, 2017,
we have a 9.97% rate of return over a 5 year period.
Trends
In 2018 the city migrated to an external payroll processing company. The Auditor’s office participated in
the initial set up of the new payroll system, and continues to check all payroll entries, and creates and
posts to the ledgers for both city and school payrolls.
In 2018 many changes in personnel due to retirements and position changes have led to the Auditor’s
Office working closely with new employees in the school department and other departments on
financial policies and reconciliations.
In 2018 the total amount to be raised on the tax levy decreased by .41%, in 2017 it had increased by
1.6% and in 2016 it increased by 5.4%. Net state estimates increased 3% from 2017 but estimated local
receipts did not increase, and new growth did not increase from 2017. A contributing factor to the
decreased total levy was a decrease in the debt exclusion of 11.9%, and the city continued the recent
practice of not adding to the levy by raising deficits on the recap.
41

Actual 2017 general fund revenue increased 3.5% over 2016 actual revenue from all sources, local
receipts increased by 1%.
General Fund expenditures increased 3.6% from $35,367,806.61 in 2016 to $36,657,747.89 in 2017.
Actual enterprise revenue increased .2% in FY17 over 2016, and expenditures decreased by 14% from
$2,721,867.53 in 2016 to $2,327,281.08 in 2017.
 Continue to maintain and work to improve the city’s AA bond rating with the Finance Director
through recommendations for sound financial practices, and continue to work with the departments
to reduce the amount of outstanding grant and agency revenue at year‐end
 Continue to work toward excellence in reporting accuracy and timeliness internally and to the state
and federal government
 Mentor and teach the Assistant Auditor in all phases of Auditor’s duties and in the process of
obtaining certification
 Work with the School Department on monthly reconciliations and end of the year closing and
reporting
 Revise the Net School Spending agreement and Enterprise Indirect agreement to meet the changing
environment. Help the Finance Director and Mayor as needed with budget preparation
 Prepare the balance sheet and other supporting documents required to obtain free cash
certification as close to September 30th as possible from the Mass Department of Revenue
 Work with the Assessor, the City Clerk, and the Finance Director to get the tax rate set in an
accurate and timely manner. Set a goal for completing the Schedule A in October
Accounting & Financial Management:
Maintenance of electronic accounting records
Processing of purchase orders, accounts payable and receivables into the proper classifications, checking
for availability of funds.
Working with City Treasurer to reconcile and monitor cash receipts.
Working with the Collector and DPW to reconcile collections of taxes and user fees.
Reviewing of city contracts and leases to ensure that adequate funding is available
Working as a member of the Easthampton Retirement Board to set policies, manage investments and
oversee Retirement Office Management.
42

Financial Reporting & Analysis:
Preparing monthly revenue/expenditure budget to actual reports for the City Council, the Mayor, the
Finance Director, and the City Planner. Providing monthly expenditure and special revenue reports to
departments, monthly reconciliations of all receivables to the Collector, the Finance Director, the DPW
and the Assessor. Analyzing and reporting annual actual Net School Spending to the Superintendent of
Schools, the Mayor, and the Finance Director for end‐of‐year Report to Department of Elementary and
Secondary Education.
Preparing mandatory city, state and federal reports covering a wide range of financial activities.
Conducting internal audits of departments to ensure laws and policies are being followed.
Budget

Department 1350‐ Auditor

FY2018
ASST. SALARY 46,028 34,739 36,377 38,048 38,048
LONGEVITY 533 ‐ ‐ ‐
SALARY 65,034 65,384 65,866 66,867 66,867
AUDIT ‐ GASB 68 3,000 4,500 4,500 4,500 4,500
DUES & MEMBERSHIP 150 195 195 195 195
EDUCATION & TRAINING 390 830 980 980 980
FINANCIAL AUDIT 22,500 21,000 22,500 22,500 22,500
IN STATE TRAVEL 5 147 75 75 75
OFFICE SUPPLIES 2,412 1,189 850 850 850
3‐Holdover
AUDITOR OFFICE ENCUMBRANCE ‐ 56 ‐ ‐
3‐Holdover Total ‐ 56 ‐ ‐
Grand Total 140,052 128,039 131,343 134,015 134,015

43

Assessor
Mission Statement
The Easthampton Assessor’s Department is tasked with listing and valuing all real and personal property
in the city, ensuring equitable taxation, according to Massachusetts Law.
Board of Assessors
Principal Assessor
Adminstraive
Assessor

Accomplishments
 Successfully completed Interim Year Valuation and timely setting of Tax Rate
 Completed inspections required as part of our Cyclical Re‐inspection Program
 Continue with cyclical and permit inspections for data quality and new growth
 Continue with value analysis for successful Certification
 Tax Exemptions for Qualified Taxpayers
 Real Estate, Personal Property and Motor Vehicle Abatements
 Online Access to maps, property cards and valuations, along with information on abatements and
exemptions
44

Budget
Department 1410‐ Assessor

FY2018
ADMIN ASST SALARIES 21,618 21,074 19,000 26,196 22,000
ASSESSORS STIPENDS 2,250 2,700 2,700 2,700 2,700
PART‐TIME, CLERICAL 11,976 ‐ ‐ ‐
PRINCIPAL ASSESSOR FULL TIME 49,893 54,166 56,275 58,821 58,821
DEEDS & TRANSFERS 25 9,000 ‐ ‐
DUES & MEMBERSHIP 360 340 400 400 400
EDUC. & TRAINING 1,039 1,082 1,500 1,500 1,500
IN STATE TRAVEL 286 69 100 400 400
POSTAGE 1,100 1,000 1,200 1,200 1,200
PROF & TECH SERVICES 14,115 2,700 10,000 10,000 10,000
VEHICLE SUPPLIES ‐ ‐ 500 200 200
3‐Holdover
ASSESSORS MISC PROF & TECH 500 ‐ ‐ ‐
SERFY 2015
3‐Holdover Total 500 ‐ ‐ ‐
Grand Total 103,745 92,361 92,175 101,917 97,721

45

Finance
Mission Statement
The mission of the Treasurer/Collector’s Office is to receive, manage and distribute all funds of the city
in accordance with Massachusetts General Laws and the city’s financial policies. The Finance Director
serves as the Treasurer/Collector in addition to the position’s other responsibilities. The Easthampton
Treasurer/Collectors Office is responsible for the billing and collection of real estate taxes, motor vehicle
excise taxes, utilities (water & sewer) and the receipt of various permits and licenses. The office
reconciles bank accounts and manages warrants, long and short‐term investments, long and short‐term
borrowing, payroll processing, and income tax reporting.
The Treasurer/Collector’s Office provides financial management assistance to city departments and
personnel covering a wide range of financial activities including budget administration, revenue
forecasts, procurement, and contracts administration.
The Office partners with the Personnel Department (Human Resources) to manage employee payroll
and benefits administration.
Finance Director
Procurement
Assistant Tax Payroll Manager/
Adminstrative
Collector Assistant Treasurer
Assistant
Principal Clerk Payroll Clerk

Accomplishments
 Maintained the city’s AA Bond Rating
 Partnered with Auditor’s office to ensure monthly accounting of cash is verified and timely to
improve end of year completion and provide refined audit trails with clearer reporting in the general
ledger
 Completed the merger of the Treasurer and Collector offices and crossed trained staff.
 Created a new Procurement Officer position and updated the procurement policies to include
updates from the 201x Municipal Relief Act
 Increased use of statewide contracts for procurement
46

 Led a transition from an antiquated in‐house payroll processing system to Harpers Payroll Services,
allowing for improved reporting and employee self‐service functionality
 Transitioned to a bi‐annual tax billing schedule to reduce printing and postage costs
 Expanded online payment options for tax collections and other applicable departments
 Consolidated the collections process transitioning utility billing and collections from the Department
of Public Works into the Treasurer/Collectors office
 Continue consolidation process to maximize efficiency and improve customer service
 Implement programs to improve bond rating and overall financial management of the city
o Partner with the Auditor’s office to forecast revenue and create modeling programs
o Maintain 10% of the budget in reserves
o Create a Capital Planning document
 Continue to evolve the new budget document started in Fiscal 2019 to a robust version in Fiscal year
2020 or 2021

Treasury Management
 Cash reconciliation
 Cash receipts processing from all city departments
 Management of city investments
 Borrowing and debt service for city projects
 Land court filings and redemption
 Warrant funding
 Vendor & Payroll check distribution
 8ACH/wire payments to vendors
Collections
 Collection and posting of payments for real estate, personal property, motor vehicles and boat
excise tax bills
 Special assessment and liens payments
 Online payment services
 Refund processing for overpayments and abatements
 Municipal lien certificates
 Tax title process for delinquent taxpayers
47

 Utility bill collections
 Bank deposits
Procurement
 The city moved to a centralized procurement model in Fiscal Year 2018.
 All Contracts and Purchase Orders are reviewed by the procurement officer as part of the
treasurer/collector’s office.
 Maintains the city’s compliance with all Massachusetts Procurement laws
 M.G.L. c. 149 – BUILDING CONSTRUCTION CONTRACTS
 M.G.L. c. 30, § 39M, or M.G.L. c. 30B – PUBLIC WORKS (NON‐BUILDING) CONSTRUCTION CONTRACTS
(WITH LABOR)
 M.G.L. c. 30, § 39M, or M.G.L. c. 30B – CONSTRUCTION MATERIALS PROCUREMENTS (WITHOUT
LABOR)
 M.G.L. c. 7C, §§ 44‐57 – DESIGN SERVICES FOR PUBLIC BUILDING PROJECTS: Cities,
 M.G.L. c. 30B – PROCUREMENT OF SUPPLIES AND SERVICES
Financial Reporting & Analysis
 Prepares budget using the GFOA award‐winning budget process
 Prepares budget revenue estimates, tracks expenditures and collections
 Updates and ensures compliance with financial policies and procedures

48

Budget
Department 1450‐ Finance

FY2018
ASST SALARY 87,976 88,453 89,107 139,878 139,878
LONGEVITY 700 492 300 500 500

PART‐TIME ‐ CLERICAL 20,333 21,058 ‐ ‐
SALARY 76,830 46,826 84,136 85,405 85,405
TAX COLL SALARY 60,712 48,811 ‐ ‐
TREAS_ ADMIN & CLERKS 28,847 35,393 101,971 69,703 69,703
ADVERTISING 132 4,127 1,000 1,000 1,000
DUES & MEMBERSHIPS 210 210 250 250 250
EDUC. & TRAINING 95 820 2,500 2,500 2,500
EQUIP R & M SUPPLIES ‐ 296 1,355 1,355 1,355
EQUIP RENTAL 1,293 1,354 ‐ ‐
IN STATE TRAVEL 61 540 1,000 1,000 1,000
INSURANCE 2,151 2,303 2,300 2,300 2,300
OFFICE SUPPLIES 1,587 3,277 1,500 3,500 3,500
POSTAGE 19,276 22,432 20,000 25,000 20,000
PROF SERVICES 9,582 23,904 10,400 40,400 36,000
RECORDING DEEDS ‐ 2,475 1,000 1,000 1,000

SAFETY DEP BONDS 716 320 ‐ ‐
TAX TITLE‐TAKING 11,628 12,049 4,000 4,000 4,000
TELEPHONE ‐ 360 360 360 360
3‐Holdover
MISC PROF & TECH 87 ‐ ‐ ‐
MISC. PROF & TECH ‐ ‐ ‐ ‐
TAX TITLE 725 ‐ ‐ ‐
TAX TITLE‐ENC. ‐ 4,701 ‐ ‐
3‐Holdover Total 812 4,701 ‐ ‐
Grand Total 322,941 320,199 321,179 378,151 368,751

49

Technology
Mission Statement
The Technology Department provides technological services to the City of Easthampton through
thoughtful planning, fiscal responsibility, and problem‐solving, resulting in an organization which
continuously improves its technology tools to better serve the departments who can in turn, better
serve the City of Easthampton.

Mayor
Systems Administrator
Accomplishments
 Initial steps in formally merging the city and school technology departments
 Assist in the planning and implementation for the merging of the Tax Department and the
Treasurer’s Office
 The implementation of bar codes and scanning equipment for the tax bills
 Virtualization of Windows 2016 servers, which saves thousands of dollars for the city
Trends
The City Technology Department will move forward integrating new technologies, for the purpose of
transparency, data security, online services and inter‐departmental communications.

50

The City Technology Department will move forward with plans to merge with the School Technology
Department. This has been an ongoing process, but will now become formalized. The merger will bring
methods and procedures in line with one goal, in addition to cost savings through economies of scale.
Through the department merger, the following goals are to be achieved:
 The update and expansion of the city’s Unitrends backup system. Our current system is stable but
needs to be expanded. This will include a software upgrade and off‐site archiving
 In‐house mail system. The current vendor supplied system is inadequate, as the city’s needs have
expanded
 Upgrade of workstation computers, which includes hardware and software, for the Police, Fire and
Council on Aging
 Integrated phone system for the Municipal Building and the Council on Aging
 Hiring of a new part‐time employee.

 Software maintenance and support for the following:
Financial, Assessing, Permitting, Tax and Utility Billing, Public Safety, CJIS, Windows OS,
city website.
 Phone system and cell phone management
 Hardware support for municipal, public safety and senior center.
 Wireless communication, internal and external
 E‐mail maintenance and support
 Disk to Disk Unitrends data backup and recovery

51

Budget
Department 1451‐ Technology

FY2018

LONGEVITY 200 ‐ 200 200 200
SALARY FULL TIME 64,979 65,490 65,866 66,867 62,000
1‐Personnel Services Total 65,179
65,490 66,066 67,067 62,200
COMPUTERS & PERIPHERALS ‐ 1,513 2,500 6,500 3,964
EDUC & TRAINING ‐ ‐ 500 500 500
EQUIPMENT 10,807 3,507 8,180 12,223 12,223
FORMS & SUPPLIES 7,254 11,950 15,500 10,500 10,500
MISC PROF & TECH SERV 125 188 ‐ ‐
SOFTWARE LICENSES 82,763 85,084 87,188 122,741 122,741
TELEPHONE EXPENSE 13,218 12,626 14,400 ‐
TRAVEL ‐ ‐ 40 40 40
3‐Holdover
COMPUTER FORMS ‐ 5,540 ‐
TELEPHONE ENC ‐ 1,143 ‐ ‐
TELEPHONE FY 2015 1,131 ‐ ‐ ‐
3‐Holdover Total 1,131 6,683 ‐ ‐
Grand Total 180,478 187,040 194,374 219,571 212,168

52

Human Resources
Mission Statement
Through strategic partnerships and collaboration, the Human Resources Department provides a broad
range of efficient and effective Human Resources services consistent with community expectations to
enhance the quality of life for the workforce of Easthampton and to ensure that the city continues to be
a desirable place to live, work, and transact business.
The Human Resources Department is committed to attracting and retaining a knowledgeable and
diverse workforce by promoting a harmonious work environment and assisting employees in personal
and professional development that will contribute to Easthampton being perceived by the public as an
employer of choice.
HR Director
Assistant Director
Clerk
Accomplishments
 Partnered with the City Treasurer Department to transition from an antiquated payroll system to a
Payroll/HR Management system
 Began a phased implementation process for time and attendance system to ensure time keeping
accuracy and limit leakage
 Began a phased process of employee self‐service functionality in the new Payroll/HR system
reducing dependency on paper employee transactions
 Began phased process of building employee website to access policies, procedures, and notifications
 Updated and implemented new policies for paid time off for Pay Plan employees
 Successfully negotiated and executed Fire Department of Public Works contracts
 Introduced a vision plan (new employee benefit) with Blue Cross Blue Shield of Massachusetts
 Switched Injured on Duty carrier to reduce cost while significantly increasing benefits for safety
personnel
53

 Acquired an Executive Committee position on the Hampshire County Insurance Trust to represent
the interests of Easthampton employees
 Worked proactively with the Department of Public Works Union to update Department of Public
Works job descriptions to implement safer lifting requirements to reduce injuries
 Received the Safety Practices Award from the Massachusetts Municipal Association for DPW safe
lifting reforms
 Worked with Fire personnel to create a yoga program for Fire Personnel in connection with Blue
Cross Blue Shield of Massachusetts
 Held first Employee Open Enrollment/Health Fair for active city and school employees to learn more
about available benefit offerings and Medicare requirements at age 65
 Held the first Retiree Open Enrollment/Health fair for retired city and school employees
Trends
HealthCare costs continue to be a major focal point for all Human Resource departments with the
continued State and Federal debates on medical coverage for Americans. Easthampton remains
competitive with its plan as part of the Hampshire County Group Insurance Trust and non‐participation
in the Massachusetts GIC. However, rising costs in diagnostic services and soaring pharmacy costs have
necessitated Easthampton to actively participate in decisions facing the Hampshire County Group
Insurance Trust.
Easthampton reclaimed a position on the Executive Committee to ensure representation of all
employees, union and non‐union. In fiscal year 2019, Easthampton’s Human Resources Department will
continue to work collectively with employee groups participating in the city 32B Committee to advocate
to keep medical plan design changes minimal while looking at strategies to contain costs.
2018 revealed a deficit in employee engagement. Employees articulated their desire for a more inclusive
environment. The city will continue in 2019 to build upon employee‐management relationships and
encourage participation at all levels through the development of performance management tools to
encourage a healthy dialogue.
As the cost of living increases and other communities make pay changes to attract talent, Easthampton
will explore external resources that can assist in examining pay levels. Easthampton is committed to
being an employer of choice and will work to assess our position related to market conditions.

54

GOAL 1: HUMAN RESOURCE CONSOLIDATION/STANDARDIZATION
City and school human resource functions are predominately separate. New‐Hire paperwork, benefits
administration, and payroll are currently conducted by city human resources. All other Human Resource
functions are delegated amongst various school personnel causing confusion among employees about
where to find support. The centralization of services not only allows for streamlined functionality but a
reduction in risk associated with non‐compliance with both State and Federal laws.
 Establish and implement centralized HR programs and practices
 Standardize administration of Leaves of Absences (FMLA)
 Ensure Legal Compliance
 Enhance employee experience
 Audit employee files
 Complete time and attendance rollout
 Expand toolkit available on the self‐service portal
GOAL 2: INCREASE EMPLOYEE ENGAGEMENT
The Human Resources Department will continue to build an environment of employee engagement,
empowerment, and involvement where people can offer their best. The Human Resources Department
will work to equip managers with tools, resources, and a comprehensive policy framework that
facilitates an effective operating environment.
 Increase interface with non‐union represented employees
 Build a healthier culture based on self‐reliance and accountability
 Review and update job descriptions to match current functionality
 Create yearly performance management assessment tool to assess individual performance
 Assist managers in creating an active dialogue with employees that is more frequent, open, honest,
and supportive
 Provide training and development opportunities
 Foster a culture that creates trust, respect, and inclusion of diverse ideas
GOAL 3: ENHANCE BENEFIT OFFERINGS
The Human Resources Department will continue to assess the employee benefit package and make
adjustments as necessary in response to ever changing‐state and federal programs. The Human
Resources Department is committed to advising on benefits offered to ensure that Easthampton
remains an employer of choice providing benefits that exceed offerings of surrounding communities.
 Lobby to keep the medical benefits plan design intact
55

 Increase Flexible Spending account limits to the federal maximum to assist with the medical plan’s
out‐of‐pocket expenses
 Explore dental plans that offer orthodontia benefits
 Increase worksite wellness in conjunction with Blue Cross Blue Shield
 Educate employees approaching age 65 on Medicare requirements
 Increase education on services and benefits provided at no cost by benefit carriers
Personnel Management
 Development and maintenance of personnel files
 Recruitment and Hiring
 Employee Orientation
 Benefit Administration
 32B Committee Meetings with city Union Representation
 COBRA
 Legal Compliance
o Civil Rights Act (Title VII)
o Pregnancy Discrimination Act (MA)
o American Disabilities Act
o Genetic Information Non‐Discrimination Act
o Fair Labor Standards Act
o Family Medical Leave Act
o Small Necessities Leave Act
o Health Insurance Portability And Accountability Act
 Employee Relations
 MCAD Claims
 Prohibited Practice Claims
 Labor Relations /Collective Bargaining
 Workforce Performance Management
 Workers Compensation
 Injured on Duty‐ 111F Management
 MA Unemployment

56

Budget
Department 1520‐ Human
Resources

FY2018
DIRECTOR SALARY 63,641 67,928 65,660 85,398 79,435
FULL‐TIME, PERM CLERICAL 39,629 34,312 32,265 63,787 65,000
LONGEVITY 200 167 ‐ ‐
ACTUARIAL STUDY ‐ ‐ 7,350 2,000 2,000
ADVERTISING 858 1,764 1,100 2,000 2,000
DUES 250 250 250 500 500
EDUCATION & TRAINING 100 245 250 2,000 2,000
IN STATE TRAVEL 158 171 200 500 500
NEGOTIATOR ‐ ‐ 5,000 5,000
OFFICE SUPPLIES 496 615 500 1,000 1,000
POSTAGE 525 475 500 500 500
PROF SERVICES 13,286 12,020 15,000 30,000
3‐Holdover
PERSONNEL ADVERTISING FY 2015 184 ‐ ‐ ‐
3‐Holdover Total 184 ‐ ‐ ‐
Grand Total 119,328 117,947 128,075 192,685 152,935

57

City Clerk
Mission Statement
The City Clerk’s Office is the official record keeper for the City of Easthampton. The clerk’s office issues,
records, maintains and ensures the safekeeping and preservation of the city’s vital records (birth, death,
and marriage), town meeting and City Council records, business certificates and other licenses and permits
as outlined by state law. The office also serves as the city’s burial agent which allows for the timely
issuance of death certificates. In addition, the office also issues dog license, tag sale permits, raffle
licenses, and business certificates. Our office continues to issue hunting and fishing licenses through an
online portal. This is a service which benefits many people from surrounding communities as well as
Easthampton. In general, the office strives to provide professional customer service to the citizens of
Easthampton in an accurate, timely, and courteous manner.
The City Clerk also serves as the Public Records Access officer and coordinates public records requests
through referrals to city departments.
In accordance with the Open Meeting Law, the office posts agendas and minutes of public meetings for
the city’s boards and committees, both on‐site and on the city website. In addition, the City Clerk assists
the city’s IT Director with updating of the city’s website.
The City Clerk’s office oversees the annual city census and the related printing of the annual street listing.
The City Clerk serves as clerk to the City Council with all of its related responsibilities, including – but not
limited to ‐ creating and posting of the council agendas (full council and subcommittees), recording
minutes of the City Council, maintaining the City Council’s budget and processing its bills, and maintaining
the city’s ordinances and database of board and committee members.
The office also administers all local and state elections, including primaries. Included with this duty is also
the registration of voters and maintenance of the city’s voter’s list. Please see the Election & Registration
Department budget for more information on elections.
City Clerk
Asst City Clerk

58

Accomplishments
 Began accepting on‐line payments for vital records & burial permits.
 Will soon begin accepting credit/debit card payments over the counter.
 Continuing work to maintain information on the city’s website ‐ agendas, minutes, events, meeting
calendar, departmental information, etc.

Trends
During calendar year 2017, the office took in $57,289.07 in payments (including fish and game license
payments). That amount was very close to calendar year 2016, when $59,414.07 was taken in.
Trends for births, marriages and deaths are remarkably consistent from year to year:
BIRTHS: 2015: 121 2016: 130 2017: 123
MARRIAGES: 2015: 87 2016: 87 2017: 90
DEATHS: 2015: 184 2016: 154 2017: 175
BURIAL PERMITS (issued for at‐home deaths): 2015: 58 2016: 71 2017: 58
Dog license sales are also consistent from year to year:
2014: 1,843 2015: 1,847 2016: 1,886 2017: 1,869
Business certificates (most for small home‐based businesses) seem to be increasing; many financial
institutions and state licenses require them.
Tag sale permits are required by city ordinance. The city‐wide tag sale in May has increased the number
of permits issued:
2014: 226 2015: 354 2016: 286 2017: 282
 Continue to offer a variety of services to citizens. The City Clerk will continue to add more
information to the city’s website
59

 During FY 2019 the City Clerk will be working with the Planning Department on the Census 2020
Local Update of Census Addresses (LUCA). This is a necessary step to insure that Easthampton’s
address list is accurate for the 2020 Federal Census
 Open Meeting Law & Public Records: The City Clerk’s office is responsible for the posting of all
committee agendas and minutes and also monitors and refers all Public Records requests. We will
continue to streamline this process so that all boards and committees are submitting their agendas
and minutes in a timely manner.
Budget
Department 1610‐ City Clerk

FY2018
ASST CLERK SALARY 43,988 44,227 44,554 45,225 45,225
CLERK SALARY 60,712 61,005 63,300 64,246 64,246
LONGEVITY 800 800 800 800 800
ADVERTISING 97 ‐ ‐ ‐
BINDING RECORDS 118 ‐ 120 ‐
CITY CLK‐DOG LICENSES 181 186 200 200 200
CITY CLK‐DUES & MEMBERSHIP 280 290 300 300 300
CITY CLK‐IN STATE TRAVEL 1,114 1,106 1,150 1,200 1,000
CITY CLK‐SAFE DEPOSIT BONDS 291 325 325 250 250
EDUC & TRAINING 150 ‐ ‐ ‐
MISC PROF & TECH SERV 430 238 300 300 300
OFFICE SUPPLIES 813 816 1,100 1,100 1,000
POSTAGE 1,008 1,165 1,300 1,400 1,400
PRINTING 105 ‐ 200 200 200
Grand Total 110,087 110,158 113,648 115,221 114,921

60

Elections
Mission Statement
The mission of the Elections Department is to administer all elections in accordance with the laws of the
Commonwealth of Massachusetts. This includes voter registration, absentee voting, early voting and
Election Day voting. During FY 2019 there are two scheduled elections – the State Primary on September
4, 2018, and the State Election on November 6, 2018. The state election will include 10 days of early
voting. It is possible there may be early voting for the State Primary.
Board of Registars
Clerk to the Board
of Registrars
Election Workers Asst. City Clerk
Accomplishments
 Administered the 2017 city Election. Will administer a special election on May 22, 2018
 Replaced the 23‐year old AccuVote Optical Scan Vote Tabulators with Imagecast Precinct Tabulators
 Prior to May 22nd special election, there will be training of election workers on use of the new voting
equipment
Trends
 Despite being an “off” state election year, local interest in the city election during FY 2018 was very
evident
 Voter registration has been increasing due to the ability to register to vote in many ways – in person,
by mail, at the Registry of Motor Vehicles, at some state agencies and on‐line. As of Feb. 20, 2018 the
total number of registered voters was 11,970. That number is slightly lower than in 2016, which is
typical – the number always increases in a presidential election year, then goes back down:
 Oct., 2016: 12,228 total voters Oct., 2017: 11,913 total voters
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 Administer the state primary and state election as efficiently as possible
 Run the Early Voting period (s) so that it’s a good experience for all
 Investigate central tabulation for processing the ballots to see if it might work for the city
 Continue to utilize the city website to promote voter registration and absentee/early voting
opportunities
 Investigate the purchase of Poll Pads at the polling places (note – they are not yet certified by the
state for use at the polls for check‐in)
 Continue gradual replacement of voting booths

 In accordance with state law, conduct the annual census so that Easthampton’s voter’s list is as
accurate as possible
 Administer and coordinate all primaries and elections in accordance with state law

Budget
Department 1620‐ Elections

FY2018
1
ELEC & REG‐CLERICAL 500 500 500 600 600
ELEC & REG‐OTHER POSITIONS 10,875 11,199 7,000 15,000 15,000
ELEC & REG‐REGULAR 525 525 525 525 525
ELEC & REG‐COMPUTER SERV 2,976 1,522 2,000 2,000 2,000
ELEC & REG‐MISC MACH ‐ 410 400 1,750 1,750
ELEC & REG‐MISC PROF & TECH 7,384 5,493 8,125 5,500 5,500
ELEC & REG‐OFFICE SUPPLIES 456 515 800 800 800
ELEC & REG‐POSTAGE 5,911 6,436 6,000 6,500 6,500
ELEC & REG‐PRINTING SUPPLIES 438 364 750 800 800
3‐Holdover
MISC. MACHINES & EQUIPMENT ‐ 3,125 ‐ ‐
3‐Holdover Total ‐ 3,125 ‐ ‐
4‐Capital
FY18 VOTING MACHINES ‐ ‐ ‐ ‐
4‐Capital Total ‐ ‐ ‐ ‐
Grand Total 29,066 30,090 26,100 33,475 33,475
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Planning
Mission Statement
The primary function of the Planning Department is to manage the regulatory process for development
proposals submitted to the Planning Board and Zoning Board of Appeals under the Easthampton Zoning
Ordinance and the Subdivision Control Law. As part of that process, the Planning Department evaluates
development proposals for their contribution towards community planning goals as documented in the
current Easthampton Master Plan, and to assess their impacts on the community.

The other responsibilities of the Planning Department include:
 Administering several grant and funding programs including the Community Development Block
Grants (CDBG) and Community Preservation Act (CPA) funds
 Providing staff support to various permitting and advisory committees, including but not limited to
the Conservation Commission, Community Preservation Act Committee, Affordable and Fair Housing
Partnership, Easthampton Development and Industrial Commission, Easthampton City Arts, and
the Commission on Disability
 Meeting with neighbors and developers, coordinates the departmental review and administration of
the proposals, schedules public hearings, drafts decisions, and manages performance guarantees for
the completion of approved projects
 Promoting sustainable growth initiatives to reduce burdens on the city’s financial capacity,
infrastructure, wildlife and natural resources.
 Conducting long‐term community land use planning efforts including visioning, master planning,
strategic planning and resource‐based planning

City Planner
Conservation
Assistant Planner Arts Coordinator
Agent

Accomplishments
Planning Department (general operations)
The Planning Department staff initiated, oversaw, and managed many complex and long duration projects
as part of general operations. The following is a summary of several of those projects:

 Assisted in the adoption of a comprehensive and progressive Cannabis Zoning Ordinance.
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 Assisted the Mayor’s Office in coordinating cannabis establishment applicant processes and Host
Community Agreements
 Assisted in the adoption of a progressive set of revisions associated with the keeping of chickens
Zoning Ordinance
 Completed the approximately $1 million‐dollar purchase of 25 acres of farmland and forest land over
the Barnes Aquifer as part of the Cook‐County Road Conservation Project. Substantial CPA dollars
from both Easthampton ($343,000) and Southampton ($386,862) along with a $400,000 LAND grant
from the state were used
 Assisted in the consideration of a Seasonal Cottage Ordinance (although it was not sent forward as an
Ordinance revision)
 Hired a shared Conservation Agent with the Town of Southampton to provide 11 hours per week (8
hours per week in Southampton) from November 2017 until June 30, 2018
 Transferred and contracted with the Pioneer Valley Planning Commission to apply for the city’s
FY2019 CDBG application; including the full administration and coordinated by PVPC if awarded
 Submitted an area of Easthampton as a federally recognized Opportunity Zone under an EOEA
application process
 Awarded an approximately $17,000 grant from the Executive Office of Environmental Affairs for a
comprehensive update to the city’s 1990 Subdivision Regulations

Community Development Block Grant (CDBG)
The Planning Department managed the FY2016 CDBG award of $800,000. In December 2017 the Admiral
Street Neighborhood Infrastructure Project was completed. It was an approximately $445,000 project
which included improvements to streets, sidewalks, drainage and sewer lines on Church and George
Streets, and a portion of Briggs and Admiral Street. An additional component of the CDBG award will
result in approximately eight (8) Housing Rehabilitation Projects will also be completed by September
2018. The Housing Rehabilitation project is approximately $211,000.

The Planning Department administered the FY2018 CPA budget of approximately $830,000 under the
direction of the Community Preservation Act Committee. Easthampton adopted the Community
Preservation Act in 2001. The Act creates a 3% tax surcharge which generates revenue for projects
addressing open space, affordable housing, historic preservation and recreation. The Committee makes
recommendations to the City Council on the expenditure of the funds. The following is a list of CPA funds
allocated in FY2017:

 CPA Funds $834,006
 Matching Funds $988,363
 Total Funds $1,822,368

Commonwealth of Massachusetts ‐ Community Compact Program
In June 2016, the city in partnership with PVPC completed a “Review of Permitting Requirements for
Industrial/Manufacturing Uses” under the Community Compact Cabinet’s Housing and Economic
Development/Competitive best practices grant. In May 2017, the City of Easthampton and the Town of
Southampton executed an Inter municipal Agreement to share a Conservation Agent. Under the
Community Compact Cabinet’s Regionalization and Efficiency Grant, the city was awarded $25,000 to fund
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a part time Conservation Agent. The City of Easthampton was provided with 11 hours per week and the
Town of Southampton 8 hours per week.

Complete Streets
During FY2018, the Planning Department coordinated with the Department of Public Works and others to
continue participation in the State’s Complete Streets Funding Program. The city, in partnership with
MassDOT, completed a Phase II Project Prioritization Plan which resulted in a Tier 3 Construction Funding
Award of $217,445 for crosswalk and other improvement projects.

The projects identified include:
 Cottage Street crossing improvements
 Sidewalk and crossing improvements near 15 Cottage Street
 Pleasant Street wayfinding
 Access to transit Cottage Street
 Crosswalk enhancements at Main/Glendale
 Sidewalk and crosswalk improvements at Pulaski Park

Easthampton City Arts
Easthampton City Arts (ECA) is a city organization based in the Planning Department that creates positive,
innovative, and accessible arts programming and cultural events to generate and increase opportunities
for artists and the local economy. ECA operates with the direction of a coordinating committee and events
are funded primarily through donations and State cultural grant funding. E‐City Arts seeks to offer a wide
range of arts programming and cultural events, which serve as platforms for community engagement and
economic development.

The following is a summary of the 2018 programs and events:
 Easthampton Art Walk is an established and growing monthly event, activating downtown
Easthampton with visual and performing arts, and drawing attendees from throughout the region into
local galleries, restaurants, and businesses
 The 4th annual Easthampton Book Fest will take place on Saturday, April 14, 2018, and will feature a
full day of original, creative content that highlights the literary accomplishments of local and national
writers, poets, essayists, and publishers
 The 5th annual Cultural Chaos street festival will take place on Saturday, June 9, 2018, in the Cottage Street
Cultural District and will feature a full day of music, performance, and art
 ECA will launch its first‐ever Youth Arts Initiative in Spring 2018

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Planning Department (General Operation)
Goal ‐ Continue efforts to increase the amount of Planning Department staff funded by the general fund
rather than grant funded positions; articulate a three‐year plan for Department staffing needs.

Objectives:
 A concerted effort during FY2019 will focus on raising the awareness of and elevate the work of the
Planning Department
 Better highlight and publicize the work of the Planning Department
 Conduct increased public outreach, engagement, and coordination with city departments, civic
groups and community organizations
 Better integrate City Arts into the Planning Department through refinement of the yearly work plan,
public outreach, engagement, coordination, and online presence
 Post additional information regarding projects, hearings (such as application materials) and other
information on the Department website
 Partner with the Mayor’s office on frequent video updates or other interactive engagement
 Coordinate with the Mayor’s office on pay scale restructuring to better reflect Department needs.
 Formally catalogue and track full range of Department activity during Fiscal Years
 Seek an unpaid intern to review, catalogue, and prepare a summary report outlining significant grant‐
initiated projects since completion of the 2008 Master Plan
Goal ‐ Continue to take steps to streamline permitting for a wide range of projects.

Objectives:
 Identify at least one recommendation of the Pioneer Valley Planning Commission’s “Review of
Permitting Requirements for Industrial/Manufacturing Uses” to streamline the permitting process for
these types of land use permits
 Formalize the process, timeline and consistence of the “pre‐development” meeting with departments
to streamline the permitting process for larger, unique, or complex projects.
 Update the 2015 Small Business Permitting Guide
 Consider ways to reduce permitting requirements for smaller, homeowner related projects
(supplemental apartments, additions, etc.)
 Assess need, timeline, process, and costs associated with conducting a comprehensive zoning
ordinance re‐write
Goal – Continue to and/or begin to catalogue and outline future master plan or visioning related projects
and initiatives

Objectives:
 Work with the Chamber of Commerce, the City Engineer, and others on outreach and information
related to the 2021 TIP Union Street reconstruction
 Assess the general status of parking supply, demand, and infrastructure in the “downtown area”
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 Work with the City Engineer and others on the design and implementation of complete street
improvements in 2019
 Assess previous efforts related to the implementation of the 2008 Master Plan (such as Open Space)
 Assess and consider options or scenarios for a master plan “update”
 Assess and consider city‐owned parcels for existing and potential future uses
Community Development Block Grant (CDBG)
In February 2018, the city in partnership with PVPC submitted an FY2019 CDBG request for is $798,000
project. The announcement of the grant award is expected in June 2018.
 During FY2017, the Planning Department coordinated and completed the 2018 Community
Development Strategy which outlines the following long‐term goals and objectives (2018‐2023):
 Create and retain housing available to residents with a broad range of incomes. The increase and
maintenance of the supply of both rental and ownership units are necessary
 Enhance the local climate for sustainable economic development in the commercial downtown, the
industrial manufacturing base, green energy, and the growing arts cluster
 The Open Space and Recreation priorities focus on the preservation of land over the Barnes Aquifer,
along Mt. Tom, along the Manhan River Greenway, and land for agricultural use. Recreation
improvements are focused on existing parks and access to local ponds
 Bring public services and technological resources to and expand those currently in the city that
compliment population needs and community development priorities. 5. Protect key Historic and
Cultural resources through the re‐use of Old Town Hall and the recognition and protection of key
historic districts and sites (including but not limited to the Emily Williston Library, Maple School, and
Center School) will contribute to the long‐term maintenance of Easthampton’s community character.
 Create connections through planning, growth, and activities based on links between people,
infrastructure, resources, and services
A total of 37 projects are identified on the Prioritization of Projects list.

Community Preservation Act (CPA)
The final Community Preservation Plan for FY2019 is nearing completion. As in past years, the
Preservation Plan identifies possibilities for future projects and expenditures through an assessment of
current resources and needs in the community and helps potential project applicants understand the
Committee’s priorities and the approval process by outlining the possibilities for Community Preservation
and the criteria for project approval.

The CPA Committee continues to respond to less state matching funds through the CPA program by
soliciting longer term plans from interested organizations. The Committee continues to evaluate high
demand for projects with reductions in available funding. The renovation of the second floor of Old Town
Hall is one of the more significant expected requests in either FY2019 or FY2020 and the Committee has
begun to reserve some funding for that project.

Easthampton City Arts
The formation of specific goals will occur between the Art’s Coordinator, City Planner, and others over the
course of FY2019. Generally, the program will include:
 Continued implementation of and planning for existing programs and events
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 Exploration of expanded funding options to support programs and events and a new approach to
fundraising
 Launching of a new website and production of “Easthampton cultural district map”
 Consideration of expanding the cultural district
 Expanding ECA Coordinating Committee membership
 Better integration of ECA into the Planning Department, including assistance in branding, outreach,
and expanded initiatives (such as bike share)

Planning Department Staffing Goals
 City Planner – As the Department Head, the goal for FY2019 will be to begin to prepare for the position
to be primarily responsible for longer range planning efforts or those efforts that more broadly guide
the city. This may require a multiple year strategy to implement
 Assistant Planner – The FY2019 budget moves incrementally closer to fully funding this Planning
Department position through the General Fund. The retirement of the Grants Coordinator creates
the need to create a plan to re‐organize and shift responsibility of this position over the next year
 Arts Coordinator – The FY2019 moves incrementally closer to fully funding this Planning Department
position through the General Fund. During FY2019 significant effort will be made to ensure that the
position and the City Arts program become integrated and part of the Planning Department’s work
program and to clarify the same to the general public
 Conservation Agent ‐ Part of the goal of the Community Compact Shared Agent program was for each
community to allocate funds to pay for the part time position after the grant funds are expended. The
Planning Department finds great value in having a professional staff member to aid applicants and the
Conservation Commission. While funding the entire 19‐hour per week part‐time position from the
general fund was not an option, the FY2019 budget request begins to provide some general funds
along with drawing from a series of other funding sources, such as the Conservation Commission
permit fees
 Administrative Assistance – The FY2019 budget eliminates the nominal $3,300 dollars to pay for the
Planning Board Clerk/minute taker position. This decision to remove funding is based solely on the
potential to create a Clerk position who will cover minutes for multiple boards and committees


 Community Development Block Grant (CDBG) Administration
 Community Preservation Act (CPA) Administration
 Zoning Ordinance Amendments
 Inter‐Departmental Coordination for larger projects
 Long‐term and Community Planning initiatives
 Grant applications and administration (MassWorks, PARC, LAND)
 Exploration of other grants and funding sources as applicable (Housing Choice, other new State
initiatives)

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Budget
Department 1720‐ Planning

FY2018
1
ECA ARTS COORDINATOR ‐ ‐ 38,276 35,074 35,074

E'TON CITY ARTS 26,671 26,528 ‐ ‐
PART TIME ‐ OTHER 16,025 16,125 16,245 9,950 9,950
PART‐TIME,CLERICAL ‐ ‐ 3,254
PART‐TIME,REG 21,434 21,985 23,211 40,997 40,997
PLANNER SALARY 60,067 66,146 69,465 69,506 69,506
PLANNING BD, PERM. CLERICAL 1,090 790 ‐ ‐
ZONING BD,PERM CLERICAL 365 272 ‐ ‐
ADVERTISING ‐ ‐ 600 600 600
CONS COMM‐DUES & MEMBERSHIP 393 401 ‐ ‐
CONS COMM‐EDUCATION ‐ 100 ‐ ‐
CONS COMM‐POSTAGE ‐ 200 ‐ ‐
CONSERVATION MISC. EXP. ‐ ‐ 500 500 5
DUES & MEMBERSHIPS 380 405 834 835 835
IN STATE TRAVEL ‐ ‐ 200 200 200

PLANNING BD,ADVERTISING 111 225 ‐ ‐
POSTAGE ‐ 75 650 650 650
PRINTING 72 37 ‐ ‐
PVPC 2,408 2,468 2,527 2,670 2,670
ZONING BD, ADVERTISING 180 ‐ ‐ ‐
ZONING BD, POSTAGE ‐ 250 ‐ ‐
3‐Holdover
CITY PLANNER OFFICE SUPPLIES 49 ‐ ‐
FULL TIME, PERMANENT, REGULAR ‐ 643 ‐
GENERAL OFFICE SUPPLIES ENC. ‐ 105 ‐
PRINTING, REPRODUCING ENCUMB ‐ 50 ‐ ‐
3‐Holdover Total 49 798 ‐ ‐
Grand Total 129,389 137,073 156,263 161,481 161,481
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Section 2
Public Safety

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Police Department
Mission Statement
The mission of the Easthampton Police Department is to provide excellence in police service through
aggressive pursuit of violators of the law and prevention of crime and disorder. This is accomplished by a
partnership of the police and the public to enhance the quality of life, reduce the fear of crime, preserve
the peace and impartially enforce the law.
The Easthampton Police will maintain the highest standard of integrity and respect the dignity of each
individual. Our services will be rendered with courtesy, civility and in adherence to the constitutions of
the United States of America and the Commonwealth of Massachusetts.
OUR MISSION is to be the model of excellence in policing by working in partnership with the community
and others to:
• FIGHT crime and the fear of crime, including terrorism
• ENFORCE laws while safeguarding the constitutional rights of all people
• PROVIDE quality service to all of our residents and visitors
• CREATE a work environment in which we recruit, train, and develop an exceptional team of
employees
CORE VALUES
Our core values form the framework for all of our work. These values are a part of the finest traditions
of the Easthampton Police Department and make up who we are. The core values on which we stand,
and that are emblazoned on the uniform of every officer of the Easthampton Police Department are:
1. Honor
It is a privilege to serve as a member of the law enforcement community and especially as a member of
the Easthampton Police Department. Each day when we pin on our badge, we remember those who
went before us and the sacrifices made in the name of this badge. We treat our badge with honor,
respect, and pride. We do nothing that will tarnish our badge, for one day we will pass it to another
Easthampton Police officer to honor and respect.
2. Integrity
Integrity is the bedrock of policing and the foundation for building a successful relationship with our
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partners. Integrity means reflecting our values through our actions. It is not enough to espouse honor,
service, and integrity. Each of us must live these values in our professional and personal lives. We do this
by being honest in our dealings, and abiding by the laws and respecting the civil rights of all. Serving
with integrity builds trust between the community and the police.
3. Service
Service with honor means providing police service respectfully and recognizing the dignity of every
person. We can demand that others respect and honor our work only when we respect them and their
rights. We are in the business of providing police service with the highest degree of professionalism.
Every day we come into contact with crime victims, residents afraid to enjoy their neighborhoods, and
young people scared to stand up and do the right thing. Our job is to help them and to do so with
courtesy and compassion.
Police Chief
Operations
Police Captain
Principal Clerk
Investigations
Detective
Sergeant
Administration
Lieutenant
(2) Detectives
(1) SRO
Day Shift Relief Eve Shift Eve Shift Relief Mid Shift

Sergeant Sergeant Sergeant Sergeant
(5) Day Shift (5) Eve Shift Court Officer K9 Officer and (5) Mid Shift

Patrols Patrols K9 Patrols
(5) Special
Officers
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Accomplishments
 An overall reduction in crime
 Liaison Officer Appointments: Elder Affairs, Diversity/Bias, Domestic Violence, Victim Witness,
Veterans Affairs, Hampshire Hope ‐ opioid addiction and a new SRO
 EPD Social Media program
 Interactive EPD Website
 Annual Cook Out with a Cop program
 Monthly Coffee with a Cop program
 Public Information Officer (PIO) Appointments
 Department restructuring to save overtime: Midnight Shift Relief Sergeant to add supervision on
every shift, Administrative/Training/Patrol Lieutenant’s position
 Appointment of a part‐time Task Force Officer to DA’s Anti‐Crime Task Force
 The DA’s Office Child Advocacy Center partnership
 Domestic Violence assessment and follow‐up program
 Equipped all cruisers with biohazard bags and a supply of Tyvek overalls, shoe coverings, respirators,
gloves and eye protection in an effort to prevent opioid exposure
 Equipped all cruisers with CO detectors due to recent CO officer exposures
 IACP Net program
 Traffic Enforcement program
 Narcan program
 New Radio Repeater on Mt. Tom saved approximately $300,000 in city wide repeater coverage
proposal
 Instituted a new overtime savings training philosophy
 Instituted a new Marine Search and Rescue program with newly acquired vessel. Water rescue
training and enforcement with Environmental Police/Coast Guard (The Rt. 5 boat ramp in the
busiest public boat ramp in the Commonwealth)
 Partnered with Mt. Tom Ice Cream for our Youth Ice Cream Citation program
 Partnered with Boston based “Home Base” for Veteran and Family Care outreach through MA
General Hospital
 Partnered with Holyoke Police Department for “22 Until None” program, suicide prevention for
Veterans
 Acquired Grants: Radio interoperability, Active Shooter, Ballistic Vests, Highway Safety – Traffic, OUI
Enforcement, Distracted Driving Enforcement and K9
 Conducted traffic studies on most major roadways in the city along with directed traffic patrols. This
information is shared on our social media pages
 Officer Andrew Beaulieu completed 14 weeks of canine training (Patrol and Narcotics certification)
with his dog Gino, and is now on regular patrol as our new K9 Team
 Participated in the Drug Enforcement Agency (DEA) National Drug Take Back Initiative resulting in
collection of unused, unwanted medications
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 Continued success with our new School Resource Officer who spends time in the Elementary
Schools, the Middle School and the High School
 Hired new Dispatchers and Dispatch Supervisor, each of whom is certified in Emergency Medical
Dispatch (EMD) allowing them to provide medical aid over the phone to 911 callers
 Completed ECW (Taser) training for officers, instituted Executive Office of Public Safety Taser policy
and deployed Tasers to trained, authorized officers
 Managed public safety for major events including several road races, parades, Mill Side concert
events and numerous weekend festivals
 Purchased 2 Harley Davidson Motorcycles and anticipate the participation in a number of
community activities in addition to traffic enforcement
 Participated and hosted the 2017 Easthampton Toy Program to provide more than $10,000 worth of
toys to those less fortunate families in Easthampton
 Lids for Kids program
 Assisted with the Special Olympics games held at Nonotuck Park
 Special Olympics Convoy where officers from the department met with officers from area
departments and drove in police cruiser convoy to Cambridge, MA to participate in the awards
ceremony by presenting the athletes with medals
 Annual Big Rig Day event where children can explore big rigs and public safety vehicles.
 Continued partnership with the Easthampton CERT Program
 EHS Student Internship program
 Partnership with Easthampton’s Community Coalition and Youth Coalition

Trends
2017 Comstats:
The patrol force is the first responder to all public safety calls for service. The vast majority of calls are
usually patrol related, making patrol the backbone of the Department. In addition to our community
outreach programs, in the calendar year “2017” the Easthampton Police Department served the
community as follows:
16,413 Calls for service
346 Arrests
174 Summons arrests
39 Juvenile arrests/summons
69 Warrant Arrests
804 Incidents were documented
559 Criminal complaints were issued
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1,363 Criminal incidents requiring investigation
325 Automobile crashes that required reporting
65 Restraining/Harassment Orders were issued
429 Parking Tickets issued totaling $8,520.00
1,167 Citations issued totaling $36,690.00
281 Firearms Licenses issued totaling $23,425.00
33 Calls for suicidal persons
27 Unattended death investigations
We anticipate that crime levels will rise for several reasons, to include, the sophistication of criminal
activity, the opioid crisis, and an uncertain economy. All of this will surely continue to make our jobs that
much more difficult. Criminal activity continues to evolve with Cybercrime technology, resulting in
internet scams, identity theft, child exploitation and other schemes. Policing and solving many of these
crimes is difficult to keep up with, given rapidly changing technology and the global nature of such deceits.
It has become a regular occurrence that someone has been robbed of his/her money or identity or been
scammed by someone that may live in another country. The fewer resources we have, the more inhibited
our ability is to effectively deal with anticipated problems and crime.
Opioid Epidemic: The influx of drug overdoses and alcohol abuse that we have seen has devastating effects
on not just the user, but the family and the community as a whole. Many of the petty crimes, car breaks,
shoplifting, house breaks, home invasions and like offenses are due to desperation for quick money.
Addiction does not discriminate. It has no race, age, gender, or income boundaries. Heroin use in the
United States has increased 135% from 2002 to 2016. With this, the numbers of heroin overdoses and
deaths have drastically risen. During this same time frame, heroin‐related overdose deaths have jumped
533%.
In Easthampton, we were called to 25 heroin‐opioid related overdoses and of those, 3 resulted in death
in 2017. There certainly would have been more deaths, had we not started a Narcan program where our
officers are all trained in its use and carry it as part of their duty gear. We have saved many lives here in
Easthampton by deploying Narcan. The Easthampton Police Department is committed to continuing to
work with the regional community and local social service providers to deliver assistance to those
struggling with addiction.
As a community, we can work together to stop and reverse the rising rates of opioid misuse and abuse
in our region. Our goals are to:
 Prevent heroin and prescription drug misuse and addiction
 Prevent overdose from prescription drugs and heroin
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 Help more people get treatment and recover from heroin and prescription drug addiction
Crosswalk safety: In 2018, efforts will be made to work with stakeholders to improve pedestrian safety—
in particular crosswalk safety—by improving design, signage, education, and enforcement. Crosswalk
safety has always been a priority concern, but with increased traffic volume, more residents, and the
aggressiveness of drivers, the safety of pedestrians and crosswalk violations has to be a dedicated
education and enforcement focus to improve overall safety.
School Safety: School safety and security will continue to be a priority for the department as it is nationally.
We will continue to work with school leaders to improve the school safety plan. We must ensure the
safety of our children. The school resource officer visits all the schools daily and is heavily involved in the
school culture, creating a safe environment for the students and faculty.
There were 82 calls for service and 17 arrests at the Massachusetts Chapter 766 Approved Private Special
Needs School here in Easthampton. We will continue our partnership with that school administration to
work towards improving their school safety plan, the health & welfare of the student population and a
reduction in enforcement action.
The legalization of Cannabis: The legalization of Cannabis in Massachusetts has created numerous
challenges for law enforcement in addressing public safety concerns. Some of the anticipated impacts on
Easthampton Police practices and resources will be:
 An increase of individuals operating motor vehicles under the influence of Cannabis. Field sobriety
testing for Cannabis remains a major challenge in both the lack of technology for detection and recent
case law
 Cannabis industries are a significant cash storage and cash transport businesses due to federal banking
restrictions, creating attractive targets for criminal activity such as burglaries, robberies and money
laundering
 Cannabis tourism will become a significant factor on our congested downtown area, no doubt creating
traffic related issues
 Law enforcement agencies have found novice users, such as tourists, pose a particular problem
because they often do not understand the potency of today’s Cannabis and Cannabis infused
products, often resulting in calls for service from First Responders
 Residential growing operations pose safety risks for first responders. They can contain fire risks,
overloaded electrical circuits, hash oil and/or carbon dioxide cylinders explosions and bypassed
electrical meters
 A risk of significant black/gray market Cannabis transactions arising from the combination of a
dramatic increase in production, loosened controls, and increased opportunities for diversion
 An increase in the use of Cannabis by persons under 21 as a result of wider availability
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GOAL 1: HIRE PERSONNEL AND MOVE TOWARD FULL STAFFING
Objectives:
 Recruit and hire Special Police Officers to backfill our full‐time hiring pool
 Continue to diversify our workforce
 Enroll new Specials into our comprehensive departmental Field Training Program by July
 Acquire mandated training for any departmental officers during FY2019
 Reinstate our Community Services/Walking‐Bike Beat Officer
 Review our Liaison Officer Program and appoint:
o A Mental Health Liaison Officer
o Expand our CISM Liaison Officers: Critical Incident Stress Management (CISM) is a
comprehensive, organized approach for the reduction and control of harmful aspects of stress
in the emergency service field. Our CISM Officers are part of a specially trained team of
volunteers from police, fire, EMS, mental health, clergy and other professions, who provide
CISM services for those exposed to a critical incident
o Reinstate our Triad (Senior Citizens and Law Enforcement Together) program
GOAL 2: SCHOOL SAFETY
Objectives:
 Work with the Easthampton School Department administration to update their school safety plan
and handbook
 Work on adding “tools” to their plan that allows for additional safety and security options
 Additional training for our new SRO, including advanced SRO school
 Work with neighboring communities to conduct ongoing drills and training at area schools
 Continue to evaluate school safety protocols and implementation
 Continue to work with our Massachusetts Chapter 766 Approved Private Special Needs School
GOAL 3: REPLACE AND UPGRADE EQUIPMENT
Objectives:
 Ensure that the department has standard, current equipment and tools necessary to perform our
jobs
 Acquire AED’s for all line cruisers
 A new traffic signboard, with the latest technology, in order to provide the department with a
detailed accounting of traffic speed, volume and trends
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 Evaluate the cruiser fleet (average cruiser has 60,000 miles) and establish a program to efficiently
rotate cruiser purchases
 Replace our 20‐year‐old ballistic shields
 Evaluate a replacement program for our 10‐year‐old portable radios
 Trade‐in our current 4th generation Glock handguns and upgrade to 5th generation Glock handguns
to better accommodate female and left‐handed shooters. Replace the 8‐year‐old 4th generation
Glocks while they still hold a substantial trade‐in value
 Evaluate a move from a .40 caliber duty firearm to a 9 mm caliber firearm allowing for ammunition
cost savings
GOAL 4: ADMINISTER POLICIES TO ADDRESS ADDICTION
Objectives:
 Continue regional coalition efforts among law enforcement, social and medical service agencies to
help those in need
 Provide training for community members in the use of Narcan
 Continue active membership in the Hampshire HOPE Coalition addressing the rise in prescription
opioid misuse, heroin use, addiction, and overdose death in Hampshire County
 The Easthampton Police is partnering with Hampshire HOPE to create our own Drug Addiction
Response Team (DART) and recruit our city’s first “recovery coach.” The DART approach does not
treat addicts as criminals, but as people in need of help. Officers identify individuals who have
overdosed on narcotics or engaged in high‐risk behavior related to their addiction and follow up
with them within 48 hours of the initial call. Addicts in recovery will have a long‐term connection to
the resources they need to avoid relapse
 Continue to work with the Easthampton Youth Coalition to train and educate our youth on addiction
 Search out and apply for applicable grants
Patrol
 Emergency Response  Foot Patrols
 Accident Investigation  K‐9 Officer
 Traffic Enforcement  Social Media
 Juvenile Services  Veteran Affairs Officer
 School Resource Officer  Animal Control
 Bike patrols  Addiction Officer
 Motor Unit patrols  Drug Recognition Experts
 Diversity/Bias Officer  Arson Investigators
 Accident Reconstruction  Academy Training
 Motor pool  Coffee with a Cop
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 Elder Services  Cook‐Out with a Cop
 Domestic Violence Team  Ice Cream citation program
 Firearms Licensing  Neighborhood Policing
Criminal Investigation
 Felony Investigations  Crime Prevention
 Cyber Crime  Crime Scene Services
 Child Exploitation  Sexual Assault Investigators
 Background Investigations  Photography
 Special Investigations  Finger Printing
 Identity Theft  Anti‐Crime Task Force
 Drug Awareness  Evidence collection, processing and
 Narcotics Investigations storage

Administration and Communications
 Grants  Human Recourses
 Budgeting  Clerical Duties
 Personnel Services  Detail Processing
 Expenses  Special Events
 Policies and Procedures  9‐1‐1
 General Orders  Emergency Communications
 City Officials and Departments Liaison  Code Red Notification
 Internal Affairs  Prisoner Monitoring
 Keeper of the Records  24 Hour Contact Point
 Taxi Permitting & Inspections  Walk In Service
 Soliciting and Raffle Permitting

79

Budgets

Department 2100‐ Police

FY2018
2‐ Public Safety
CLERICAL FULL TIME 39,673 39,868 40,169 40,770 40,770
COURT TIME 11,600 10,345 30,000 30,000 20,000
FULL TIME REGULAR 1,382,219 1,472,355 1,499,328 1,750,824 1,742,224
FULL‐TIME, PERM., SUPERVISORY 163,890 202,325 178,810 ‐
HOLIDAYS PAY 71,211 73,537 77,132 80,104 80,104
INCENTIVE 287,985 193,981 300,000 343,385 328,500
LONGEVITY 300 300 300 300 300
OFFICER IN CHARGE 6,117 5,025 6,000 6,000 6,000
OVERTIME PAY 183,990 182,406 190,000 190,000 150,000
OVERTIME TRAINING 54,033 49,626 42,000 45,000 32,000
OVERTIME‐INVESTIGATIVE 31,631 28,053 39,775 40,000 40,000
POLICE SPECIALS 24,518 38,565 30,000 35,000 35,000
UNIFORM ALLOWANCE ‐ ‐ 25,570 21,000 21,000
1‐Personnel Services Total 2,257,167 2,296,386 2,459,085 2,582,383 2,495,898
AUTO SUPPLIES 15,927 20,353 15,000 25,000 15,000
BOOKS PERIDICALS 531 329 2,000 2,000 2,000
COMPUTER FORMS & SUPPL 474 971 3,500 ‐
COMPUTER SERVICES 9,121 3,850 12,090 ‐
DUES & MEMBERSHIPS 3,124 3,279 4,759 5,000 5,000
EDUCATION & TRAINING 4,311 9,137 9,000 13,500 9,000
EQUIPMENT ‐ ‐ 750 750 750
FURNITURE & FIXTURES 375 227 500 500 500
IN STATE TRAVEL 2,190 1,856 2,450 2,500 2,500
MAINT. SERVICEAGREEMENTS 128 379 500 500 500
MEDICAL EXP 3,965 6,901 5,000 5,000 5,000
MISC MACHINES & EQUIP 678 1,308 3,500 3,500 3,500
MISC PROF SERVICES 497 469 1,410 1,500 1,410
OFFICE SUPPLIES 3,781 3,258 5,500 10,500 9,500
PHOTOGRAPHIC SUPPL 153 1,041 1,000 ‐
POSTAGE 730 728 1,500 ‐
PUB SAFTEY SUPPLIES 11,116 33,616 12,000 35,000 13,000
80

Budgets (continued)

Department 2100‐ Police (continued)

FY2018

RADIOS,TELEPHONE,OTHER 5,024 19,123 15,000 28,000 28,000
UNIFORM ALLOWANCE 22,037 28,123 ‐ 5,000 5,000
3‐Holdover
3‐Holdover Total 13,443 10,427 ‐
4‐Capital
FY18 FORD UTILITY CRUISER ‐ ‐ ‐ 50,000 ‐
MARKED LINE CRUISER FY16 42,515 ‐ ‐
POLICE CRUISER 39,680 ‐ ‐
POLICE RADIOS,TEL,OTHER COMM 199 ‐ ‐
POLICE REPEATER FY17 ‐ 10,565 ‐
4‐Capital Total 82,394 10,565 ‐ ‐
50,000
Grand Total 2,437,165 2,452,328 2,555,044 2,771,133 2,597,058

Department 2103‐ Crossing
Guards

FY2018
1
2‐ Public Safety
CROSSING GUARDS 35,398 35,035 39,600 44,400 39,600
POLICE EQUIPMENT ‐ 200 ‐ 200 200
2‐Purchase of Services Total ‐ 200 ‐ 200 200
Grand Total 35,398 35,235 39,600 44,600 39,800

81

Budgets (continued)
Department 2150‐ Detention

FY2018
2‐ Public Safety
LOCKUP OTHERWISE UNCLASS. ‐ 100 100 100 100
SPECIAL ASSESSMENT (NEMLEC) 15,250 15,250 15,250 15,250 15,250
Grand Total 15,250 15,350 15,350 15,350 15,350

Department 2920‐ Animal
Control

FY2018
2‐ Public Safety
ANIMAL INSP PT PERM 869 2,904 3,000 3,000 3,000
1‐Personnel Services Total 869 2,904 3,000 3,000 3,000
ANIMAL CONT PROF SERVICES 10,642 10,251 14,500 14,500 14,500
3‐Holdover
ANIMAL CONTROL MISC PROF/TECH 451 ‐ ‐
MISCELLANEOUS PROF & TECH SERV ‐ 919 ‐
3‐Holdover Total 451 919 ‐
Grand Total 11,961 14,074 17,500 17,500 17,500

82

Dispatch
Mission Statement
The mission of the Easthampton Public Safety Dispatch is to contribute to the safety and quality of our
community by assisting the citizens of our city, our neighboring cities and towns, and our associated
public safety agencies with efficient, reliable, responsive and professional public communication
services.
Police Chief &
Fire Chief
Dispatch
Supervisor
2 Part time 5 Full time
dispatchers dispatchers

Accomplishments
This past year has seen some big changes for the dispatch center. We had 4 new full‐time dispatchers
and 2 new part‐time dispatchers. This provided a big challenge as these employees needed to get their
initial training in several areas before being cleared to work on their own. Our dispatchers also handled
1862 Fire and ambulance calls for service as well as 16,413 police calls for service.
Trends
The trend for 2018 that will have the biggest impact on our dispatch operations is the recent upgrade of
911 equipment known as Nextgen. This new equipment will allow all 911 calls placed via cellphone to go
to the closest answering point instead of a state answering point. Currently, when someone calls 911 on
a cell phone it is directed to the state, for us it is the Northampton State Police dispatch Center. They in
turn, transfer the caller to Easthampton. Often times with motor vehicle accidents several 911 calls are
received, and the state will only transfer the original or any follow up calls with pertinent information.
With Nextgen, all cellphone based 911 class placed in Easthampton will come directly to us. This is going
to increase the workload tremendously during the crucial early moments of an emergency.
83

The goals and objectives of the Easthampton Public Dispatch Center are as follows:
GOAL: Ensure the safety of our officers and other public safety personnel by gathering all important
information necessary to ensure a safe and efficient response.
 Objective: Emphasize and encourage proper calls for service
 Objective: Analyze officer safety issues
 Objective: Emphasize and properly implement officer safety related procedure
GOAL: Achieve organizational excellence through commitment, education and continuing education and
technology.
 Objective: Examine alternate methods of continuing training to reduce overtime costs associated
with formal classroom training.
GOAL: Enhance staffing and workplace development.
 Objective: Develop personal evaluation system for monitoring and identifying areas of improvement
 Objective: Develop a process to attract, hire and retain qualified employees
GOAL: Promote job satisfaction through employee participation in decision making and improved
working environments.
 Objective: Conduct regular work circle sessions between management and telecommunicators
 Objective: Emphasize and ensure a clean, safe and attractive physical environment
The Easthampton Public Safety Dispatch Center is the primary point of contact for all emergencies in the
city. All 911 calls are handled in the center and the appropriate public safety agency is dispatched. We
also monitor the municipal fire alarm system that protects several buildings in the city including the
majority of city‐owned buildings. The center is the backup for the Town of Hadley and Hadley is the
backup for Easthampton. The employees of the dispatch center are also the first point of contact the
public has when they require non‐emergency services from our public safety departments. Dispatch not
only provides the face to face contact but we also handle the countless administrative calls that come
into the building every day.
The main services provided are to our fire and police departments. During large‐scale fire incidents the
dispatchers not only handle the initial 911 calls but they are responsible for calling back off‐duty
firefighters and mutual aid assistance. This mutual aid also covers outside state and federal agencies
that may be needed by the incident commander. Dispatch also handles the issuance of burning permits
84

during the spring. Dispatch provides the same assistance to the police department along with the
following: License and registration checks, criminal history checks, issuing of firearms cards that have
been approved, filling of overtime and outside details, providing copies of accident reports, accepting
records requests.
Budget
Department 2170‐ Dispatch

FY2018
2‐ Public Safety
DISPACHERS HOLIDAY PAY 12,538 12,157 9,815 9,671 9,671
DISPATCH PERS. SERVICES 194,410 206,516 247,787 235,385 235,385
DISPATCH OVERTIME 14,282 23,832 10,000 10,200 10,200
DISPATCH UNIFORM ALLOWANCE 520 263 ‐ ‐
LONGEVITY DIFFERNTIAL 200 200 200 200 200
PART‐TIME, PERMANENT, REGULAR 13,312 33,760 15,000 15,300 15,300
UNIFORM ALLOWANCE ‐ ‐ 1,200 1,200 1,200
DISPATCH EDUCATION & TRAINING 1,751 2,498 1,500 1,500 1,500
GENERAL OFFICE SUPPLIES 371 481 900 900 900
IN STATE TRAVEL 38 80 200 200 200
RADIOS,TELEPHONES,OTHER COMM. 360 ‐ 1,000 1,000 1,000
Grand Total 237,784 279,787 287,602 275,556 275,556

85

Fire and Ambulance
Mission Statement
The mission of the Easthampton Fire Department is to protect the lives and property of the community
from emergencies involving fire, medical, hazardous materials, and environmental causes. This mission
will be achieved through public education, code management, and emergency response.
Fiscal year 2018 has been a great year for the Easthampton Fire Department so far. We have all previous
firefighter vacancies filled and the long‐vacant Deputy Fire Chief position has been funded and filled. We
are also fortunate to have funding approved to replace our 1995 Engine 2 and our 2006 Ambulance 3.
Both of these vehicles will be delivered late FY2018 or early FY2019. Our call volume remains steady
from previous years. We have responded to 1498 calls for service through January 1, 2018.
A critical program was also reinstated in 2018 thanks to some additional funding, multi‐family housing
unit inspections. This program is initiated through the building department and includes the fire and
health departments. Due to the excessive length of time that has passed since the last inspections there
are several life safety code violations that have been discovered slowing down the overall progress. The
positive effect is the homes that have been inspected are now safer for the tenants to live in.
Fire Chief
Principal Clerk Deputy Fire Chief
Call Force 5
Firefighters
A Group B Group C Group D Group Fire Prevention

1 Captain 1 Captain 1 Captain 1 Captain
1 Captain
5 Firefighters 5 Firefighters 5 Firefighters 5 Firefighters

86

Accomplishments
Fiscal year 2018 has been a great year for the Easthampton Fire Department so far. We have all previous
firefighter vacancies filled and the long vacant Deputy Fire Chiefs position has been funded and filled.
We are also fortunate to have funding approved to replace our 1995 Engine 2 and our 2006 Ambulance
3. Both of these vehicles will be delivered late FY 18 or early FY 19. Our call volume remains steady with
previous years as we have responded to 1498 calls for service through January 1, 2018.
A critical program was also returned in 2018 thanks to some additional funding, multi‐family housing
unit inspections. This program is initiated through the building department and includes the fire and
health departments. Due to the excessive length of time that has passed since the last inspections there
are several life safety code violations that have been discovered slowing down the overall progress. The
positive effect is the homes that have been inspected are now safer for the tenants to live in.
Trends
The one trend having the biggest impact on our department is the housing market boon. So far this fiscal
year we have completed 204 smoke detector inspections. By comparison, in all of calendar year 2017 we
conducted 388 inspections.
The first goal of the department for FY2019 is to restore our Public Education program. With the Deputy
Fire Chiefs position restored this is a goal we can now accomplish. To accomplish this goal we will break
it down into 3 objectives;
 Send the Deputy to a training class which will make us eligible for state grants to partially fund the
program
 We will start with a program called Senior SAFE which focuses on fire safety for elderly members of
our community
 Offer blood pressure clinics at elderly housing complexes with on duty firefighters.
 Next, we will expand the program to the elementary school grades
Our second goal is to increase the number of hours of in house training completed by department
members. By increasing the number of training hours there is a possibility to reduce our ISO (Insurance
Services Office) rating thus potentially reducing some rates for homeowners insurance. The objectives
are as follows;
 Establish an annual training plan
 Identify department members who are subject matter experts for instructors
 Create classes that will mirror those that provide credit towards cities insurance fees
87

The Easthampton Fire Department provides a variety of services to our residents that include: Fire
Suppression, Paramedic level ambulance service, a robust Fire Prevention Program, Hazardous Materials
Operations level response, and technical rescue. We are active in the statewide fire mobilization plan
providing equipment and management staff for both fire and ambulance task forces.
Budgets
Department 2200‐ Fire

FY2018
2‐ Public Safety
FIRE CAPTAINS GRADE 7,474 10,778 4,000 4,000 3,000
FULL TIME REGULAR 1,261,280 1,315,750 1,358,829 1,383,211 1,367,889
FULL TIME, SUPERVISORY 81,574 83,433 83,758 159,161 159,161
HOLIDAY PAY 77,310 80,313 83,189 88,666 80,000
INCENTIVE 139,206 140,782 155,000 198,028 180,000
LONGEVITY 400 400 400 400 400
MEDICAL EXP 9,499 2,366 3,800 3,800 3,000
ON CALL COMPENSATION 16,416 10,635 11,000 11,000 9,000
OVERTIME PAY 280,897 209,820 188,700 191,531 150,000
OVERTIME PAY (EMERGENCY) 1,848 6,071 5,000 5,000 4,000
OVERTIME PAY (TRAINING) 745 1,540 12,000 4,000 2,000
PART TIME CLERICAL 20,004 25,954 27,014 28,477 28,477
PRIOR YR VACATION PAYOUT 9,790 ‐ ‐
SICK LEAVE BUYBACK 18,718 44,370 ‐
UNIFORM ALLOWANCE 23,223 21,210 19,000 19,000 19,000
ALARM REPAIRS 153 163 200 200 200
BLDG,& EQUIP R&M SUPPLIES 2,897 4,256 2,500 2,500 2,500
CUSTODICAL SUPPLIES ‐ 532 200 200 200
DUES & MEMBERSHIP 555 1,730 1,800 1,800 1,800
EDUCATION& TRAINING 8,230 8,740 5,000 5,000 3,000
EQUIPMENT 9,522 11,439 9,000 9,000 9,000
FIRE APPARATUS SUPPLIES 1,202 1,434 1,200 1,200 1,200
FIRE,GAS,OIL,LUBE 280 599 200 200 200
IN STATE TRAVEL 2,491 1,017 400 500 500
MISC PROF & TECH SERV ‐ 813 850 850 850
OFFICE SUPPLIES 2,055 1,453 1,500 1,500 1,500
RADIO,TEL.&OTHER 11,435 12,355 11,300 11,300 1,000
REPAIRS TO VEHICAL EQUIP 23,229 17,645 10,000 10,000 8,000
SCBA MAINTENANCE & REPAIR 2,847 1,690 4,500 4,500 4,000
3‐Holdover
3‐Holdover Total 122,321 11,233 ‐
Grand Total 2,135,599 2,028,516 2,000,340 2,145,022 2,039,876

88

Budgets (continued)

Department 2310‐ Ambulance

FY2018
2‐ Public Safety
EMS INCENTIVE 211,824 224,556 225,000 259,130 257,419
OVERTIME PAY (ALS/EMS) ‐ 6,765 4,000 4,000 2,000
OVERTIME PAY(EMERG) 19,178 22,427 30,000 35,000 20,000
PART‐TIME 8,398 ‐ ‐ ‐
AMBULANCE SUPPLIES 731 323 450 450 450
CERTICATION FEES 1,500 1,500 1,800 1,800 1,800
DUES AND MEMBERSHIPS 275 275 275 275 275
INTERCEPT FEE'S 550 ‐ 1,200 1,200 1,200
MAINTENANCE AGREEMENTS 4,153 7,576 4,000 8,850 8,850
MEDICAL SUPPLIES 16,800 17,502 17,000 17,000 13,000
MISC PROF & TECH SERV 28,726 22,899 25,000 25,000 20,000
OFFICE SUPPLIES 102 ‐ 300 300 300
VEHICLE EQUIPMENT REPAIR 5,963 7,797 5,000 5,000 5,000
3‐Holdover
Grand Total 336,041 312,784 314,025 358,005 330,294

89

Building Inspection Services
Mission Statement
The Building Department is responsible for administering and enforcing Massachusetts Codes regarding
building, sheet metal, plumbing, gas, and electrical work; as well as the rules and regulations of the
Massachusetts Architectural Access Board. In addition, the department administers and enforces all City
of Easthampton Zoning By‐laws. It is the mission of the Building Department to strive to ensure public
safety, health, and welfare through inspection activities and continuous enforcement of all codes, rules
and regulations designed to detect and correct improper and/or unsafe building practices and land use
within the city.
Building Inspector
Part‐time Clerk
Part‐time Part‐time Plumbing Sealer of Weights

Wiring Inspector Inspector and Measures

Accomplishments
The Building Department completed the Hampden Care Medical Marijuana Facility. We permitted and
began the new Williston Dormitory Facility. We worked closely with the Fire Prevention Officer to insure
public safety in all facets. We began the process of consolidating building permit records and plan
storage.
Trends
The City of Easthampton consistently issues approximately 1,000 building permits per calendar year. In
recent years the trend has leaned toward Energy related permits, i.e.; solar, windows and insulation
projects.
 Continue the highest level of customer service to the homeowners, business owners, contractors,
developers and design professionals.
 Work closely with other departments as needed to increase permit turnover efficiency.
 Continue to work with the Assistant City Planner on rewriting and streamlining
90

Permitting and inspection of all phases of building, wiring, plumbing, gas, sheet metal and related
projects. The enforcement of all building codes, the city’s zoning ordinance and compliance with the
Architectural Access Board Regulations
Budget
Department 2410‐ Inspection
Services

FY2018
2‐ Public Safety
BLDG F.T., PERMANENT, REGULAR 60,125 43,813 59,125 61,769 61,769
BLDG INSP CAR ALLOWANCE ‐ ‐ 1,705 1,705 1,705
BLDG INSP,PART TIME 16,039 19,149 14,348 14,563 14,348
BLDG., P.T, PERMANENT, CLERICAL 5,619 8,307 12,052 12,598 12,598
GAS INSP CAR ALLOWANCE 320 320 ‐ ‐
GAS INSP PART TIME REG 2,142 2,185 ‐ ‐
PART‐TIME, PERMANENT, CLERICAL 1,640 1,093 ‐ ‐
PLUMBING INSP CAR ALLOWANCE 438 438 ‐ ‐
PLUMBING INSP PART TIME SAL 3,316 3,379 ‐ ‐
SEALER CAR ALLOWANCE 297 297 ‐ ‐
SEALER OF WEIGHT PART TIME S 3,000 3,000 ‐ ‐
TEMPORARY POSITIONS, REGULAR ‐ ‐ 3,000
WIRE INSP CAR ALLOW 600 650 ‐ ‐
WIRE INSP PART TIME SALARY 5,750 5,800 ‐ ‐
BLDG INSP DUES & MEMBERSHIPS 215 215 500 500 500
BLDG INSP IN STATE TRAVEL 1,084 532 700 700 700
BLDG INSP OFFICE SUPPLIES 566 190 800 800 800
BOOKS, PERIDICALS AND PUBLICAT 24 134 1,000 200 200
BUILDING SUPP & MATERIALS ‐ 223 ‐ ‐ ‐
PLUMBING INSP OFFICE SUPPLIES 16 ‐ ‐ ‐
POSTAGE 292 94 550 550 550
WIRE INSP OFF. SUPPLIES ‐ 4 ‐ ‐
WIRE INSPECTOR PROF. SERVICES 100 ‐ ‐ ‐
3‐Holdover
PRINTING, REPRODUCING ENCUMB. ‐ 50 ‐
3‐Holdover Total ‐ 50 ‐
Grand Total 102,023 90,555 94,480 94,084 93,869

91

Section 3
Education
92

Education
Mission Statement
Easthampton Public Schools is committed to providing students with a highly qualified staff, rich and
rigorous learning experiences, and state of the art resources in a welcoming, inclusive, and safe
environment. Considered full partners in their education, our students will learn to communicate
effectively using mathematical thinking, scientific inquiry, oral and written expression, and
technology. Students will be prepared for success in college and careers as responsible, contributing
members of a diverse global community. The engagement of families and members of the local
community is considered critical to our success in supporting all students in achieving their highest
potential.
Trends
With the approval of the 2017‐2018 proposed operating budget, a two‐year trend of budget growth
following an extended period of reductions to personnel, programs and services, and supply budget
lines were established. We hope that it is a trend that is able to be maintained for many years to
come. The FY2017 budget marked the first time that the School Department’s requested budget was
fully funded since the FY2008 budget was proposed. As a result, all services and programs were funded
at the requisite level and 5.5 FTE positions were restored. Another 4.5 FTE positions were able to be
restored to the current year’s budget, in addition to all services and programs being funded at the
requisite level. A growing enrollment, in contrast to enrollment trends in most Western MA school
districts, made the addition of these positions essential. These positions deliver services and programs
that were prioritized by the Leadership Team and offer Easthampton students important learning
opportunities, support all students’ academic success, and keep Easthampton families in our district in
an era where choice in public education is abundant in our area.
We are proposing adding .1 FTE position in the FY2019 budget. Although it is always important to
practice fiscal restraint, we felt it particularly important to limit operating budget growth to the extent
possible this year knowing that the community will be faced with the decision to support a building
project for the city’s children in Pre‐Kindergarten through Grade 8 in May. The proposed essential
services budget will continue a wide array of programs and services already in place and will
undoubtedly support learning opportunities for all children. Furthermore, we believe that the rate of
budget growth represented by the requested budget is both sustainable over time and strikes the
appropriate balance between educational excellence and fiscal responsibility.
93

Strategic Objectives
 Culture of Equity and Inclusion Promote an environment in which students are engaged and have
equitable access to high quality curriculum and instruction that meets diverse needs and supports
every student’s academic, social and emotional growth
 Professional Excellence Support a culture in which all employees feel valued as educators of our
students and are supported to grow professionally
 Framework for Decision Making Articulate, align, and communicate a clear systemic and
comprehensive framework for decision‐making throughout the Easthampton School Department

Initiatives
 Form stakeholder working groups for transforming school culture and climate and implement
recommendations concerning diversity including those identified in the 10 Point Action Plan: School
Culture and Climate
 Improve inclusive practices districtwide, consistent with the Educator Effectiveness Guidebook for
Inclusive Practice, in order to improve student learning
 Expand training in Ross Greene’s Collaborative and Proactive Solutions model in the elementary
schools in order to improve student engagement in learning
 Create, and ensure fidelity to, a vertical curriculum map for social and emotional learning and
bullying prevention curricula
 Provide training for trauma‐ and poverty‐informed education
 Develop a consistent districtwide understanding of the Massachusetts Tiered System of Support with
a focus on Tier 2 interventions
 Enhance the district Induction and Mentorship Program
 Improve hiring practices to ensure highly qualified and diverse staff who will contribute to the
district’s culture and vision
 Create a district framework for staff communication
 Establish a shared understanding of professionalism
 Support the development and sustainability of professional learning communities
 Develop a resource allocation cycle
 Develop a curriculum renewal plan
 Develop a technology renewal plan
 Develop a maintenance renewal plan
 Develop a capital improvement plan
 Review, revise and communicate protocols and procedures for student support services
 Train all district staff on how to access and utilize procedures, protocols, forms and documents
 Develop a systemic process for recording and accessing academic data
 Revise the protocols for collecting, reporting, submitting, and analyzing disciplinary data
 Analyze stakeholder survey data to inform strategic planning and instructional decision making

94

Budget

Department 3000‐ Education

FY2018

3‐ Education


NON‐NET SPENDING PER.SER. 11,553 11,222 983,837
SCHOOL PERSONAL SERVICES 10,452,927 10,778,824 15,945,377 16,299,165 16,264,165
MEDICAID ‐ SCHOOL ‐ 12,996 ‐ ‐
NON NET SPENDING PUR OF SER. 951,039 963,190 ‐ 968,633 968,633
SCHOOL INTERGOVERMENTAL 1,413,834 1,309,059 ‐ ‐
SCHOOL OTHER CHARGES & EXPEND 456,917 421,978 ‐ ‐
SCHOOL PURCHASE OF SERVICES 1,529,107 1,500,184 ‐ ‐
SCHOOL SUPPLIES & MATERIALS 517,792 536,396 ‐ ‐
2‐Purchase of Services Total 4,868,690 4,743,804 ‐ 968,633 968,633
3‐Holdover
NON‐NET EXP. HOLDOVER FY15 20,355 ‐ ‐
NON‐NET SALARY FY15 100 ‐ ‐
PERSONAL SERVICES ENC. ‐ 806,499 ‐
SCHOOL EXP HOLDOVER FY15 68,640

SCHOOL SALARY HOLD FY'15 732,312
SUPPLIES & MATERIALS ENC. ‐ 48,533
3‐Holdover Total 821,406 855,031
4‐Capital
HEATING REPAIRS ‐ WBMS CENTER 48,310
4‐Capital Total 48,310

Grand Total 16,154,575 16,437,191 16,929,214 17,267,798 17,232,798

95

Section 4
Public Works
96

Public Works
Mission Statement
The mission of the Easthampton Department of Public Works is to ensure that all divisions provide and
maintain public services necessary for the economic growth and quality of life for all its citizens. Each
division strives to deliver those services in a cost‐effective and environmentally sensitive manner for the
short and long‐term benefits of our customers/residents and the environment.
Board of Public
Works
DPW Director
3 Custodians 2 Clericial
Highway Motor Repairr 2 Enginnerings
7 Staff 2 Staff

Accomplishments
Highway:
 Completed reconstruction of O’Neill Street
 Completed reconstruction of Oliver Street
 Replaced sections of sidewalks throughout the city as needed
 Contracted with Precision Sidewalks to remove sidewalk trip hazards on certain city sidewalks
 Repainted all pavement markings and crosswalks as required on certain city streets
 Replaced approximately 1000 feet of old guardrail
 Maintained all city roadway signs
 Successfully removed all snow and ice during the winter months
 Swept all city streets
97

Motor Repair:
 Implemented a new maintenance tracking software
 Implemented a new gas key program
 Maintained and serviced approximately 70 municipal vehicles and equipment

Engineering Division:
 Worked on completion of the Integrated Water Resource Management Plan as it relates to water,
wastewater and the sewer collection and storm drain system
 Assisted various city departments, contractors and developers with projects related to the city
 Completed design and solicited bids for Chapter 90 road reconstruction
 Provided oversight to Chapter 90 road reconstruction projects of O’Neill Street and Oliver Street
 Provided input and oversight to the Massworks grant for Church, George and Admiral Streets
 Provides city representation on the Transportation Improvement Program (TIPS) committee
 Provided input on the current redesign of Union Street under the Complete Streets Program
 Completed a list of road/intersection projects under the Complete Streets Prioritization Program
Plan

Trends
The Public Works Administration will continue to provide a high level of customer service while
overseeing the daily operations of each department.
The Highway Division is responsible for the maintenance and improvement of all city roads. The roads
are continually in need of repair, resurfacing or reconstruction. Roadway resurfacing is funded by the
Chapter 90 State Program. The current Chapter 90 funding for FY2018 is $440,000 and includes both
roadway and sidewalk repair and construction. The trend citywide is that the standard rate of roadway
deterioration continues to outpace the Chapter 90 funding that the city receives. Future roadwork
priorities are decided by many factors by the Board of Public Works. The Highway Division is also
responsible for sidewalk installation, repair, and replacement. Sidewalk replacement is determined
similarly to roadwork and in conjunction with road repair. The Highway Division will continue to elevate
all methods of road repair and reconstruction as well as provide assistance to other departments as
needed. Snow and ice removal for all city streets, municipally owned parking lots, and all school parking
lots will remain a top priority during the winter months.
Motor Repair will continue to be responsible for the maintenance all of DPW vehicles and equipment
and will maintain approximately 70 municipal vehicles.
The Engineering Department will continue to provide technical assistance, design, and construction
oversight, which includes Chapter 90, Massworks grants and completion of the Integrated Water
Resource Management Plan. The Department will continue to provide assistance to all city departments
as required.
98

Highway Division:
 Continue to evaluate the equipment for replacement under the Capital Improvement Program.
 Continued redesign of Union Street under the Complete Streets Program of the Commonwealth of
Massachusetts
 Continued implementation of approximately 92 miles of roadway maintenance and improvements
including overlay, full depth patch, crack fill, and chip seal, utilizing Ch 90 funds and city funds.
 Replace guardrail and street signs as needed
 Conduct snow plowing and treatment of over 92 miles of roads for all winter weather events
 Continued evaluation of all methods of road repair/construction

Motor Repair:
 Continued maintenance both scheduled and emergency of all municipally owned vehicles
 Provide input and evaluation for replacement of all city‐owned vehicles
 Continue to evaluate any new innovations in vehicles and equipment to determine its
practicality for the city

 Performed all necessary work to place the road reconstruction projects out to bid
 The City Engineer is the representative for the city on the committee of the Transportation
Improvement Program (TIP)
 Provide assistance to all city Boards, Commissions, Departments, residents, contractors, and
regulatory Agencies
 Continue the all‐inclusive approach to infrastructure management and improvement by
combining the recommendations for future road maintenance/reconstruction projects with the
Integrated Water Resource Management Plan
 Efficiently manage operations and prioritize future capital improvement projects including GIS
and storm water management
 Assure compliance with removal and disposal of street sweeping and catch basin debris
 Assure compliance with closed landfill regulations as it relates to the Oliver Street Landfill and
the Loudville Road Landfill

99

The Department of Public Works (DPW) consists of multiple divisions collectively responsible for
maintaining and improving the city’s public spaces and infrastructure. This includes the maintenance
and development of city roads, sidewalks, buildings, the city water supply system, wastewater/sewage
system, street lights, trash removal for municipal and park buildings and building operations for 4
municipal buildings. The Divisions within the Department include Administration, Highway, Motor
Repair, Water, Wastewater, Sewer, and Engineering.
Administration:
 Accounts Payable for the following Divisions under the Department of Public Works: Administration,
Engineering, Waste Water Enterprise, Water Enterprise, Sewer Enterprise, Highway, Motor Repair,
Traffic, Sanitary Landfill, Snow and Street Improvements, Building Operations, Trash and Street Lights
 Track all Chapter 90 State Aid and any other grants awarded to the Divisions. List and prepare reports as
needed for all of the above
 Process special billings for any miscellaneous water and sewer charges
 Process bills for septic waste delivered to the Wastewater Treatment Plant on a monthly basis
 Provide clerical support for the Director of Public Works, City Engineer, and all other divisions
 Tracks complaints and disperses to proper Departments
 Collect mail and over the counter monies for public works fees, such as water and sewer entrance
fees and wastewater
 Balance and deposit receipts
 Maintain and complete all division expense accounts
 Keep complete files on activities for the Highway, Water, Sewer and the Wastewater Treatment Plant
Highway Division:
 The Highway Division is responsible for all repairs, street openings and new construction of public
ways
 Order and install street signs on request; i.e., warning signs, stop, speed limit, etc.
 Replace guard posts and rails when needed
 Insurance claims upon damage
 Paint crosswalks, no parking zones, public parking lots, school stencils, stop lines and arrows
 Sweep all streets and parking lots in the spring and most side streets again in the fall for leaves
 Load and deliver all voting booths, tables, and ballot boxes to local precincts as requested by City Clerk
 Mow edges of roads and intersections
 Sidewalks replaced as funds allow
 Plow and sand city sidewalks during the winter months and clear them of brush
 Highway curbing replaced as needed, granite, concrete and berm
 Hot mix all ditches for Sewer and Water Department and driveway aprons as needed
 Repair all potholes with hot mix except for winter
100

 Blacktop sidewalks, traffic islands, around catch basins and manholes when needed
 Replace concrete sidewalks as needed
 Replace and repair all signs under the control of the Department of Public Works
 Repaint approximately 50 crosswalks annually
 Repaint center and edge lines on major streets when funds permit
 Ensure operation of traffic signals
 Maintenance of silt basins and cutting grass at the capped landfill on Oliver Street and Loudville Road
on an annual basis per Department of Environment Regulations
 Plow and sand all town streets as required
Motor Repair:
 Maintain all trucks and equipment from the Department of Public Works, Police, Park & Recreation
and Cemetery, and Council on Aging, as well as some Fire Department vehicles
 Schedules service for all vehicles for the listed departments
 Maintains plows, sanders and snow blowers
 Emergency road calls, flat tires, broken plows, hydraulic lines, and disabled vehicles
 Construct and rebuild trailers, hitches, rebuild dump bodies, plow blades, bucket blades, backhoe
teeth, etc.
 Reviews all plans and specifications relating to the city and formulation of the road reconstruction
list for approval by the Board of Public Works
 The Engineering Division provides technical support to all city Departments, Boards, and
Committees as requested
 The City Engineer reviews a variety of projects for the Planning Board, Planning Department,
Conservation Commission, and Zoning Board of Appeals
 The City Engineer works with various state agencies as a city representative on local issues
 Provides technical direction of engineering surveys, preparations of design plans and specifications
for the construction of water mains, sanitary sewers, storm drains, streets and sidewalks
 Provides engineering reviews, inspection services and cost estimates for all Public Works projects and
private subdivisions submitted by the Planning Board
 Provides engineering assistance to other city departments and maintains updated engineering plans
and record ties
 Assists the Director of Public Works with budgetary planning and capital improvements, provides
engineering data and cost estimates, and supervises the DPW in the absence of the Directors
101

Budgets
Department 1920‐ Building
Operations

FY2018

1
BLDG OP PART TIME 8,643 7,485 16,591 17,352 17,352
BUILDING OPERATION REGULAR 37,686 38,558 38,730 39,312
39,312
LONGEVITY 300 300 300 300 300
OVERTIME 2,450 2,799 3,000 3,000 3,000
AGRICULTURAL, HORTICULTURAL ‐ ‐ 100 100 100
ELEC SUPPLIES 351 833 1,000 1,000 1,000
EQUIP REPAIR 83 412 250 250 250
HEAT,FUEL 43,280 50,254 70,000 70,000 70,000
HEAT,POWER 74,910 90,101 110,000 110,000 110,000
HOUSE SUPPLIES 6,080 7,408 5,000 5,000 5,000
MAINT & REPAIRS 3,739 2,031 10,000 1,000 1,000
MISC. PROF & TECH SERV 55,835 53,380 30,000 30,000 30,000
PAINT,HARDWARE 3,705 1,541 200 200 200
PESTICIDES 94 ‐ 200 200 200
PLUMB SUPPLIES 6,851 5,000 5,000 5,000
5,624
REPAIR & MAINTENANCE 595 580 1,000 1,000 1,000
2‐Purchase of Services Total 213,391 232,750 223,750 223,750
194,295
3‐Holdover
3‐Holdover Total 30,991 3,787 ‐ ‐
Grand Total 274,365 266,319 291,370 283,714 283,714

102

Budgets (continued)

Department 4010‐ DPW Admin

FY2018

1
4‐ Public Works
BPW STIPEND 900 875 900 900 900
F.T. REGULAR 74,376 74,769 75,317 38,224 38,224
LONGEVITY 900 900 900 600 600
SUPERVISORY 126,845 127,537 128,491 128,509 128,509
ADVERTISING 249 250 250 250
IN STATE TRAVEL 19 15 75 75 75
OFFICE SUPPLIES 1,762 1,932 1,700 2,000 2,000
POSTAGE 347 188 450 500 500
PROF. SERVICES 160 180 150 150 150
RADIO, TEL, COMM 480 520 480 480 480
REPAIR & MAINT 399 98 100 100 100
3‐Holdover
DPW ADMIN GEN'L OFFICE SUPPLIES 165 ‐ ‐
3‐Holdover Total 165 ‐ ‐
Grand Total 206,502 207,412 208,963 171,938 171,938

Department 4100‐ Fuel
FY2018
4‐ Public Works
GAS, OIL, AND LUBE 96,306 95,811 130,000 135,000 135,000
MISC PROF & TECH SERV 10,268 976 8,043 2,000 2,000
Grand Total 106,574 96,787 138,043 137,000 137,000

103

Budgets (continued)
Department 4110‐ Engineering

FY2018

1
4‐ Public Works
CELL PHONE ALLOWANCE 180 360 360 360
LONGEVITY DIFFERNTIAL 200 ‐ ‐ ‐
SALARY 47,773 56,015 70,602 129,882 129,882
ADVERTISING 95 165 ‐ ‐
COMPUTER & PERIPHERALS ‐ 13,950 ‐ ‐
COMPUTER FORMS & SUPPLIES 1,046 1,046 1,200 1,200 1,200
COMPUTER SERVICES ‐ ‐ 500 7,500 7,500
DUES & MEMBERSHIP 509 800 1,600 1,600
EDUCATION & TRAINING 150 500 1,000 1,000
IN STATE TRAVEL 8 50 50 50
OFFICE SUPP 770 300 500 500
POSTAGE ‐ 13 ‐ ‐
PRINTING SUPPLIES ‐ 400 500 500
PROF SERV & TECH 11,308 ‐ ‐ ‐
REPAIR & MAINT 205 ‐ 100 100 100
TOOLS & SUPPLIES 21 ‐ 200 1,200 1,200
3‐Holdover
COMPUTER SERVICES ENCUMB ‐ ‐
ENGINEERING GEN'L OFFICE 641 ‐ ‐
GENERAL OFFICE SUPPLIES ENC. 129 ‐
MISCELLANEOUS PROF & TECH 975 ‐
3‐Holdover Total 641 1,104 ‐
Grand Total 61,289 73,911 75,012 143,892 143,892

104

Budgets (continued)
Department 4210‐ Highway

FY2018
4‐ Public Works
CDL,HOISTING,WTOP LIC.RENEWALS 526 506 575 575 575
CELL PHONE ALLOWANCE ‐ ‐ 720 720
HWY STIPEND 1,500 1,500 1,500 1,500 1,500
OVERTIME 24,788 25,117 35,000 35,000 35,000
SALARY 299,856 340,122 355,015 364,762 364,762
ADVERTISING 201 342 500 500 500
BITUMINOUS CONCETE 71,451 74,238 90,000 200,000 90,000
BLDG & EQUIP SUPP 971 1,443 5,000 2,000 2,000
CELL PHONE 720 720 ‐ ‐
COMPUTER SERVICES 480 520 500 250 250
CUSTODICAL SUPPLIES 399 ‐ 100 100 100
DUES AND MEMBERSHIP 100 200 300 300 300
GAS, LUB,OIL 3,093 1,854 2,000 3,000 3,000
IN STATE TRAVEL ‐ ‐ 25 25 25
LIGHT,HEAT,POWER 4,814 3,596 8,000 8,000 8,000
MASONRY SUPPLIES ‐ 344 500 500 500
MEDICAL SUPPLIES 467 344 500 500 500
OFFICE SUPPLIES 512 ‐ 200 200 200
PAINT,HARDWARE,PLUMB 4,238 2,429 500 2,500 2,500
PROF SERVICES 31,067 14,573 30,000 30,000 30,000
PROTECTIVE EQUIPMENT 1,027 930 500 800 800
RADIOS,TEL,COMM. 93 213 200 300 300
RENTALS 7,700 2,895 10,000 10,000 10,000
REPAIR,MAINT 39,757 48,937 40,000 50,000 50,000
SAND,GRAVE,LOAM 1,047 1,118 1,000 1,000 1,000
TIRES,TUBES,CHAIN 4,105 12,326 750 7,500 7,500
TOOLS & SUPPLIES 4,471 7,376 4,500 5,000 5,000
TRAVEL/MEALS 1,290 1,340 1,500 1,000 1,000
UNIFORMS 2,770 3,978 3,850 3,850 3,850
VEHICLE EQUIPMENT REPAIR 7,030 7,299 10,000 12,000 12,000
3‐Holdover
4‐Capital
4‐Capital Total ‐ 351,693 ‐ 75,000 ‐
Grand Total 520,452 910,118 603,015 817,382 632,382
105

Budgets (continued)
Department 4230‐ Snow
Emergency

FY2018
1
4‐ Public Works
SNOW OVERTIME 19,964 56,656 50,000 50,000 50,000
CHEMICALS 10,981 16,617 3,000 3,000 3,000
PAINT,HARDWARE,LUMBER ‐ 50 50 50
REPAIR & MAINT 1,075 1,968 15,000 15,000 15,000
SALT 165,329 265,855 45,000 45,000 45,000
SAND,GRAVEL,LOAM 872 1,909 11,000 11,000 11,000
SCHOOL PLOWING 21,775 31,085 10,000 10,000 10,000
SNOW ADVERTISING 332 ‐ 275 275 275
SNOW EQUIP RENTALS 46,094 141,815 65,000 65,000 65,000
TOOLS & SUPPLIES ‐ ‐ 25 25 25
TRAVEL/MEALS 910 3,590 650 650 650
Grand Total 267,332 519,495 200,000 200,000 200,000

Department 4240‐ Street Lights

FY2018

1
4‐ Public Works
ENERGY FOR LIGHT, HEAT, POWER 62,937 55,760 76,000 76,000 76,000
MISC PROF & TECH SERV 27,216 17,650 25,000 25,000 25,000
SUPPLIES & MATERIALS 895 ‐ 4,000 4,000 4,000
3‐Holdover
ENERGY FOR LIGHT, HEAT, POWER ‐ 2,229 ‐
MISCELLANEOUS PROF & TECH SERV ‐ ‐ ‐
ENERGY‐LIGHT,HEAT,POWER FY'15 2,274 ‐ ‐
ST LIGHTS MISC PROF & TECH 155 ‐ ‐
SUPPLIES & MATERIALS ENCUMB ‐ 1,476 ‐
Grand Total 93,477 77,115 105,000 105,000 105,000
106

Budgets (continued)
Department 4250‐ Motor Repair
ACTUAL FY2016 ACTUAL ORIGINAL

FY2017 BUDGET REQUESTED RECOMMEND
FY2018 FY2019 FY2019
4‐ Public Works
CELL PHONE ALLOWANCE ‐ ‐ 720 720 720
OVERTIME 202 353 500 500 500
PROF. LICENCES 61 60 90 90 90
SALARY 94,048 97,614 97,806 100,173 100,173
BLDG&EQUIP 274 1,317 400 1,000 1,000
EDUC & TRAINING ‐ 100 100 100
EQUIP RENTALS 360 368 400 400 400
LIGHT,HEAT,POWER ‐ 1,000 1,000 1,000
PERIODICALS ‐ 25 25 25
PROF SERVICES 80 850 100 500 500
REPAIR MAINT 518 125 300 500 500
TELEPHONE 105 ‐ ‐ 100 100
TOOLS & SUPPLIES 1,895 801 3,000 3,500 3,500
UNIFORMS 775 767 850 850 850
3‐Holdover
MOTOR REPAIR & MTN 35 ‐ ‐
MTR RPR MISC BLDG/EQUIP 1,014 ‐ ‐
ONE TON 4 X 4 45,346 ‐ ‐
REPAIR & MAINTENANCE ENC 198 ‐
SMALL TOOLS & SUPPLIES 3,010 ‐
Grand Total 145,432 106,184 105,291 109,458 109,458

Department 4260‐ Traffic

FY2018
4‐ Public Works
EXP PROF SERV. 78,187 67,707 61,000 65,000 65,000
SUPPLIES & MATERIALS 10,799 17,861 34,000 35,000 35,000
3‐Holdover
Grand Total 104,386 86,567 95,000 100,000 100,000
107

Budgets (continued)

Department 4300‐ Recycling &
Hazardous Waste

FY2018

4‐ Public Works
HAZ. WASTE 3,000 2,501 ‐ ‐
RECYCLING 4,485 4,680 10,600 10,600 10,600
TRASH ‐TOWN BUILDINGS 15,483 14,175 16,500 16,500 16,500
3‐Holdover
MISC PROF & TECH SERV ENCUMB ‐ ‐
MISCELLANEOUS PROF & TECH 200 ‐ 250
TRASH REMOVE MISC PROF & TECH 200 ‐ ‐
3‐Holdover Total 200 200 ‐ 250
Grand Total 23,168 21,556 27,100 27,350 27,100

Department 4380‐ Landfill

FY2018
4‐ Public Works
SAN LANDFILL PROF SERVICES 30,321 24,030 40,000 33,000 33,000
3‐Holdover
MISCELLANEOUS PROF & TECH SERV ‐ 16,144 ‐
3‐Holdover Total ‐ 16,144 ‐
Grand Total 30,321 40,174 40,000 33,000 33,000

108

Cemetery
Mission Statement
To ensure proper historical records are accurate, develop financial resources to support perpetual care,
and provide burial services in well maintained and orderly cemeteries.
Park and Recreation
Director
Cemetery Foreman
Cemetery Laborer
Accomplishments
 Opened a new section for burials creating new revenue streams
 Purchased a new dump body trailer
 Resurfaced Lower Cemetery Road

Trends
 There is a need for additional cemetery plots within the city
 Anticipating a continuing trend of cremation burials
 Continue to sell and advertise new sections for burials
 Seed and address plots and areas in need of attention
 Tag unattended bushes for removal in the fall
 Identify footstones that need to be raised to ground level
109

 Provide burial services for families and funeral homes
 Maintain proper recordkeeping of plots and burials
 Sell plots to residents
 Keep cemeteries well maintained and clean
 Assist families with locating loved ones buried in the cemetery

Budgets
Department 4910‐ Brookside
Cemetery

FY2018
4‐ Public Works
PART TIME CLERICAL 600 600 600 600 600
PART TIME REG 15,539 16,258 17,516 16,636 16,636
REGULAR SALARY 32,980 34,669 36,304 31,977 31,977
AGRICULTURAL ‐ 115 100 100 100
BLDG&EQUIP 2,634 3,175 2,800 2,800 2,800
REPAIR & MAINT 440 132 700 700 700
STONE & MASONRY 150 150 100 120 120
SUPPLIES ‐ 202 260 260 260
3‐Holdover
BROOK/EAST CEM MISC BLDG/EQUP 2,609 ‐ ‐
BROOKSIDE/EAST ST CEM 50 ‐ ‐
MISC. BLDG. & EQUIP. R&M SUPPL ‐ 530 ‐
3‐Holdover Total 2,658 530 ‐
Grand Total 55,001 55,832 58,380 53,193 53,193

110

Budgets (continued)
Department 4920‐ Main Street
Cemetery

FY2018
4‐ Public Works
CLERICAL 1,000 1,000 1,000 1,000 1,000
PROF SERVICES ‐ ‐ 4,500 4,500
PUR OF SER 4,270 2,225 ‐ ‐
2‐Purchase of Services Total 4,270 2,225 4,500 4,500 ‐
3‐Holdover
PURCHASE OF SERVICES ENCUMB ‐ 230 ‐
3‐Holdover Total ‐ 230 ‐
Grand Total 5,270 3,455 5,500 5,500 1,000

111

Tree Warden
Mission Statement
To provide expertise for city trees including planting, maintaining, removal and inventory.
Park and Recreation
Director
Tree Warden
Accomplishments
 Planted 8 new trees throughout the city
 Successfully bid and completed tree work throughout the city
 Complied inventory list of city trees in need of removal or pruning
Trends
 The city tree inventory is aging and our harsh New England winters and storms are taking a toll on
city trees, resulting in many that need attention
 The increasing cost of tree work. Prevailing wage rates make it tough to make budget dollars stretch
to complete the annual work list
 Perform two rounds of bid work for city trees: once in the fall and again in the spring. Work will be
concentrated on but not limited to New City, Downtown, and the Garfield Street area
112

 Provide residents, businesses and local tree companies with knowledge and determinations on trees
throughout the city
 Review, edit, and add to city tree inventory list
 Provide the expertise and ability to perform small tree work and in‐house trimming as needed
Budget
Department 4951‐ Tree Warden

FY2018
4‐ Public Works
OVERTIME PAY (GENERAL) 1,194 1,146 1,200 1,200 1,200
SUPP & MATERIALS 1,183 2,330 1,000 500 500
TREE WARDEN SERVICES 15,126 15,045 17,000 25,000 25,000
3‐Holdover
SUPPLIES & MATERIALS ‐ 10 ‐
TREE SERVICES ENCUMB ‐ 1,300 ‐
TREE WARDEN SUPPLIES 867 ‐ ‐
TREE WARDEN TREE SUPPLIES 4,780 ‐ ‐
Grand Total 23,150 19,832 19,200 26,700 26,700

113

Section 5
Human Services
114

Board of Health
Mission Statement
Our mission is to promote the health of Easthampton residents through technical assistance, public
education, inspection and enforcement of state and local regulations, formulation of Easthampton‐
specific health regulation and policy, and the prevention and control of communicable disease through
clinical evaluation and nursing case management. And finally, to provide a trusting, user‐friendly
relationship with the community, thereby promoting confidence in our public health messages and work.
Board of
Health
Health Agent
Clerk Nurse

Accomplishments
 Accomplished more food inspections than any previously documented year (109 in calendar 2017).
We performed an overall total of 290 inspections (food, housing, nuisance, camp, pool, other)
 Worked with the Attorney General’s office to bring several nuisance properties into compliance
through their receivership program and earned satisfactory results
 Provided a “Quit Smoking” program to the public through a Cooley Dickinson health grant
 Removed outdated files to make room for an office redesign to improve efficiency. We are
converting to a digital file system for housing complaints
 Created standardized training modules for Board members
Trends
 Demand for permitted food establishments as well as temporary events and festivals is on the rise
 Recreational marijuana will increase the number of food establishments and will likely result in
further complaints about clutter and hoarding. Housing complaints take a great amount of staff time
as we work to meet demand
115

 Elderly residents threatened with homelessness due to condemnation have increased our workload
due to case management tasks being done by the health agent (formerly done by Highland Valley
Elder Services who have decreased their assistance to this group)
 A new food code, housing code, camp code, lead code, and pool code are all being promulgated by
the state and will take time and resources to learn and implement
 Revisions in the city’s chicken ordinance may result in more inspections by health agent
 Initiate a comprehensive food inspection program that will allow us to meet full inspection
compliance (minimum 2 inspections annually for “high‐risk” permittees)
 Redesign office space to better serve the public and increase our work efficiency
 Quit Smoking program funded by Cooley Dickinson Health Care (as funding is available)
 Flu clinic at White Brook Middle School and Easthampton High School
 Nursing case management for communicable disease cases
 Investigation, inspection, and follow up of all complaints
 Annual inspection of permit holders
 Technical assistance to the public on all matters regarding public health and permit requirements

116

Budget

5120‐ Board of Health
Department

FY2018

1
5‐ Human Services
CLERICAL 8,690 9,142 9,434 9,863 9,863
P.T. CLERICAL 102 ‐ 500 681
PART TIME NURSE 12,639 11,937 14,024 14,238 14,238
SALARIES 54,031 55,954 57,892 59,864 55,000
DUES & MEMBERSHIP 255 150 225 225 225
EDUC & TRAINING 80 30 350 350 350
IN STATE TRAVEL 622 743 650 100 100
MEDICAL SUPPLIES ‐ 247 400 200 200
POSTAGE 400 633 400 600 600
PROF SERVICES 1,119 680 1,000 3,792 1,200
RADIO,OTHER COMM. 193 180 268 268 268
3‐Holdover
ADVERTISING ENCUMB. ‐ ‐ ‐
BOARD OF HEALTH IN STATE TRAVEL FY 2015 72 ‐ ‐
IN STATE TRAVEL ENC ‐ 132 ‐
PRINTING SUPPLIES ENCUMB ‐ 23 ‐
Grand Total 79,010 80,387 85,843 90,881 82,744

117

Council on Aging
Mission Statement
The Easthampton Council on Aging (ECOA) is dedicated to serving seniors in the community, ages 55 and
over, by providing essential programs and activities that meet the needs of our aging population. To obtain
this goal, the ECOA continues to provide case management services, health and fitness classes, social
activities, accessible transportation, and educational courses that will enhance the quality of life for many
Easthampton elders.
Director of the
COA
Acitivities
Coordinator
Outreach
Workers (2)
Van Drivers (3) Receptionist

Accomplishments
 The ECOA has become a host agency for the Senior Community Service Employment program, which
is sponsored by the Springfield Elder Affairs Department. As a result, our department has been
given an opportunity to create an Administrative Assistant position at 20 hours a week (fully funded
by Title V of the Older American Act)
 The ECOA has been awarded with Title III grant money this year. Out of this money, the Companion
Program was given an additional $3,840, while the Home Shopping Delivery Program received
$4,800
 Fitness Membership is up to 109 active participants
 Outreach is currently serving 150+ unduplicated clients for a variety of programs and services (e.g.
SNAP, Mass Health, Medicare counseling, Fuel Assistance, and housing)
 The ECOA has purchased My Senior Center Software (MSC). MSC is a comprehensive database that
will accurately record statistics for our activities/programs. Now, information can be easily collected
and organized for state reporting
 Half‐way through FY2018 and the transportation program has already provided 2,972 1‐way trips
118

Trends
 Our participants are seeking more opportunities to join health and fitness groups this year. To meet
this goal, the ECOA has allocated $2,421.46 on the state grant to support health and wellness‐based
programs. These classes/programs will be free for any Easthampton Senior
 In 2017, the congregate meal program ended. Since then, many of our participants have asked
about the possibility of a future nutrition program. As of February 2018, the ECOA launched a pilot
program to determine the logistics of funding our own luncheon
 The UMass Center for Social and Demographic Research on Aging in Boston will complete their
service needs assessment in FY2019. The ECOA has been closely working with Dr. Caitlin Coyle
(Research Fellow Adjunct Assistant Professor) to ensure that the goals of this project are met
successfully. The finalized report will provide essential information on economic security, housing,
affordable healthcare, accessible transportation, and other issues that significantly impact the lives
of Easthampton Seniors. This information will help the ECOA and community at large to prepare for
the demands that will follow a dramatic population spike in the 55+ age groups
 The ECOA would like to develop a weekly nutrition program. The menu will offer a variety of
healthy, balanced, and affordable meals for participants. If the program expands, we are hoping to
find the funds to possibly support a part‐time cook at the center
 In collaboration with Riverside Industries, the ECOA will be participating in a large‐scale art project
that will be displayed throughout the city. Artists would include local seniors and clients from RSI.
 With increased gym membership in FY2018, the department will be looking into the possibility
expanding the fitness center. Any money obtained through membership has been placed into a
revolving account. This account continues to fund fitness instructor fees, purchase new gym
equipment, and supply the center with a variety of supplies.
119

Services Programs (continued)
 Transportation  Quilting group
 Grocery Shopping Delivery  Genealogy group
 Emergency Funds  Tax Assistance
 Companion Program  Health insurance counseling
 Medical equipment loan program  Newsletter
 Information and Referral  Housing Options
 Case management services/advocacy  SNAP application Assistance
 RMV/ I.D. and License renewals  Fuel Assistance
 Tax Assistance  Utility discount options
 Health insurance counseling  Farmers market vouchers
 Newsletter  Bingo
 Foot care/Podiatry
Programs  Art
 Zumba and Ballroom Dancing  Active Adults hiking group
 Yoga Class  Bocce
 Mahjong and Phase 10  Computer collaborative class
 Billiard table/pool group  Healthy Bones and Balance
 Men’s group  Reiki
 Readers theater  Reflexology
 Needle Craft group  Fitness classes
 Travel club

120

Budget

Department 5410‐ Council on Aging

FY2018

1
5‐ Human Services
FULL TIME PERMANENT 74,808 75,751 75,618 34,586 34,586
P.T. CLERICAL 6,379 7,118 8,129 14,920 14,920
P.T. PERMANENT 13,222 9,935 15,481 47,214 57,000
BLDG& EQUIP REPAIR 478 709 400 400 400
EQUIPMENT REPAIR & MAINT 141 483 ‐ ‐
FOOD SERVICE ‐ 42 50 50 50
IN STATE TRAVEL 418 193 1,000 1,000 1,000
OFFICE SUPPLIES 1,888 1,642 2,000 2,000 2,000
POSTAGE 294 386 350 350 350
PROF. SERVICE 2,923 1,727 2,700 3,518 2,700
3‐Holdover
COA MISC PROF & TECH SERV FY 2015 154 ‐ ‐
COA MISC BLDG/EQUIP R&M SUPPLY FY'15 60 ‐ ‐
COUNCIL ON AGING IN STATE TRAVEL FY 2015 16 ‐ ‐
GENERAL OFFICE SUPPLIES ENCUMB ‐ ‐ ‐
IN STATE TRAVEL ENCUMB ‐ 88 ‐
MISCELLANEOUS PROF & TECH SERV ENCUMB ‐ 197 ‐
Grand Total 161,390 158,971 169,778 157,774 166,391

121

Veterans Services
Mission Statement
The Department of Veterans’ Services program is established in accordance with Massachusetts General
Law, Chapter 115. The purpose of the program is to provide information, advice, and assistance
regarding benefits to veterans, as well as their spouses and dependents.
On July 1, 2019, the City of Easthampton entered into an agreement with the Town of South Hadley, for
a shared Veterans Agent.
The locally‐appointed Veterans’ Agent works with veterans to obtain benefits including employment,
vocational or other educational opportunities, hospitalization, medical care, burial and other veterans’
benefits. The approved benefits paid to Easthampton veterans are subject to a 75% reimbursement
from the Commonwealth’s Department of Veterans’ Services. Administrative costs, including salary, are
not reimbursable and the reimbursement is received as State Aid revenue approximately twelve to
fifteen months after the expenditure.
Federal Assistance State and Local Assistance
Providing information and direction concerning: Providing information and direction concerning:
• Death Benefits • Annuities
• Educational Benefits • Awards and medals
• Employment • Burial information
• Housing Assistance • Chapter 115 benefits
• Life Insurance • Clothing
• Medical Benefits • Education
• Social Security Disability • Elder services
• Employment
Community Events • Flags and markers
Plan, coordinate, and assist with: • Financial assistance
• Memorial Day Parade • Pensions • Pharmaceuticals
• Veterans Day Observance • Real estate tax exemptions
• Decorate Veterans’ Graves • Record retention
• Sales tax exemptions
• Shelter and Veterans Services

122

Budget

Department 5430‐ Veterans Services

FY2018

1
5‐ Human Services
VETERANS CARE SOLD & SAIL 1,470 1,520 1,525 1,525 1,877
VETERANS POSTAGE 105 105 105 105 105
VETS MISC PROF & TECH SERV 31,641 32,904 33,716 33,716 32,086
Grand Total 33,216 34,529 35,346 35,346 34,068

Department 5440‐ Veterans Benefits

FY2018

1
5‐ Human Services
VETERANS BEN MEDICAL 434 6,445 3,000 ‐
VETERANS BEN MISC. 8,210 11,718 12,000 ‐
VETERANS CASH BENEFITS 331,483 341,427 330,000 350,000 350,000
3‐Holdover
MISCELLANEOUS VET BENEFITS ENCUMB ‐ 3,532 ‐
VETERAN'S BENEFITS CASH VET BEN FY'15 683 ‐ ‐
3‐Holdover Total 683 3,532 ‐
Grand Total 340,810 363,123 345,000 350,000 350,000

123

Section 6
Culture and Recreation
124

Emily Wilson Library
Mission Statement
The Emily Williston Memorial Library and Museum is a nonprofit, educational institution. Its collections,
services, exhibits, and programs help meet the informational, research, educational, and recreational
needs of the City of Easthampton and surrounding communities.
The Emily Williston Memorial Library is a vital center for learning and for social and cultural
collaborations in the City of Easthampton.
Accomplishments
The library had some challenges and many achievements during FY2018. We needed to close our
building on Park Street to the public for 5 months (September 2017 through January 2018) in order to
perform repairs to the foundation of the building. We were fortunate to be able to relocate to a space
donated to us in the Eastworks building. We were able to offer most of our services and a limited
amount of our collection to the public while operating in this temporary location.
Despite the challenge of our aging building, we were able to offer a variety of new regular programs:
 Lego club for children
 Drop‐in craft time for adults
 A graphic novel reading and discussion group
 Baby‐time with songs and play
We also collaborated with the Council on Aging to provide an extremely successful series of computing
basics classes for Senior Citizens. The classes covered everything from basic computer skills such as
operating a mouse to more advanced work on how to shop on the internet, perform research, use
email, and edit photos. We will continue to offer these classes on a regular basis.
We were involved with Winterfest once again, this year becoming a stop in the scavenger hunt as well
as offering accessible crafts for children and adults during the day. We have also increased our
involvement with BookFest with library staff members serving on the planning committee as well as the
committee for naming a poet laureate. We will again serve as a site for BookFest programs and we are
working with the high school to solidify the BookFest events for children.
We worked with a wonderful group of community members to write a new strategic plan for the library.
This plan will drive our work for the next four years, FY2019‐FY2022. In order to develop this new plan,
we met twice with this volunteer committee and then surveyed the wider community regarding current
and future program and collection offerings. The result is a very ambitious four‐year plan that we
believe will allow us to provide even stronger services and collections to the community.
125

We received visits from the second and third grade classes from both the Center and the Pepin Schools.
We worked with four class groups each week with each visit lasting one hour and ending with a story
time with our Youth Services Librarian.
While not everyone who might come to the library located at Park Street visited us while we were at the
Eastworks building, we still saw about 75% of our normal usage at the Eastworks location even though
we were operating in a space that was 90% smaller than our library building on Park Street.
Library Collection Usage and Program Attendance statistics, January to December 2017:
 The library was open 54 hours each week
 The library was open 6 days each week (closed Sundays)
 8,321 people of all ages have accounts at the library
 87,627 items (books, DVDs, museum passes, books on CD, video games, and music CDs) were
checked out to people at the library during the year. (The foundation repairs forced our collection
of more than 20,000 children’s books to be removed from circulation and placed into storage for the
last 4 months of the year. This combined with the inability of some people to be able to visit our
Eastworks location, means that our circulation numbers are lower than normal for the year)
 11,781 eBooks and electronic audiobooks were checked out by Easthampton library users
 The library held 313 programs free of charge for members of the public of all ages
 4,373 people of all ages attended programs at the library
 An average of 592 people used the library’s public internet computers to perform research, read
email, download and print forms, edit photographs and much more
 The library’s wireless internet service was used by an average of 280 people each month
Trends
Our need to close the library building on Park Street and move library operations to a smaller space for
five months did negatively impact overall use of the library’s services and materials. Despite this, we
have been able to grow our programs and services over the last year:
 Attendance at programs for adults has increased by nearly 20%
 Use of museum passes by library patrons has increased by 13%
 Use of ebooks and electronic audiobooks has increased by 38%
 Use of the library’s wireless internet has increased by 17%
The library has also been working to make the main floor reading area more inviting while also creating
more room for our growing collection of non‐print materials (DVDs, books on CD, and music CDs). We
have been able to remove some large pieces of shelving and replace those with more compact units.
The result is a more open, light‐filled reading area on our main floor.
As mentioned previously, the library had to close the Park Street building for five months to repair the
building’s foundation. The nature of this work necessitated that the walls in the Youth Department be
torn open and all the wall mounted shelving to be removed. We were able to rework our use of the
space in the lower level and as a result, we have created a much more welcoming space for children and
families. We now have a circulation desk and office area for staff working in the Youth Department and
we have been able to create a space for teens and young adults with a small space for two lounge chairs
and an attractive area rug.
126

For FY19, the library will continue to increase the amount and variety of programs for people of all ages:
 We will be adding a second regular story hour to our schedule for Saturday mornings, so families
with young children will be able to come either on Thursday mornings or Saturday mornings or
both!
 We will begin a Minecraft game group for children ages 8 and older.
 We will develop a delivery service to members of the community who are home‐bound.
 We will work with local authors to hold regular author panels and book discussions at the library.
We will begin a multi‐year effort to improve our services and programs for young adults:
 We are currently writing an application for grant of $15,000 from the State of Massachusetts that
would allow us to increase the amount and diversity of programs for young adults in the “tween”
(ages 8‐12) and teen age categories over the next two fiscal years.
 We will look to add a librarian to our staff who would specialize in service to young adults.
 We will partner with Easthampton High School and Williston Northampton School staff to develop
programs for teens.
 We will partner with local organizations to offer space for book groups and other programs for
homeschooled children.
We will continue to work to diversify the collections of material we offer to the public:
 We will add passes for more museums to our offerings.
 We will add online services such as streaming movie service, Kanopy, and possibly other digital
services to our collections.
 We will explore the possibility of broadening our video game offerings as these have proven to be
very popular and in‐demand items.
Finally, we will continue to consider long‐range plans for our library facility.
 The library holds more than 50,000 books, DVDs, CDs, and video games
 The library offers access to more than 62,000 ebooks and electronic audio books that library
users can download to their personal devices
 We offer passes to 14 museums in Western Massachusetts and Connecticut
 During the school year, the library receives visits from the second and third grade classes from
the Center School and the Pepin School. We work with four separate groups each week for one
hour each visit
 We offer free programs to people of all ages covering a wide variety of interests; from reading,
to art, to computer‐based games to the basics of using computers
 We offer free use of online research databases to all residents of Massachusetts
127

 Through our shared library network, we are able to borrow library materials from any public
library in the state of Massachusetts and have those materials delivered to the library free of
charge
 We offer computers and wireless internet access to anyone who comes to our library building
 We offer free one‐on‐one tutoring on the use of laptops, computer tablets and smart phones
 We offer a safe, warm, quiet space for people to come to read, meet with others or do work on
their personal laptops or other computing devices

Budgets
Department 6100‐ Library

FY2018
EMILY WILLISTON PUR OF SERVICE 203,122 205,699 208,247 317,146 210,831
Grand Total 203,122 205,699 208,247 317,146 210,831

128

Parks and Recreation
Mission Statement
The Easthampton Parks & Recreation Department is committed to enhancing the quality of life for all by
providing clean and safe parks throughout the city that serve both passive and active recreational
opportunities.
Park
andRecreation
Director
Clerk
Camp Nontuck
Park Forman Pool Manager
Director
Park
Maintenance

Accomplishments
 Pulaski Park Renovation – Gazebo rehab, tree removal, benches and painting
 Pool Area – Replaced segments of pool deck, rehab pool house bathrooms, repainted pool, replaced
Spray Park feature, and added shade structure
 Added Wi‐Fi to Boardwalk Plaza Area
 Installed safety barriers for Nash Pond Dam
 Tennis Court Renovations – new fencing, refurbished courts, added to benches, stonewall
 Toteman Nature Trail – built new bridge on trail
 Rebuilt and/or redesigned 3 baseball diamonds
 Refurbished Picnic sites and consolidated inventory
 Reviewed and updated park policies
 Increased city park gate and rental revenues by 7%
 Publication of Nonotuck Park Brochure
 Harvestfest ‐ Added new vendors, food trucks and raised community awareness for fundraising
groups
 Camp Nonotuck – sold out for year
 Rag Shag – Over 1,000 youth attended this annual tradition
129

 Host site for Special Olympics – softball and bocce
 Contracted paddle boat, kayak, and canoe rentals for Boardwalk
 City Wide Flea Market – Largest event to date
 Fostered successful partnership with local sports teams and programs
Trends
 Ball Field usage request – There are many non‐resident and travel team requests for ball fields and
field space and time. The Parks Department has to balance town leagues and the time needed for
staff to prep areas and maintain fields while ensuring quality fields
 Boardwalk area request – The boardwalk area usage for functions and events was on the rise last
year and we think it will continue to rise. The Department has policies in place to protect the city
and public during events
 Millside Park usage – The increase usage of Millside Park for community fundraisers, concerts and
park events will continue to rise with the revitalization of the park and the area. The Parks
Department continues to review and access all events and functions to ensure we are providing a
facility that is safe and secure and meets the needs of all visitors and users
 Food Truck request – Our city parks are a destination for residents and non‐residents from all over
Western Massachusetts, and this has created a business opportunity for food trucks at Nonotuck
Park, the Boardwalk and at Millside Park. Last year we had two regular vendors seek permission to
provide food vendor services. We feel this number will continue to rise based on the popularity of
the food truck industry. We currently have vendor request forms and fee structures in place for
food truck vendors and will continue to review as the need/request increase
 The proliferation of drones and model planes over public lands necessitates that we explore rules
and regulations for operators in park settings
 The growth of Wedding ceremonies in Parks leads us to explore whether we are able to meet the
specialized needs of customers for this type of event
 With the introduction of new and specialized programs such as pickleball and lacrosse, there is not
enough space to meet the needs of new programs
 Create passive recreation area near pond point in Nonotuck Park
 Pavilion #1 and Pavilion #3 renovation – replacing support posts Replace benches and bleachers
throughout Nonotuck Park – Partnership with ELL, CPA & Easthampton Parks and Recreation
 Green Energy Audit for lighting fixtures at pavilions and bathrooms
130

 Recondition bocce courts
 Finding funding source for Stone House Bathroom renovation ‐ Potential ADA Grant and CPA grant
 Millside Park ‐ RFP for a new sign at the entrance, which includes proposals to add flowers and
beautification to the park entrance, new lighting for the park, and to replace exercise equipment
with a playground structure
 Purchase new mower for park
 Continue to grow revenues through rentals and park passes
 Operate safe and well‐maintained ballfield area
 Create family fun area near Pavilion # 1 in Nonotuck Park
 Continue to expand and grow current special events
 Work with community vendors on specialized programs such as yoga in park, fitness classes, and
boating
 Expand social media presence by adding twitter and/or Instagram
 Beach volleyball pickup league

 Provide safe and clean parks throughout the city
 Maintain and prepare ballfields for youth, high school and adult sports
 Maintain and operate 180,000‐gallon public pool; work in conjunction with Health Dept. to ensure
public safety at the pool
 Support passive recreation opportunities
 Provide active recreation opportunities
o 9 Baseball/Softball Diamonds
o 5 soccer fields
o 2 Tennis Courts
o 2 Basketball Courts
o Bocce Courts, Horseshoe pits, Beach Volleyball court, Public pool, and Toteman Trail
 Maintain 4 pavilions and 30 picnic sites for rentals
 Provide customer service and support for pavilions, picnic sites and special events rentals
 Provide recreational and community programs and events that meet a diverse variety of age groups
 Liaison to youth sports programs
 Scheduling sports leagues, functions, and events in city parks
 Programs ‐ Family Skate, Swim Lessons, Open Gym, Camp Nonotuck, Baton Classes, Co‐ed Softball,
Arts in the Park, and Outdoor Movie Night
 Maintain as well as create new partnerships with the community to better serve city residents’
recreational needs

131

Budget
Department 6310‐ Recreation

FY2018
F.T. CLERICAL 19,463 20,572 22,228 22,986 22,986
SALARY 62,542 64,697 64,925 65,912 65,912
TEMP POSITIONS 22,658 22,447 23,400 26,880 26,880
ADVERTISING 490 ‐ 100 100 100
IN STATE TRAVEL 890 900 949 949 949
POSTAGE 241 143 156 156 156
RECREATIONAL 1,778 2,138 1,850 1,850 1,850
3‐Holdover
REC DEPARTMENT RECREATIONAL 219 ‐ ‐
3‐Holdover Total 219 ‐ ‐
Grand Total 108,662 111,493 114,358 119,583 119,583

132

Budget (continued)
Department 6500‐ Park

FY2018
LONGEVITY 500 500 500 500 500
P.T. CLERICAL 600 400 600 600 600
SALARIES 100,676 103,539 105,268 106,849 106,849
TEMP POSITIONS 70,215 78,037 84,823 91,038 91,038
ARGRICULTURAL ‐ ‐ 200 200 200
BLDG & EQUIP R & M 3,278 3,868 3,800 3,800 3,800
CUST. SUPPLIES 648 1,045 700 700 700
EDUCATION & TRAINING ‐ ‐ 75 ‐
FACILITIES 4,091 6,318 3,000 3,000 3,000
LIGHT,HEAT, POWER 10,291 10,447 9,400 10,500 10,500
MANHAN RAIL TRAIL 2,500
OIL,GAS,LUBE ‐ ‐ 300 300 300
PAINT,HARDWARE, LUMBER 4,491 5,111 5,000 5,000 5,000
POOL CHEMICALS 3,396 1,253 3,000 3,000 3,000
REPAIR & MAINT. 1,948 1,562 2,800 2,500 2,500
SAND,GRAVEL,LOAM ‐ ‐ 350 350 350
UNIFORMS 200 226 400 400 400
3‐Holdover
3‐Holdover Total 47,100 637 ‐
4‐Capital
4‐Capital Total ‐ 34,854 ‐
Grand Total 247,435 247,797 220,216 228,736 231,236

133

Section 7
Debt
134

Debt and Interest
Debt Service appropriations provide for the payment of principal and interest costs for long and short‐
term bonds issued by the City for capital projects for General Fund, Enterprise, and CPA purposes.
Typically, larger projects such as the Municipal Building are bonded for twenty years, while the
financing for other projects and equipment is retired within five to ten years. The City’s goal is to
finance capital projects for the shortest feasible term over the useful life of the project in accordance
with the terms outlined in Massachusetts General Laws. This ensures that our debt burden will remain
manageable.
The proposed FY2019 debt service budget provides for the payment of principal and interest costs
for long and short‐term bonds issued by the city for General Fund purposes. For FY2019, the total
Debt Service budget for the General Fund is $2.3 million, an increase of $150,591. The increase is due
to the anticipated BAN of $1.250 million of the municipal equipment and the scheduled pay down of
municipal BAN’s issued for the Pre‐K‐8 School Building design as well as the design of the complete
street project.
Budget
Department 7100‐ Debt
Principal

FY2018
H.S. STATE HOUSE NOTE 196,150 200,000 200,000 200,000
HIGH SCHOOL 700,000 700,000 700,000 700,000 700,000
PAYSON OFFICE BLDG 65,000 67,634 66,190 65,120 65,120
PLAINS SEWER 142,526 145,405 148,343 151,340 151,340
PLAINS SEWER PHASE 2 20,564 20,968 21,381 21,801 21,801
INTEGRATED WATER MGMT 44,495 45,463 45,463
PRINCIPAL TEMP LOANS 225,000 90,000 265,000 445,000 445,000
PUBLIC SAFETY 70,000 65,000 ‐ ‐
PUBLIC SAFETY BLDG 275,000 275,000 ‐ ‐
SEWER OUTFALL REPAIRS 13,028 13,285 13,546 13,812 13,812
SOUTHERN WATER 110,000 114,626 112,020 110,210 110,210
STORAGE
WWTP HEADWORKS 70,807 72,410 ‐ ‐
WWTP PHASE 3 UPGRADE 7,299 7,299 7,299 7,299 7,299
WWTP PHASE II 74,492 73,011 76,977 81,630 81,630
2‐Purchase of Services Total 1,773,716 1,840,788 1,655,251 1,841,675 1,841,675
Grand Total 1,773,716 1,840,788 1,655,251 1,841,675 1,841,675
135

Budget (continued)
Department 7500‐ Debt
Interest

FY2018
1
50 PAYSON BLDG 9,784 5,615 4,474 3,051 3,051
H.S. STATE HOUSE NOTE INT. ‐ 18,184 15,600 11,700 11,700
HEADWORKS 1,464 ‐ ‐ ‐
HIGH SCHOOL 414,750 400,750 386,750 365,750 365,750
INT ‐ INTEGRATED WATER ‐ ‐ 16,622 21,110 21,110
INTEREST ON BANS 7,218 4,082 25,000 25,000 25,000
MWPAT SUBSIDY ‐ ‐ ‐ ‐
PLAINS SEWER 44,170 41,291 38,354 35,357 35,357
PLAINS SEWER P2 7,440 7,025 6,601 6,170 6,170
PUB.SAFETY BLDG 15,125 8,250 ‐ ‐
PUBLIC SAFETY 3,700 1,950 ‐ ‐
S. WTR STORAGE 19,025 11,231 9,392 6,984 6,984
SEWER OUTFALL 4,451 4,183 3,909 3,909
4,714
SRF SEWER ADMIN. 5,849 5,271 11,975 5,813 5,813
WWTP PHASE II 10,494 9,139 7,878 6,153 6,153
Grand Total 543,735 517,239 526,829 490,996 490,996

Statutory Debt Limit
The aggregate level of the City of Easthampton’s outstanding debt obligation is limited by State law.
The statutory debt limit is established by Massachusetts General Laws, Chapter 44, and Section 10 at
5% of our total Equalized Valuation (EQV). The EQV is determined every other year by the State
Department of Revenue. Easthampton’s 2017 EQV $1,523,884,600 Debt Limit (5% of EQV) $
76,194,230 Easthampton’s total issued and outstanding long‐term debt principal, both inside and
outside the debt limit as of June 30, 2017, is $17,001,438, significantly below the statutory debt limit.
136

Debt
The total long‐term annual debt service from FY2019 through FY2037, including both principal and
interest, is shown below. The chart indicates the amount of long‐term and short‐term debt service for
the General Fund (both Debt Excluded and Non‐Excluded), as well as the long‐term debt service for the
Community Preservation Act (CPA) Fund and Water & Sewer Enterprise Fund.
Fiscal Year Exclusion Enterprise General Total

Fund Fund
FY2019 $1,433,950 $517,050 $397,671 $2,348,671
FY2020 $1,407,550 $510,828 $388,931 $2,307,309
FY2021 $1,325,650 $501,192 $275,084 $2,101,927
FY2022 $993,750 $398,648 $262,000 $1,654,398
FY2023 $967,750 $395,056 $262,000 $1,624,806
FY2024 $946,750 $302,436 $1,249,186
FY2025 $924,000 $302,113 $1,226,113
FY2026 $896,000 $301,786 $1,197,786
FY2027 $868,000 $301,450 $1,169,450
FY2028 $840,000 $301,109 $1,141,109
FY2029 $812,000 $300,759 $1,112,759
FY2030 $784,000 $113,849 $897,849
FY2031 $756,000 $113,771 $869,771
FY2032 $728,000 $68,314 $796,314
FY2033 $68,328 $68,328
FY2034 $68,342 $68,342
FY2035 $68,357 $68,357
FY2036 $68,372 $68,372
FY2037 $68,387 $68,387
Total $13,683,400 $4,770,147 $1,585,686 $20,039,234
$2,500,000
$2,000,000
$1,500,000
GF
Enterprise
$1,000,000
Exclusion
$500,000
$0
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
FY2027
FY2028
FY2029
FY2030
FY2031
FY2032
FY2033
FY2034
FY2035
FY2036
FY2037
137

Section 8
Unclassified
138

Retirement
The Easthampton Retirement System is funded through members’ deductions, investments, and annual
appropriations from the City of Easthampton. Pension Funds are invested with the Public Retirement
Investment Trust (PRIT), a state‐run agency that pools pension contributions from around the state in
order to maximize returns and reduce management fees. The annual assessment is determined by the
Public Employees Retirement Administration Commission (PERAC) and is based on salaries, age, and
service time of unit participants that comprise the Easthampton Retirement System. These units include
the Easthampton Housing Authority, DPW Water Division, DPW Sewer Division, DPW Wastewater
Division, School Department workers (non‐teaching personnel), and city employees. The unfunded
liability is a significant factor in determining the annual assessment.
Department 9111‐ Contributory
Retirement

FY2018
1
8‐ Unclassified
CONTRIBUTORY RETIREMENT 2,577,998 2,719,728 2,840,817 2,982,646 2,982,646
Grand Total 2,577,998 2,719,728 2,840,817 2,982,646 2,982,646

139

Workers Compensation
Workers’ Compensation is available to those employees injured on the job. The city is insured through
the Massachusetts Inter‐local Insurance Agency (MIIA) which is owned and operated by the
municipalities of Massachusetts. Employees injured on the job receive 60% of their pay tax‐free and the
city is responsible for 100% of associated medical bills. In addition, because fire and police personnel are
not eligible under Massachusetts law for regular workers’ compensation coverage, a separate insurance
policy with premiums based largely on claims experience is purchased to cover these personnel for
injuries incurred in the line of duty. The police and fire MGL Chapter 41 Section 111F Injured on Duty
(IOD) premium is also included here. Under this statute, public safety employees injured on duty receive
100% of their regular earnings. These IOD earnings are considered non‐taxable wages by both the
Department of Revenue and the Internal Revenue Service. The city is insured with CHUBB insurance for
111F with management of claims via Cabot Risk Services. The city’s Workers’ Compensation insurance
premiums reflect a 3.62% budgetary increase for FY2019.
Department 9120‐ Workers
Compensation

FY2018
1
8‐ Unclassified
111F W/C 37,863 ‐ 51,950 51,950 51,950
CITY RELATED W/C 42,854 97,586 56,975 59,824 59,824
SCHOOL RELATED 64,281 82,935 78,750 82,688 82,688
Grand Total 144,999 180,520 187,675 194,461 194,461

140

Medicare Expense
Federal Insurance Contributions Act (FICA) tax is a payroll (or employment) tax imposed by the Federal
Government on both employees and employers. As a result of Federal legislation, all local government
employees hired after March 31, 1986, are considered Medicare Qualified Government Employees or
MQGE and are required to be covered under the Medicare program. The city is responsible for a
matching Medicare payroll tax of 1.45% on all these employees. Annual increases in this tax liability
have been reflective of a rise in total city payroll subject to this tax and as more senior employees whose
wages were not subject to the tax leave city employment and are replaced by newly‐hired employees
whose wages are now fully subject to this tax liability.
Department 9121 ‐ Employer
Share Medicare

FY2018
1
8‐ Unclassified
MEDICARE TAX 106,468 112,747 110,000 120,000 120,000
SCHOOL MEDICARE 151,905 163,606 160,000 170,000 170,000
Grand Total 258,372 276,353 270,000 290,000 290,000

141

Employee Benefits
The Massachusetts Title IV, Chapter 32B mandates that employees in the Commonwealth are to be provided
a plan of group life insurance, group accidental death and dismemberment insurance, and group general or
blanket hospital, surgical, medical, dental and other health insurance benefits. The City of Easthampton
complies with all State guidelines. The city is a member of the Hampshire County Group Insurance Trust
which is established under Section 12 of Chapter 32B. The Trust is a 70 member self‐insured unit providing
coverage with Blue Cross Blue Shield of Massachusetts to over 11,000 active and retired municipal
employees and their eligible dependents. This budget reflects a 4.7% increase for FY 2019 with corresponding
plan design changes to prevent a double‐digit increase in premium costs. The city contracts directly with Blue
Cross Blue Shield to provide dental coverage.
Department 9140‐ Employee
Benefits

FY2018
1
8‐ Unclassified
CHP 32B INSURANCES 1,156,907 1,252,244 1,386,658 1,778,912 1,455,991
CHP32B CITY RETIREES SHARE 284,229 327,067 475,472 475,800 499,246
CHP32B SCHOOL RETIREES 532,819 602,519 657,733 724,784 690,619
CITY RET SHARE ‐ OTHER RET SYS 2,318
SCH RET SHARE ‐ OTHER RET. SYS. 4,302
SCHOOL REIMBURSEMENT ‐ (14,892)
SCHOOL RELATED 1,817,251 1,988,987 2,154,866 2,547,932 2,262,610
2‐Purchase of Services Total 3,797,827 4,155,925 4,674,729 5,527,427 4,908,467
Grand Total 3,797,827 4,155,925 4,674,729 5,527,427 4,908,467

142

Liability Insurance
This budget category includes property and liability coverage for all city‐owned property, as well as
liability coverage for all elected and appointed city officials. The city’s Building and Liability insurance
premiums reflect a zero budgetary increase for FY2019.
Department 9450‐ Liability
Insurance

FY2018
1
8‐ Unclassified
CITY LIAB. INS. 170,346 180,454 191,993 191,993 191,993
RETIREMENT REIMB. (2,193) (2,193) ‐ ‐
SCHOOL LIAB INS 78,532 75,907 88,207 88,207 88,207
SCHOOL REIMBURSEMENT (9,012) (8,217) ‐ ‐
3‐Holdover
LIABILITY INSURANCE ENC
LIABILITY INSURANCE FY 2015 4,500
3‐Holdover Total 4,500
Grand Total 242,173 245,951 280,199 280,199 280,199

143

Reserve Fund
Authorized by state statute, the Reserve Fund provides the city’s operations with an option for the
funding of extraordinary or unforeseen expenditures during the year. Transfers from this account
require the approval of the City Council. Historically the fund has contained approximately $100,000 at
the start of the budget year. In recent fiscal years, the fund has been increased to $200,000 to allow for
more flexibility due to the financial constraints of the budget. Most commonly, the Reserve Fund
account has been used to make up for any overdrafts in departmental operations, or unforeseen
equipment failures. The table below shows past year “actuals” as zero because budgeted funds are
transferred into other accounts when approved by the Committee, rather than expenses being charged
directly to the Reserve Fund.
Department 9510‐ Reserve
Fund

FY2018
1
8‐ Unclassified
CITY COUNCIL TRANSFER APPROVED
RESERVE FUND 200,000 200,000 200,000
2‐Purchase of Services Total 200,000 200,000 200,000
Grand Total 200,000 200,000 200,000

144

Unemployment
The city does not pay unemployment insurance, but instead, is assessed by the State Division of
Unemployment Assistance (DUA) on a pay‐as‐you‐go basis for the cost of any and all benefits actually
paid to former city and Pre K‐12 School employees. Currently, the maximum number of weeks an
individual may receive benefits is thirty (30). Claimants receive a weekly benefit payment that is half of
their average weekly wage, up to a maximum benefit amount which is currently $769.00 per week, plus
a dependency allowance of $25.00 per week for each dependent child. The dependency allowance
cannot exceed more than 50% of the weekly benefit amount. The city is responsible for reimbursing the
State for 100% of the benefits paid to former employees. There is an inherent complexity in tracking
unemployment costs and estimating liability given that an employee’s “benefit year” may cross fiscal
years, claimants may be subject to partial benefits if they have other earnings, and claimants who
become unemployed more than once during a benefit year may reactivate a prior claim and resume
collecting benefits.
Department 9511‐
Unemployment

FY2018
1
8‐ Unclassified
UNEMPLOYMENT COMP APPROP. 70,000 70,000 50,000 50,000 50,000
Grand Total 70,000 70,000 50,000 50,000 50,000

145

Section 9
146

The Planning Department administered the FY2018 CPA appropriated approximately $830,000 under the
direction of the Community Preservation Act Committee. Easthampton adopted the Community
Preservation Act in 2001. The Act creates a 3% tax surcharge which generates revenue for projects
addressing open space, affordable housing, historic preservation, and recreation. The Committee makes
recommendations to the City Council on the expenditure of the funds.

The Community Preservation Act (CPA) budget reflects a $24,404 decrease for FY2019. This decrease is
due to a trend of decreasing state matching funds, the committee takes a conservative approach to
forecasting revenue, and has adjusted to the decreasing state match accordingly.
The Community Preservation Act requires that at least 10% of each year’s Community Preservation Fund
revenues be spent or set aside for spending on each of the three Community Preservation core
categories ‐ open space, affordable housing and historic preservation. The remaining 70% of the
Community Preservation Fund may be allocated among those three categories, recreation, and up to 5%
on administration cost as the Community Preservation Committee and City Council see fit.
In FY2019 the CPA Committee continues to fund a portion of the administrative cost of the Assistant City
Planner, this year the CPA committee has elected to increase the historic preservation set‐a‐side
significantly; funding an additional $200,000 in anticipation of a large renovation project at the Old
Town Hall.

The final Community Preservation Plan for FY2019 is nearing completion. As in past years, the
Preservation Plan identifies possibilities for future projects/expenditures through an assessment of
current resources and needs in the community and helps potential project applicants understand the
Committee’s priorities and the approval process by outlining the possibilities for Community Preservation
and the criteria for project approval.

The CPA Committee continues to respond to less state matching funds through the CPA program by
soliciting longer‐term plans from interested organizations. The Committee continues to evaluate high
demand for projects with reductions in available funding. The renovation of the second floor of Old Town
Hall is one of the more significant expected requests in either FY2019 or FY2020 and the Committee has
begun to reserve some funding for that project. For the complete list of priority projects please see
Appendix F.

147

Budget

Department CPA

FY2018

SALARY CPA ADMIN. 6,812 6,988 8,200 8,500 8,500

ADMIN. EXP. 1,972 2,364 4,500 4,500 4,500
BRICKYARD BROOK CONS.AREA 101,200 83,800
CENTER/PEPIN PLAYGROUND 3,203 15,492
COOK/COUNTY RD ‐ 327,500
CPA HISTORICAL BUDGET ‐ ‐ 75,000 75,000 75,000
HISTORICAL BUDGET‐ Set Aside ‐ ‐ 200,000 200,000
CPA HOUSING BUDGET ‐ ‐ 75,000 75,000 75,000
CPA OPEN SPACE BUDGET ‐ ‐ 75,000 75,000 75,000
ECHODALE ORCHARD
EHS BATTING CAGE
EXP FOOTBALL FIELD WBMS 279,508
FIRST TIME HOMEBUYER ‐
HISTORICAL RECORDS ‐ 12,774
HOMEBUYER & HOUSING ‐ 105
HOUSING AUTH. REASONABLE ‐ 2,208
HOUSING REHAB PROGRAM
LOWER MILL POND
MANHAN RAIL TRAIL
MANHAN TRAIL IMPR. 400,000 ‐
MUTTERS FLD/BRICKYARD BRK ‐ 20,800
NONOTUCK PARK SOCCER 228,410 ‐
OLD TOWN HALL ‐ 2ND FL
OLD TOWN HALL ‐ 2ND FLR
OLD TOWN HALL 118,573 13,805 ‐
RESERVE ‐ ‐ 248,300 23,596 23,596
STOVETOP FIRE SUPPRESSORS ‐ 7,690
TOWN CLOCK REPAIRS
WBMS ATHLETIC FIELD LIGHTS 538 129,000
2‐Purchase of Services Total 1,133,404 615,537 477,800 453,096 453,096
Grand Total 1,140,216 622,525 486,000 461,596 461,596
148

Section 10

Enterprise

149

Enterprise
Mission Statement
The mission of the Easthampton Department of Public Works is to ensure that all divisions provide and
maintain public services necessary for the economic growth and quality of life for all its citizens. Each
division strives to deliver those services in a cost‐effective and environmentally sensitive manner for the
short and long‐term benefits of our customers/residents and the environment.
Board of Public
Works
DPW Director
2 Clericial
Water Wastewater Sewer
6 Staff 8 Staff 4 Staff
Accomplishments
Water:
 Worked on completion of the Integrated Water Resource Management Plan
 Inspected and cleaned (sediment removal) a 4 million gallon storage tank on Drury Lane
 Inspected and cleaned (sediment removal) a 1 million gallon storage tank at Peaceful Valley
 Completed Sanitary Survey
 Completed semi‐annual fire hydrant flushing of 750 hydrants
 Maintained approximately 100 miles of water main and 5,500 service connections
 Completed system wide leak detection survey
 Replaced 10 water services
 Repaired 15 water main breaks

150

Wastewater:
 Worked on completion of the Integrated Water Resource Management Plan regarding the
wastewater treatment plant and sewer pump stations
 Adhered to all requirements of the NPDES permit
 Rebuilt the Adams Street Pump Station with Public Works personnel
 Rebuilt Torrey Street Pump Station with Public Works personnel
 Assured compliance with the Industrial Pretreatment Program
 Upgraded alarm system to 3 pump stations with Public Works personnel

Sewer:
 Worked on completion of the Integrated Water Resource Management Plan regarding the sewer
system and storm drainage system
 Replaced and/or rebuilt approximately 45 catch basins and manholes
 Repaired or replaced 20 sewer services
 Responded to all sewer requests from residents and businesses
 Flushed sewer and drain lines as needed
 Cleaned approximately 1000 catch basins

Trends
The Water Division continues to provide clean, safe drinking water for Easthampton while adhering to
all requirements of the DEP Water Withdrawal Permit. They will continue to elevate and improve the
water pumping and distribution system.
The Wastewater Division will continue to operate the Wastewater Treatment Plant and 18 pump
stations in accordance with the DEP issued NPDES Discharge Permit. They will continue to evaluate all
aspects of the Wastewater Treatment Plant and Pump Stations as well as recommend and make
improvements as needed.
The Sewer Division will continue to maintain the sewer collection system and storm drainage system
while adhering to all environmental regulations that protect the public and the environment. They will
continue to evaluate the sewer and storm water systems and make necessary improvements.

151

Water:
 Continued operation of the potable water system
 Continued replacement of water meters to insure appropriate revenue collection
 Insure protection of the water supply aquifer
 Continued evaluation of equipment and methods required to provide safe drinking water
Wastewater:
 Continued operation of the Wastewater Treatment Plant and pump stations while adhering to the
requirements of the NPDES permit
Sewer:
 Continued evaluation of equipment, processes and methods needed to operate the Wastewater
Treatment Plant
 Continued operation and maintenance of the sewer collection system and storm drain system
 Continued protection of the public and environment
 Continued evaluation of the infrastructure to determine necessary maintenance and upgrades
Water Division:
 Check pumping stations on a daily basis
 Check Nashawannuck Dam on a daily basis
 Read 5,702 water accounts 4 times per year
 Take samples of drinking water as required by DEP regulations
 Installation of water service connections for new construction on existing mains
 Renewal of water services, as needed (approximately 30 per year)
 Continue meter replacement program (approximately 150 per year)
 Installation of new meters in new construction (approximately 20 per year)
 Flush mains to insure cleanliness
152

 Operate all hydrants as needed
 Replace hydrants as needed
 Replace water mains as needed
 Insure proper reporting to State agencies
 Maintain the city’s well fields and pump stations
 Provide assistance to Highway Division for snow plowing
 Provide assistance to other Divisions as needed
Wastewater Division:
 Operates and maintains a 3.8 m.g.d. Wastewater Treatment Plant, 18 pump stations, maintains interior,
exterior and surrounding grounds for 10 buildings
 Routinely perform preventive maintenance on approximately 60 pumps and their drive units, 7
boilers, 7 emergency generators, 9 compressors, 12 drive units, a belt press, 2 hydraulic units, 4 debris
grinders and drives, 7 pieces of chlorination equipment, 10 air operated valves and over 500 valves
and gates
 Routinely repairs all equipment listed above plus electrical and instrument repairs, piping and
plumbing repairs and tank repairs such as drive chain and flights
 Maintain reports using computer
 Routinely perform lab tests to meet NPDES Permit
 Routinely perform lab tests for process control
 Routinely maintain records of lab results, maintain DEP monthly report and NPDES report with
computer
 Routinely perform equipment checks for proper operation
 Routinely removes and disposes of any rags in system
 Routinely removes and disposes of inorganic grit
 Routinely de‐water sludge and dispose of at an incineration facility
 Routinely check chlorine equipment
 Monitor industries for Industrial Pretreatment Program
Sewer Division:
 Installation of sewer service connections for new construction on existing mains
 Repair and renewal of existing services as needed
 Repair and replacement of sewer mains as needed
 Repair and replacement of storm drains
 Flush approximately 1/2 of the city’s sewer system per year
 Clean approximately 1/2 of the city’s catch basins per year
 Repair and replace all deteriorated catch basins
 Repair and replace all deteriorated manholes
153

 Raise structures for paving of selected streets
 Assist Highway Division in snow plowing and removal operations
 Assist other Divisions as needed
 Maintenance of all headwalls and outfalls
Budgets
Department Reserves

FY2018
10‐ Enterprise
SEWER RESERVE FUND ‐ ‐ 15,000 15,000 15,000
WATER RESERVE FUND ‐ ‐ 15,000 15,000 15,000
2‐Purchase of Services Total ‐ ‐ 30,000 30,000 30,000
Grand Total ‐ ‐ 30,000 30,000 30,000

154

Budgets (continued)
Department 4410‐ Sewer

FY2018

10‐ Enterprise

CDL,HOISTING,WTPO LIC RENEWALS 605 270 1,000 1,000 1,000
OVERTIME 23,317 31,525 40,000 40,000 40,000
SALARIES 242,745 227,140 250,066 249,777 249,777
ADVERTISING 1,099 ‐ 100 100 100
AGRICULTURAL 59 116 150 150 150
BITUMINOUS CONCRETE 30,000 30,000 35,000 35,000 35,000
CELL PHONE 360 360 ‐ ‐ ‐
CHEMICALS ‐ 800 ‐ ‐ ‐
COMP. SERVICES ‐ 517 ‐ ‐
CURB IRON CASTING 3,363 ‐ 10,000 10,000 10,000
CUSTODIAL SUPLLIES 436 ‐ 100 100 100
EDUCATION & TRAINING 1,280 225 1,000 1,000 1,000
FORMS & SUPPLIES 345 ‐ ‐ ‐
GAS, OIL, & LUBE ‐ ‐ 1,000 1,000 1,000
IN STATE TRAVEL 5 ‐ 50 50 50
LIGHT, HEAT, POWER 2,987 1,696 3,000 3,000 3,000
MANHLE & BASINS 138 9,549 10,000 10,000 10,000
MASONRY SUPPLIES 3,351 9,820 15,000 15,000 15,000
MISC BLDG & EQUIP 2,152 3,783 2,000 2,000 2,000
MISC PROF SERV 40,168 41,745 25,000 25,000 25,000
OFFICE SUPPLIES ‐ ‐ 200 200 200
OTHER PUBLIC WORKS SUPPLY 967 ‐ ‐ ‐
PAINT HARDWARE, LUMBER 135 585 600 600 600
PIPE & FITTINGS 8,803 3,350 10,000 10,000 10,000
POSTAGE 2,970 2,970 3,200 3,200 3,200
PRINTING 892 892 900 900 900
PROTECTIVE EQUIPMENT 2,075 669 7,500 7,500 7,500
REPAIR & MAINT 13,018 10,362 12,000 12,000 12,000
SAND, GRAVEL, LOAM 4,078 1,049 2,000 2,000 2,000
155

Department 4410‐ Sewer (continued)

FY2018
TIRE,TUBES,CHAIN 1,019 1,556 1,000 1,000 1,000
TOOLS & SUPPLIES 3,300 13,095 4,000 4,000 4,000
TRAVEL/MEALS 400 70 550 550 550
UNIFORMS 2,819 2,111 2,125 2,125 2,125
Equipment Rental ‐ ‐ 5,000 5,000
3‐Holdover
4‐Capital
4‐Capital Total 10,575 19,842 ‐ 360,000 ‐
Grand Total 421,665 416,578 438,076 802,787 442,787
Budgets (continued)
Department 4460‐ Waste
Water

FY2018
10‐ Enterprise
CDL,HOISTING,WTPO LIC RENEWALS 668 80 200 200 200
OVERTIME 59,138 59,801 65,000 60,000 60,000
SALARIES 355,849 376,873 390,214 404,789 404,789
CHEMICALS 77,294 69,434 82,000 90,000 90,000
COMPUTER SERVICES 508 2,014 1,000 1,000 1,000
CUSTODIAL SUPPLIES 2,660 3,020 3,000 3,000 3,000
DUES & MEMBERSHIPS 2,200 2,200 2,500 2,500 2,500
ELECTRICAL SUPPLIES 28,476 12,147 25,000 25,000 25,000
EQUIPMENT RENTAL 950 1,022 ‐ ‐
GAS, OIL, LUBE ‐ 1,666 1,500 1,500 1,500
IN STATE TRAVEL 38 28 200 200 200
IRON, STEEL 462 681 500 500 500
LAB SUPPLIES 20,008 18,673 35,000 30,000 30,000
156

Department 4460‐ Waste (continued)

Water

FY2018

LIGHT,HEAT, POWER 93,539 121,699 120,000 125,000 125,000
MASONRY SUPPLIES ‐ ‐ 500 500 500
MISC BLDG & EQUIP 48,130 44,259 50,000 50,000 50,000
MISC PROF SERV 228,333 229,873 290,000 290,000 290,000
OFFICE SUPPLIES 2,425 1,226 1,500 1,500 1,500
PAINT, HARDWARE, LUMBER ‐ ‐ 1,500 2,000 2,000
PIPE & FITTINGS 2,955 ‐ 2,000 2,500 2,500
PLUMBING SUPPLIES 1,498 ‐ ‐ ‐
POSTAGE 400 100 500 500 500
PROTECTIVE EQUIPMENT 1,236 871 2,500 3,000 3,000
PUMP STATION REPAIR MAINTANCE 32,344 32,347 30,000 30,000 30,000
RADIO,TEL, COMM. 7,953 8,395 10,500 11,000 11,000
REPAIR & MAINT 3,016 4,832 3,000 3,000 3,000
TIRE,TUBE,CHAIN 533 ‐ 1,000 1,000 1,000
TOOLS & SUPPLIES 4,959 10,652 7,000 7,000 7,000
TRAVEL/MEALS 380 298 100 100 100
UNIFORM 3,422 3,259 3,425 3,500 3,500
3‐Holdover
4‐Capital
4‐Capital Total 184,706 29,868 ‐
Grand Total 1,211,945 1,088,786 1,134,809 1,154,509 1,154,509

157

Budgets (continued)
Department 4500‐ Water

FY2018

10‐ Enterprise

CDL,HOISTING,WTOP LIC RENEWALS 986 880 1,000 1,000 1,000
FT REGULAR 301,817 317,739 319,693 309,057 309,057
OVERTIME 42,910 35,750 50,000 65,000 65,000
ADVERTISING 4,580 447 800 800 800
AGRICULTURAL 1,189 ‐ 300 300 300
BITUMINOUS CONCRETE 40,006 30,319 55,000 55,000 55,000
BLDG. & EQUIP SUPPLIES 29,405 13,546 15,000 15,000 15,000
CHEMICALS 468 1,142 1,000 1,000 1,000
COMPUTER & PERIPHERALS 2,457 171 ‐ ‐
COMPUTER SERVICES 870 2,694 2,500 2,500 2,500
CURB IRON CASTING 4,301 2,760 5,000 5,000 5,000
CUST. SUPPLIES 432 236 500 500 500
DUES AND MEMBERSHIPS 3,992 4,122 4,200 4,200 4,200
EQUIP RENTAL ‐ 1,215 1,000 3,500 3,500
GAS,OIL & LUBE 1,562 695 1,500 1,500 1,500
HYDRANTS AND PARTS 13,302 21,475 18,000 18,000 18,000
IN STATE TRAVEL 537 108 500 500 500
LIGHT, HEAT, POWER 109,250 140,281 150,000 150,000 150,000
MASONRY SUPPLIES 252 ‐ 1,000 1,000 1,000
METER PARTS 7,426 12,354 15,000 15,000 15,000
MISC. PROF SERV 66,035 55,769 48,000 65,000 65,000
OFFICE SUPPLIES 1,432 769 1,000 1,000 1,000
PAINT,HARDWARE, LUMBER 876 81 500 2,500 2,500
PIPE & FITTINGS 15,249 17,468 30,000 30,000 30,000
POSTAGE 4,870 5,165 7,000 7,000 7,000
PRINTING 2,563 3,156 2,600 2,600 2,600
PROTECTIVE EQUIPMENT 14,523 1,056 1,000 5,000 5,000
158

Department 4500‐ Water (continued)

FY2018

PUBLIC WORKS SUPPLIES 444 551 ‐ ‐
RADIOS, PHONES COMM. 4,477 4,206 4,500 4,500 4,500
REPAIR & MAINT 6,082 4,236 5,000 5,000 5,000
SUPPLIES & MATERIALS ‐ 761 ‐ ‐
TIRE,TUBE, CHAIN 92 607 200 200 200
TOOLS & SUPPLIES 14,869 3,003 7,500 7,500 7,500
TRAVEL/MEALS 942 272 500 500 500
UNIFORMS 3,100 2,917 2,600 2,600 2,600
WATER PLANT SCADA 23,628 9,200 15,000 15,000 15,000
3‐Holdover
4‐Capital
4‐Capital Total 328,460 115,764 ‐
Grand Total 1,088,257 821,917 772,363 802,227 802,227

159

160

APPENDIX A
GLOSSARY OF TERMS

161

Glossary of Terms

A
Abatement: A reduction or elimination of a real or personal property tax, motor vehicle excise,
a fee, charge, or special assessment imposed by a governmental unit. Granted only on
application of the person seeking the abatement and only by the committing governmental
unit.
Accounting System: The total structure of records and procedures that identify, record, classify,
and report information on the financial position and operations of a governmental unit or any
of its funds, account groups, and organizational components.
Accrued Interest: The amount of interest that has accumulated on the bond since the date of
the last interest payment, and in the sale of a bond, the amount accrued up to but not including
the date of delivery (settlement date). (See Interest)
Amortization: The gradual repayment of an obligation over time and in accordance with a
predetermined payment schedule.
Appellate Tax Board (ATB): Appointed by the governor, the ATB has jurisdiction to decide
appeals from local decisions relating to property taxes, motor vehicle excises, state‐owned land
(SOL) valuations, exemption eligibility, property classification, and equalized valuations.
Appropriation: An authorization granted by a town meeting, City Council or other legislative
body to expend money and incur obligations for specific public purposes. An appropriation is
usually limited in amount and as to the time period within which it may be expended. (See
Encumbrance, Free Cash)
Arbitrage: As applied to municipal debt, the investment of tax‐exempt bonds or note proceeds
in higher yielding, taxable securities. Section 103 of the Internal Revenue Service (IRS) Code
restricts this practice and requires (beyond certain limits) that earnings be rebated (paid) to the
IRS.
Assessed Valuation: A value assigned to real estate or other property by a government as the
basis for levying taxes. In Massachusetts, assessed valuation is based on the property's full and
fair cash value as set by the Assessors. (See Full and Fair Cash Value)
162

Audit: An examination of a community's financial systems, procedures, and data by a certified
public accountant (independent auditor), and a report on the fairness of financial statements
and on local compliance with statutes and regulations. The audit serves as a valuable
management tool for evaluating the fiscal performance of a community.
Audit Report: Prepared by an independent auditor, an audit report includes: (a) a statement of
the scope of the audit; (b) explanatory comments as to application of auditing procedures; (c)
findings and opinions; (d) financial statements and schedules; and (e) statistical tables,
supplementary comments, and recommendations. It is almost always accompanied by a
management letter.
Available Funds: Balances in the various fund types that represent non‐recurring revenue
sources. As a matter of sound practice, they are frequently appropriated to meet unforeseen
expenses, for capital expenditures or other one‐time costs. Examples of available funds include
free cash, stabilization funds, overlay surplus, water surplus, and enterprise net assets
unrestricted (formerly retained earnings).
B
Balance Sheet: A statement that discloses the assets, liabilities, reserves, and equities of a fund
or governmental unit at a specified date.
Betterments (Special Assessments): Whenever a specific area of a community receives benefit
from a public improvement (e.g., water, sewer, sidewalk, etc.), special property taxes may be
assessed to reimburse the governmental entity for all or part of the costs it incurred. Each
parcel receiving benefit from the improvement is assessed for its proportionate share of the
cost of such improvements. The proportionate share may be paid in full or the property owner
may request that the assessors apportion the betterment over 20 years. Over the life of the
betterment, one year’s apportionment along with one year’s committed interest computed
from October 1 to October 1 is added to the tax bill until the betterment has been paid.
Bond: A means to raise money through the issuance of debt. A bond issuer/borrower promises
in writing to repay a specified sum of money, alternately referred to as face value, par value or
bond principal, to the buyer of the bond on a specified future date (maturity date), together
with periodic interest at a specified rate. The term of a bond is always greater than one year.
(See Note)
163

Bond and Interest Record: (Bond Register) – The permanent and complete record maintained
by a treasurer for each bond issue. It shows the amount of interest and principal coming due
each date and all other pertinent information concerning the bond issue.
Bond Anticipation Note (BAN): Short‐term debt instrument used to generate cash for initial
project costs and with the expectation that the debt will be replaced later by permanent
bonding. Typically issued for a term of less than one year, BANs may be re‐issued for up to five
years, provided principal repayment begins after two years (MGL Ch. 44 §17). Principal
payments on school‐related BANs may be deferred up to seven years (increased in 2002 from
five years) if the community has an approved project on the Massachusetts School Building
Authority (MSBA) priority list. BANs are full faith and credit obligations.
Bond Authorization: The action of town meeting or a City Council authorizing the executive
branch to raise money through the sale of bonds in a specific amount and for a specific
purpose. Once authorized, issuance is by the treasurer upon the signature of the mayor, or
selectmen. (See Bond issue)
Bonds Authorized and Unissued: Balance of a bond authorization not yet sold. Upon
completion or abandonment of a project, any remaining balance of authorized and unissued
bonds may not be used for other purposes, but must be rescinded by town meeting or the City
Council to be removed from community's books.
Bond Issue: Generally, the sale of a certain number of bonds at one time by a governmental
unit.
Bond Rating (Municipal): A credit rating assigned to a municipality to help investors assess the
future ability, legal obligation, and willingness of the municipality (bond issuer) to make timely
debt service payments. Stated otherwise, a rating helps prospective investors determine the
level of risk associated with a given fixed‐income investment. Rating agencies, such as Moody's
and Standard and Poors, use rating systems, which designate a letter or a combination of
letters and numerals where AAA is the highest rating and C1 is a very low rating.
Budget: A plan for allocating resources to support particular services, purposes, and functions
over a specified period of time. (See Performance Budget, Program Budget)
Budget Message: A statement that, among other things, offers context by summarizing the
main points of a budget, explains priorities, describes underlying policies that drive funding
decisions, and otherwise justifies the expenditure plan and provides a vision for the future.
164

Budget Unit: A board or department to which the municipality’s legislative body appropriates
funds.
C
Capital Assets: All tangible property used in the operation of government, which is not easily
converted into cash, and has an initial useful life extending beyond a single financial reporting
period. Capital assets include land and land improvements; infrastructure such as roads,
bridges, water and sewer lines, easements, buildings and building improvements, vehicles,
machinery, and equipment. Communities typically define capital assets in terms of a minimum
useful life and a minimum initial cost. (See Fixed Assets)
Capital Budget: An appropriation or spending plan that uses borrowing or direct outlay for
capital or fixed asset improvements. Among other information, a capital budget should identify
the method of financing each recommended expenditure, i.e., tax levy or rates, and identify
those items that were not recommended. (See Capital Assets, Fixed Assets)
Capital Improvements Program: A blueprint for planning a community's capital expenditures
that comprises an annual capital budget and a five‐year capital program. It coordinates
community planning, fiscal capacity, and physical development. While all of the community’s
needs should be identified in the program, there is a set of criteria that prioritizes the
expenditures.
Capital Outlay Expenditure Exclusion: A temporary increase in the tax levy to fund a capital
project or make a capital acquisition. Exclusions require a two‐thirds vote of the selectmen or
City Council (sometimes with the mayor’s approval) and a majority vote in a community‐wide
referendum. The exclusion is added to the tax levy only during the year in which the project is
being funded and may increase the tax levy above the levy ceiling.
Cash: Currency, coin, checks, postal and express money orders and bankers’ drafts on hand or
on deposit with an official or agent designated as custodian of cash and bank deposits.
Cash Management: The process of monitoring the ebb and flow of money in an out of
municipal accounts to ensure cash availability to pay bills and to facilitate decisions on the need
for short‐term borrowing and investment of idle cash.
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Cemetery Perpetual Care: These funds are donated by individuals for the care of grave sites.
According to Ch. 114, s 25, funds from this account must be invested and spent as directed by
perpetual care agreements. If no agreements exist, interest (but not principal) may be used as
directed by the cemetery commissioners for the purpose of maintaining cemeteries.
Certification: Verification of authenticity. Can refer to the action of a bank, trust company, or
DOR’s Bureau of Accounts (BOA) in the issuance of State House Notes, to confirm the
genuineness of the municipal signatures and seal on bond issues. The certifying agency may
also supervise the printing of bonds and otherwise safeguard their preparation against fraud,
counterfeiting, or over‐issue. Also refers to the certification by the Bureau of Local Assessment
(BLA) that a community’s assessed values represent full and fair cash value (FFCV). (See
Triennial Certification)
Certificate of Deposit (CD): A bank deposit evidenced by a negotiable or non‐negotiable
instrument, which provides on its face that the amount of such deposit plus a specified interest
payable to a bearer or to any specified person on a certain specified date, at the expiration of a
certain specified time, or upon notice in writing.
Cherry Sheet: Named for the cherry colored paper on which they were originally printed, the
Cherry Sheet is the official notification to cities, towns and regional school districts of the next
fiscal year’s state aid and assessments. The aid is in the form of distributions, which provide
funds based on formulas and reimbursements that provide funds for costs incurred during a
prior period for certain programs or services. Links to the Cherry Sheets are located on the DLS
website at www.mass.gov/dls. (See Cherry Sheet Assessments, Estimated Receipts)
Cherry Sheet Assessments: Estimates of annual charges to cover the cost of certain state and
county programs.
Cherry Sheet Offset Items: Local aid that may be spent without appropriation in the budget,
but which must be spent for specific municipal and regional school district programs. Current
offset items include racial equality grants, school lunch grants, and public libraries grants. (See
Offset Receipts)
Classification of Real Property: Assessors are required to classify all real property according to
use into one of four classes: residential, open space, commercial, and industrial. Having
classified its real properties, local officials are permitted to determine locally, within limitations
established by statute and the Commissioner of Revenue, what percentage of the tax burden is
to be borne by each class of real property and by personal property owners. (See Classification
of the Tax Rate).
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Classification of the Tax Rate: Each year, the selectmen or City Council vote whether to
exercise certain tax rate options. Those options include choosing a residential factor (MGL Ch.
40 §56), and determining whether to offer an open space discount, a residential exemption (Ch.
59, §5C), and/or a small commercial exemption (Ch. 59, §5I) to property owners.
Collective Bargaining: The process of negotiating workers' wages, hours, benefits, working
conditions, etc., between an employer and some or all of its employees, who are represented
by a recognized labor union, regarding wages, hours and working conditions.
Community Preservation Act (CPA): Enacted as MGL Ch. 44B in 2000, CPA permits cities and
towns accepting its provisions to establish a restricted fund from which monies can be
appropriated only for a) the acquisition, creation and preservation of open space; b) the
acquisition, preservation, rehabilitation, and restoration of historic resources; and c) the
acquisition, creation, and preservation of land for recreational use; d) the creation,
preservation, and support of community housing; and e) the rehabilitation and restoration of
open space, land for recreational use, and community housing that is acquired or created using
monies from the fund. Acceptance requires town meeting or City Council approval or a citizen
petition, together with referendum approval by majority vote. The local program is funded by a
local surcharge up to 3 percent on real property tax bills and matching dollars from the state
generated from registry of deeds fees. (See DOR IGR 00‐209 as amended by IGR 01‐207 and IGR
02‐208)
Community Preservation Fund (CPA): A special revenue fund established pursuant to MGL Ch.
44B to receive all monies collected to support a community preservation program, including
but not limited to, tax surcharge receipts, proceeds from borrowings, funds received from the
Commonwealth, and proceeds from the sale of certain real estate.
Compensating Balance Agreement: An alternative to the payment of direct fees for banking
services. In this case, a bank specifies a minimum balance that the municipality must maintain
in non‐interest bearing accounts. The bank can then lend this money (subject to a reserve
requirement) and earn interest, which will at least cover the cost of services provided to the
municipality. Compensating balance agreements are permitted under MGL Ch. 44 §53F and
must be approved annually by town meeting or the City Council.
Conservation Fund: A city or town may appropriate money to a conservation fund. This money
may be expended by the conservation commission for lawful conservation purposes as
described in MGL Ch. 40 §8C. The money may also be expended by the conservation
commission for damages arising from an eminent domain taking provided that the taking was
approved by a two‐thirds vote of City Council or town meeting.
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Consumer Price Index: The statistical measure of changes, if any, in the overall price level of
consumer goods and services. The index is often called the "cost‐of‐living index."
Cost‐Benefit Analysis: A decision‐making tool that allows a comparison of options based on the
level of benefit derived and the cost to achieve the benefit from different alternatives.
D
Debt Authorization: Formal approval by a two‐thirds vote of town meeting or City Council to
incur debt, in accordance with procedures stated in MGL Ch. 44 §§1, 2, 3, 4a, 6‐15.
Debt Burden: The amount of debt carried by an issuer usually expressed as a measure of value
(i.e., debt as a percentage of assessed value, debt per capita, etc.). Sometimes debt burden
refers to debt service costs as a percentage of the total annual budget.
Debt Exclusion: An action taken by a community through a referendum vote to raise the funds
necessary to pay debt service costs for a particular project from the property tax levy, but
outside the limits under Proposition 2½. By approving a debt exclusion, a community calculates
its annual levy limit under Proposition 2½, then adds the excluded debt service cost. The
amount is added to the levy limit for the life of the debt only and may increase the levy above
the levy ceiling.
Debt Limit: The maximum amount of debt that a municipality may authorize for qualified
purposes under state law. Under MGL Ch. 44 §10, debt limits are set at 5 percent of EQV. By
petition to the Municipal Finance Oversight Board, cities and towns can receive approval to
increase their debt limit to 10 percent of EQV.
Debt Service: The repayment cost, usually stated in annual terms and based on an amortization
schedule, of the principal and interest on any particular bond issue.
E
Encumbrance: A reservation of funds to cover obligations arising from purchase orders,
contracts, or salary commitments that is chargeable to, but not yet paid from, a specific
appropriation account.
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Enterprise Funds: An enterprise fund, authorized by MGL Ch. 44 §53F½, is a separate
accounting and financial reporting mechanism for municipal services for which a fee is charged
in exchange for goods or services. It allows a community to demonstrate to the public the
portion of total costs of a service that is recovered through user charges and the portion that is
subsidized by the tax levy, if any. With an enterprise fund, all costs of service delivery‐‐ direct,
indirect, and capital costs—are identified. This allows the community to recover total service
costs through user fees if it chooses. Enterprise accounting also enables communities to reserve
the "surplus" or net assets unrestricted generated by the operation of the enterprise rather
than closing it out to the general fund at year‐end. Services that may be treated as enterprises
include, but are not limited to, water, sewer, hospital, and airport services. (See DOR IGR 08‐
101)
Equalized Valuations (EQVs): The determination of the full and fair cash value of all property in
the commonwealth that is subject to local taxation. EQVs have historically been used as
variables in distributing certain state aid accounts and for determining county assessments and
certain other costs. The Commissioner of Revenue, in accordance with M.G.L. Ch. 58 s 10C, is
charged with the responsibility of bi‐annually determining an equalized valuation for each town
and city in the Commonwealth
Estimated Receipts: A term that typically refers to anticipated local revenues listed on page
three of the Tax Recapitulation Sheet. Projections of local revenues are often based on the
previous year's receipts and represent funding sources necessary to support a community's
annual budget. (See Local Receipts)
Excess and Deficiency (E&D): Also called the "surplus revenue" account, this is the amount by
which cash, accounts receivable, and other assets exceed a regional school district’s liabilities
and reserves as certified by the Director of Accounts. The calculation is based on a year‐end
balance sheet, which is submitted to DOR by the district’s auditor, accountant, or comptroller
as of June 30. The regional school committee must apply certified amounts exceeding five
percent of the district’s prior year operating and capital costs to reduce the assessment on
member cities and towns. Important: E&D is not available for appropriation until certified by
the Director of Accounts.
Excess Levy Capacity: The difference between the levy limit and the amount of real and
personal property taxes actually levied in a given year. Annually, the board of selectmen or
council must be informed of excess levying capacity and evidence of such acknowledgment
must be submitted to DOR when setting the tax rate.
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Exemptions: A discharge, established by statute, from the obligation to pay all or a portion of a
property tax. The exemption is available to particular categories of property or persons upon
the timely submission and approval of an application to the assessors. Properties exempt from
taxation include hospitals, schools, houses of worship, and cultural institutions. Persons who
may qualify for exemptions include disabled veterans, blind individuals, surviving spouses, and
seniors.
Expenditure: An outlay of money made by municipalities to provide the programs and services
within their approved budget.
F
Fiduciary Funds: Repository of money held by a municipality in a trustee capacity or as an agent
for individuals, private organizations, other governmental units, and other funds. These include
pension (and other employee benefit) trust funds, investment trust funds, private‐purpose trust
funds, and agency funds.
Fiscal Year (FY): Since 1974, the Commonwealth and municipalities have operated on a budget
cycle that begins July 1 and ends June 30. The designation of the fiscal year is that of the
calendar year in which the fiscal year ends. Since 1976, the federal government fiscal year has
begun on October 1 and ended September 30.
Fixed Assets: Long‐lived, tangible assets such as buildings, equipment, and land obtained or
controlled as a result of past transactions or circumstances.
Fixed Costs: Costs that are legally or contractually mandated such as retirement, FICA/Social
Security, insurance, debt service costs or interest on loans.
Float: The difference between the bank balance for a local government’s account and its book
balance at the end of the day. The primary factor creating float is clearing time on checks and
deposits. Delays in receiving deposit and withdrawal information also influence float.
Foundation Budget: The spending target imposed by the Education Reform Act of 1993 for
each school district as the level necessary to provide an adequate education for all students.
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Free Cash: (Also Budgetary Fund Balance) remaining, unrestricted funds from operations of the
previous fiscal year including unexpended free cash from the previous year, actual receipts in
excess of revenue estimates shown on the tax recapitulation sheet, and unspent amounts in
budget line‐items. Unpaid property taxes and certain deficits reduce the amount that can be
certified as free cash. The calculation of free cash is based on the balance sheet as of June 30,
which is submitted by the community's auditor, accountant, or comptroller. Important: free
cash is not available for appropriation until certified by the Director of Accounts. (See Available
Funds)
Full‐time equivalent (FTE): A unit that indicates the workload of an employed person in a way
that makes workloads comparable across various contexts. FTE is often used to measure a
worker's hours to track cost reductions in an organization. An FTE of 1.0 is equivalent to a full‐
time worker while an FTE of 0.5 signals half of a full workload.
Full and Fair Cash Value (FFCV): Fair cash value has been defined by the Massachusetts
Supreme Judicial Court as "fair market value, which is the price an owner willing but not under
compulsion to sell ought to receive from one willing but not under compulsion to buy. It means
the highest price that a normal purchaser not under peculiar compulsion will pay at the time,
and cannot exceed the sum that the owner after reasonable effort could obtain for his
property. A valuation limited to what the property is worth to the purchaser is not market
value. The fair cash value is the value the property would have on January first of any taxable
year in the hands of any owner, including the present owner." (Boston Gas Co. v. Assessors of
Boston, 334 Mass. 549, 566 (1956))
Full Faith and Credit: A pledge of the general taxing powers for the payment of governmental
obligations. Bonds carrying such pledges are usually referred to as general obligation or full
faith and credit bonds.
Fund: An accounting entity with a self‐balancing set of accounts that are segregated for the
purpose of carrying on identified activities or attaining certain objectives in accordance with
specific regulations, restrictions, or limitations.
Fund Accounting: Organizing the financial records of a municipality into multiple, segregated
locations for money. A fund is a distinct entity within the municipal government in which
financial resources and activity (assets, liabilities, fund balances, revenues, and expenditures)
are accounted for independently in accordance with specific regulations, restrictions or
limitations. Examples of funds include the general fund and enterprise funds. Communities
whose accounting records are organized according to the Uniform Municipal Accounting
System (UMAS) use multiple funds.
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G
GASB 34: A major pronouncement of the Governmental Accounting Standards Board that
establishes new criteria on the form and content of governmental financial statements. GASB
34 requires a report on overall financial health, not just on individual funds. It requires
complete information on the cost of delivering value estimates on public infrastructure assets,
such as bridges, road, sewers, etc. It also requires the presentation of a narrative statement the
government's financial performance, trends and prospects for the future.
GASB 45: This is another Governmental Accounting Standards Board major pronouncement
that each public entity account for and report other post‐employment benefits in its accounting
statements. Through actuarial analysis, municipalities must identify the true costs of the OPEB
earned by employees over their estimated years of actual service.
General Fund: The fund used to account for most financial resources and activities governed by
the normal town meeting/City Council appropriation process
General Obligation Bonds: Bonds issued by a municipality for purposes allowed by statute that
are backed by the full faith and credit of its taxing authority.
Governing Body: A board, committee, commission, or other executive or policymaking body
including the school committee of a municipality.
Government Finance Officers Association (GFOA): This organization provides leadership to the
government finance profession through education, research and the promotion and recognition
of best practices.
Governmental Accounting Standards Board (GASB): The ultimate authoritative accounting and
financial reporting standard‐setting body for state and local governments.
I
Indirect Cost: Costs of a service not reflected in the operating budget of the entity providing the
service. An example of an indirect cost of providing water service would be the value of time
spent by non‐water department employees processing water bills. A determination of these
costs is necessary to analyze the total cost of service delivery. The matter of indirect costs arises
most often in the context of enterprise funds.
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Interest: Compensation paid or to be paid for the use of money, including amounts payable at
periodic intervals or discounted at the time a loan is made. In the case of municipal bonds,
interest payments accrue on a day‐to‐day basis but are paid every six months.
Interest Rate: The interest payable, expressed as a percentage of the principal available for use
during a specified period of time. It is always expressed in annual terms.
Investments: Securities and real estate held for the production of income in the form of
interest, dividends, rentals or lease payments. The term does not include fixed assets used in
governmental operations.
L
Law Enforcement Trust Fund: A revolving fund established to account for a portion of the
proceeds from the sale of property seized from illegal drug‐related activities. Funds may be
expended to defray certain qualified law enforcement costs as outlined in MGL Ch. 94C, s 47.
Funds from this account may be expended by the police chief without further appropriation.
Levy Ceiling: A levy ceiling is one of two types of levy (tax) restrictions imposed by MGL Ch. 59
§21C (Proposition 2½). It states that, in any year, the real and personal property taxes imposed
may not exceed 2½ percent of the total full and fair cash value of all taxable property. Property
taxes levied may exceed this limit only if the community passes a capital exclusion, a debt
exclusion, or a special exclusion. (See Levy Limit)
Levy Limit: A levy limit is one of two types of levy (tax) restrictions imposed by MGL Ch. 59 §21C
(Proposition 2½). It states that the real and personal property taxes imposed by a city or town
may only grow each year by 2½ percent of the prior year's levy limit, plus new growth and any
overrides or exclusions. The levy limit can exceed the levy ceiling only if the community passes a
capital expenditure exclusion, debt exclusion, or special exclusion. (See Levy Ceiling)
Line Item Budget: A budget that separates spending into categories, or greater detail, such as
supplies, equipment, maintenance, or salaries, as opposed to a program budget.
Local Aid: Revenue allocated by the Commonwealth to cities, towns, and regional school
districts. Estimates of local aid are transmitted to cities, towns, and districts annually by the
"Cherry Sheets." Most Cherry Sheet aid programs are considered general fund revenues and
may be spent for any purpose, subject to appropriation.
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Local Appropriation Authority: In a town, the town meeting has the power to appropriate
funds, including the authorization of debt. In a city, the City Council has the power upon the
recommendation of the mayor.
Local Receipts: Locally generated revenues, other than real and personal property taxes.
Examples include motor vehicle excise, investment income, hotel/motel tax, fees, rentals, and
charges. Annual estimates of local receipts are shown on the tax rate recapitulation sheet. (See
Estimated Receipts)
M
Massachusetts School Building Authority (MSBA): A quasi‐independent government authority
that partners with Massachusetts communities to support the design and construction of
educationally‐appropriate, flexible, sustainable and cost‐effective public school facilities.
Maturity Date: The date that the principal of a bond becomes due and payable in full.
Massachusetts Municipal Depository Trust: An investment program, founded in 1977 under
the supervision of the State Treasurer, in which municipalities may pool excess cash for
investment.
Minimum Required Local Contribution: The minimum that a city or town must appropriate
from property taxes and other local revenues for the support of schools (Education Reform Act
of 1993).
Municipal(s): (As used in the bond trade) "Municipal" refers to any state or subordinate
governmental unit. "Municipals" (i.e., municipal bonds) include not only the bonds of all
political subdivisions, such as cities, towns, school districts, special districts, but also bonds of
the state and agencies of the state.
Municipal Revenue Growth Factor (MRGF): An estimate of the percentage change in a
municipality’s revenue growth for a fiscal year. It represents the combined percentage increase
in the following revenue components: automatic 2 1/2 percent increase in the levy limit,
estimated new growth, the change in selected unrestricted state aid categories and the change
in selected unrestricted local receipts.
M.G.L.: Massachusetts General Laws.

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N
Net School Spending (NSS): School budget and municipal budget amounts attributable to
education, excluding long‐term debt service, student transportation, school lunches and certain
other specified school expenditures. A community’s NSS funding must equal or exceed the NSS
Requirement established annually by the Department of Elementary and Secondary Education
(DESE). (See Education Reform Act of 1993) Includes both school budget and municipal budget
amounts attributable to education, excluding long‐term debt service, student transportation,
school lunches and certain other specified school expenditures. A community’s NSS funding
must equal or exceed the NSS Requirement established annually by the Department of
Elementary and Secondary Education (DESE).
New Growth: The additional tax revenue generated by new construction, renovations and
other increases in the property tax base during a calendar year. It does not include value
increases caused by normal market forces or by revaluations. New growth is calculated by
multiplying the assessed value associated with new construction, renovations and other
increases by the prior year tax rate. The additional tax revenue is then incorporated into the
calculation of the next year's levy limit. For example, new growth for FY07 is based on new
construction, etc. that occurred between January and December 2005 (or July 2005 and June
2006 for accelerated new growth communities). In the fall of 2006, when new growth is being
determined to set the FY07 levy limit, the FY06 tax rate is used in the calculation.
Note: A short‐term loan, typically with a maturity date of a year or less.
O
Objects of Expenditures: A classification of expenditures that is used for coding any
department disbursement, such as “personal services,” “expenses,” or “capital outlay.
Official Statement: A document prepared for potential investors that contains information
about a prospective bond or note issue and the issuer. The official statement is typically
published with the notice of sale. It is sometimes called an offering circular or prospectus.
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Offset Receipts: A local option that allows estimated receipts of a particular department to be
earmarked for use of the department and appropriated to offset its annual operating budget. If
accepted, MGL Ch. 44 §53E limits the amount of offset receipts appropriated to no more than
the actual receipts collected for the prior fiscal year. The Director of Accounts must approve the
use of a higher amount before appropriation. Actual collections greater than the amount
appropriated close to the general fund at year‐end. If actual collections are less, the deficit
must be raised in the next year’s tax rate.
Operating Budget: A plan of proposed expenditures for personnel, supplies, and other
expenses for the coming fiscal year.
Other Amounts to be raised: (Tax Recapitulation Sheet) Amounts not appropriated but raised
through taxation. Generally, these are locally generated expenditures (e.g., overlay, teacher pay
deferral, deficits) as well as state, county and other special district charges. Because they must
be funded in the annual budget, special consideration should be given to them when finalizing
the budget recommendations to the City Council or town meeting.
Overlapping Debt: A community's proportionate share of the debt incurred by an overlapping
government entity, such as a regional school district, regional transit authority, etc.
Overlay: (Overlay Reserve or Allowance for Abatements and Exemptions) An account
established annually to fund anticipated property tax abatements, exemptions and uncollected
taxes in that year. The overlay reserve need not be funded by the normal appropriation
process, but rather is raised on the tax rate recapitulation sheet
Overlay Deficit: A deficit that occurs when the amount of overlay raised in a given year is
insufficient to cover abatements, statutory exemptions, and uncollected taxes for that year.
Overlay deficits must be provided for in the next fiscal year.
Overlay Surplus: Any balance in the overlay account of a given year in excess of the amount
remaining to be collected or abated can be transferred to this account. Within 10 days of a
written request by the chief executive officer of a city or town, the assessors must provide a
certification of the excess amount of overlay available to transfer. Overlay surplus may be
appropriated for any lawful purpose. At the end of each fiscal year, unused overlay surplus is
“closed” to surplus revenue, i.e., it becomes a part of free cash.
Override: A vote by a community at an election to permanently increase the levy limit. An
override vote may increase the levy limit no higher than the levy ceiling. The override question
on the election ballot must state a purpose for the override and the dollar amount. (See
Underride.)
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Override Capacity: The difference between a community’s levy ceiling and its levy limit. It is the
maximum amount by which a community may override its levy limit.
P
Performance Budget: A budget that stresses output both in terms of economy and efficiency.
Principal: The face amount of a bond, exclusive of accrued interest.
Program: A combination of activities to accomplish an end.
Program Budget: A budget that relates expenditures to the programs they fund. The emphasis
of a program budget is on output.
Proposition 2½: A state law enacted in 1980, Proposition 2½ regulates local property tax
administration and limits the amount of revenue a city or town may raise from local property
taxes each year to fund municipal operations.
Purchased Services: The cost of services that are provided by a vendor.
R
Refunding of Debt: Transaction where one bond issue is redeemed and replaced by a new bond
issue under conditions generally more favorable to the issuer.
Reserve for Abatements and Exemptions: (See Overlay)
Reserve Fund: An amount set aside annually within the budget of a city (not to exceed 3
percent of the tax levy for the preceding year) or town (not to exceed 5 percent of the tax levy
for the preceding year) to provide a funding source for extraordinary or unforeseen
expenditures. In a town, the finance committee can authorize transfers from this fund for
"extraordinary or unforeseen" expenditures. Other uses of the fund require budgetary transfers
by town meeting. In a city, transfers from this fund may be voted by the City Council upon the
recommendation of the mayor.
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Revaluation: The assessors of each community are responsible for developing a reasonable and
realistic program to achieve the fair cash valuation of property in accordance with
constitutional and statutory requirements. The nature and extent of that program will depend
on the assessors’ analysis and consideration of many factors, including, but not limited to, the
status of the existing valuation system, the results of an in‐depth sales ratio study, and the
accuracy of existing property record information. Every three years, assessors must submit
property values to the DOR for certification. Assessors must also maintain fair cash values in the
years between certifications so that each taxpayer in the community pays his or her share of
the cost of local government in proportion to the value of his property. (See Triennial
Certification)
Revenue Anticipation Borrowing: Cities, towns, and districts may issue temporary notes in
anticipation of taxes (TANs) or other revenue (RANs). The amount of this type of borrowing is
limited to the total of the prior year’s tax levy, the net amount collected in motor vehicle and
trailer excise in the prior year and payments made by the Commonwealth in lieu of taxes in the
prior year. According to MGL Ch. 44 s 4, cities, towns and districts may borrow for up to one
year in anticipation of such revenue.
Revenue Anticipation Note (RAN): A short‐term loan issued to be paid off by revenues, such as
tax collections and state aid. RANs are full faith and credit obligations. (See Bond Anticipation
Note)
Revenue Bond: A bond payable from and secured solely by specific revenues and thereby not a
full faith and credit obligation.
Revolving Fund: Allows a community to raise revenues from a specific service and use those
revenues without appropriation to support the service. For departmental revolving funds, MGL
Ch. 44 §53E½ stipulates that each fund must be set up by by‐law and that a limit on the total
amount that may be spent from each fund must be established at that time. Wages or salaries
for full‐time employees may be paid from the revolving fund only if the fund is also charged for
all associated fringe benefits.
S
Sale of Cemetery Lots Fund: A fund established to account for proceeds of the sale of cemetery
lots. The proceeds may only be appropriated to pay for the cost of the land, its care, and
improvement or the enlargement of the cemetery under provisions of MGL Ch. 114 §15.
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Sale of Real Estate Fund: A fund established to account for the proceeds of the sale of
municipal real estate other than proceeds acquired through tax title foreclosure. MGL Chapter
44 s 63 states that such proceeds shall be applied first to the retirement of debt on the
property sold. In the absence of such debt, funds may generally be used for purposes for which
the town or city is authorized to borrow for a period of five years or more.
Security: For Massachusetts municipalities, bonds or notes evidencing a legal debt on the part
of the issuer.
Special Assessments: (See Betterments)
Special Exclusion: For a few limited capital purposes, a community may exceed its levy limit or
levy ceiling without voter approval. Presently, there are two special expenditure exclusions: 1)
water and sewer project debt service costs which reduce the water and sewer rates by the
same amount; and 2) a program to assist homeowners to repair or replace faulty septic
systems, remove underground fuel storage tanks, or remove dangerous levels of lead paint to
meet public health and safety code requirements. In the second special exclusion, homeowners
repay the municipality for the cost plus interest apportioned over a period of time, not to
exceed 20 years (similar to betterments).
Stabilization Fund: A fund designed to accumulate amounts for capital and other future
spending purposes, although it may be appropriated for any lawful purpose (MGL Ch. 40 §5B).
Communities may establish one or more stabilization funds for different purposes and may
appropriate into them in any year, and any interest shall be added to and become a part of the
funds. A two‐thirds vote of town meeting or City Council is required to establish, amend the
purpose of, or appropriate money to or from the stabilization fund. (See DOR IGR 04‐201)
Surplus Revenue: The amount by which cash, accounts receivable, and other assets exceed
liabilities and reserves.
T
Tax Rate: The amount of property tax stated in terms of a unit of the municipal tax base; for
example, $14.80 per $1,000 of assessed valuation of taxable real and personal property.
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Tax Rate Recapitulation Sheet (Recap Sheet): A document submitted by a city or town to the
DOR in order to set a property tax rate. The recap sheet shows all estimated revenues and
actual appropriations that affect the property tax rate. The recap sheet should be submitted to
the DOR by September 1 (in order to issue the first half semiannual property tax bills before
October 1) or by December 1 (in order to issue the third quarterly property tax bills before
January 1).
Tax Title (or Tax Taking): A collection procedure that secures a city or town's lien on real
property and protects the municipality's right to payment of overdue property taxes.
Otherwise, the lien expires if five years elapse from the January 1 assessment date and the
property has been transferred to another owner. If amounts remain outstanding on the
property after issuing a demand for overdue property taxes and after publishing a notice of tax
taking, the collector may take the property for the city or town. After properly recording the
instrument of taking, the collector transfers responsibility for collecting the overdue amounts
to the treasurer. After six months, the treasurer may initiate foreclosure proceedings
Tax Title Foreclosure: The procedure initiated by a city or town treasurer in Land Court or
through land of low value to obtain legal title to real property already in tax title and on which
property taxes are overdue. The treasurer must wait at least six months from the date of a tax
taking to initiate Land Court foreclosure proceedings (MGL Ch. 60 §65).
Triennial Certification: The Commissioner of Revenue, through the Bureau of Local Assessment,
is required to review local assessed values every three years and to certify that they represent
full and fair cash value (FFCV). Refer to MGL Ch. 40 §56 and Ch. 59 §2A(c).
Trust Fund: In general, a fund for money donated or transferred to a municipality with specific
instructions on its use. As custodian of trust funds, the treasurer invests and expends such
funds as stipulated by trust agreements, as directed by the commissioners of trust funds or by
town meeting. Both principal and interest may be used if the trust is established as an
expendable trust. For nonexpendable trust funds, only interest (not principal) may be expended
as directed.
U
Uncollected Funds: Recently deposited checks included in an account’s balance but drawn on
other banks and not yet credited by the Federal Reserve Bank or local clearinghouse to the
bank cashing the checks. (These funds may not be loaned or used as part of the bank’s reserves
and they are not available for disbursement.)
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Underride: A vote by a community to permanently decrease the tax levy limit. As such, it is the
opposite of an override. (See Override)
Undesignated Fund Balance: Monies in the various government funds as of June 30 that are
neither encumbered nor reserved, and are therefore available for expenditure once certified as
part of free cash.
Uniform Municipal Accounting System (UMAS): UMAS succeeds the so‐called Statutory System
(STAT) and is regarded as the professional standard for municipal accounting in Massachusetts.
As a uniform system for local governments, it conforms to Generally Accepted Accounting
Principles (GAAP), offers increased consistency in reporting and record‐keeping, as well as
enhanced comparability of data among cities and towns
Unreserved Fund Balance (Surplus Revenue Account): The amount by which cash, accounts
receivable, and other assets exceed liabilities and restricted reserves. It is akin to a
"stockholders’ equity" account on a corporate balance sheet. It is not, however, available for
appropriation in full because a portion of the assets listed as "accounts receivable" may be
taxes receivable and uncollected. (See Free Cash)
V
Valuation (100 Percent): The legal requirement that a community’s assessed value on property
must reflect its market or full and fair cash value.
W
Warrant: An authorization for an action. For example, a town meeting warrant establishes the
matters that may be acted on by that town meeting. A treasury warrant authorizes the
treasurer to pay specific bills. The assessors’ warrant authorizes the tax collector to collect taxes
in the amount and from the persons listed, respectively

181

APPENDIX B
FUND DESCRIPTIONS & BALANCES

182

Fund Descriptions
The financial operations of the city are organized into funds and account groups, each of which
is a separate fiscal and accounting entity. All revenues received or expenditures made by the
city are accounted for through one of the funds or account groups listed below.
Governmental Funds
Most city functions are financed through what are called Governmental Funds. These are the
activities generally supported by “non‐exchange” revenue, such as taxes. There are four types
of governmental funds maintained by the city: the General Fund, Special Revenue Funds,
Permanent Funds, and the Capital Project Funds.
General Fund: The General Fund is the major operating fund of the city government and it
encompasses a majority of city operations, and it is defined as covering all resources that are
not required to be accounted for elsewhere. The General Fund is supported by revenues from
real estate & personal property taxes, state aid, excise taxes, investment income, fines &
forfeitures, and fees & charges. Most of the city’s departments including the Schools are
supported in whole or in part by the General Fund.
Special Revenue Funds: Special Revenue Funds are used to account for revenues that are
legally restricted to specific purposes, with the exception of major capital projects and
permanent funds. These revenues must be accounted for separately from the General Fund for
a variety of reasons, and often span multiple fiscal years. The city’s Special Revenue Funds are
grouped into five categories:
Revolving Funds: Revolving Funds allow the city to raise revenues from a specific
program and use those revenues to support the program without appropriation.
Revolving Funds are established by statute or by‐law. The city maintains revolving funds
for a number of purposes including School Department, Parks and Recreation, Animal
Control, and the School Lunch Program.
Receipts Reserved for Appropriation: The funds in this grouping are restricted to a
specific use by statute and also require an appropriation by the City Council. These
funds include property insurance claims greater than $100,000, monies from Cemetery
sale of lots and graves, and Sale of Real Estate.
School Grants: The School Grant Funds account for specially financed education
programs using revenue from grants received from the Federal or State government.
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These include the State Kindergarten Enhancement grant, the State Special Education
Revolving Fund (Circuit Breaker), and Federal Title I and Title IIA grants.
Other Intergovernmental Funds: These funds account for revenues received by the city
from the Federal or State government for specific purposes other than education. These
include a variety of grants such as the Chapter 90 Highway Program, State Election
Grants, State Library Aid, and the Elderly Formula Grant.
Other Special Revenue Funds: These funds account for any other miscellaneous special
revenues not included in the previous categories. These include private donations for
specific purposes, such as grants received from private or non‐profit foundations, gifts
made to specific departments, and payments from developers for infrastructure
improvements related to proposed projects. This category also includes the Community
Preservation Fund and the Conservation Fund.
Permanent Funds: Permanent Funds are used to report resources that are legally restricted to
the extent that only earnings, and not principal, may be used to support the government and its
citizens. Many times, such funds are referred to as ‘Trust” funds, and the acceptance of such
funds generally involves acceptance by City Council for each fund’s individual requirements.
There are two accounts associated with each permanent fund, the expendable income, and the
non‐expendable principal.
Expendable Trust Funds: This heading accounts for the expendable income portion of
the permanent funds. This heading is also used to account for funds received by the city
in a trustee capacity where both the principal and earnings of the fund may be
expended on a restricted basis for the benefit of the city or its Citizens. This includes the
Scholarship Tax Check‐off Fund and the Elderly/Disabled Fund.
Non‐expendable Trusts: are used to account for trusts where the principal must remain
intact. Generally income earned on the non‐expendable trust principal may be
expended in accordance with the conditions of a trust instrument or statute, and is
accounted for in the previous category. An example is the Cemetery Department’s
Perpetual Care Trust.
Capital Project Funds: The Capital Project Funds are used to account for monies used for the
acquisition or construction of major capital facilities (buildings, roads, etc.) other than those
financed by other dedicated funds, such as the Community Preservation Act Fund or Chapter 90
Highway Funds. In addition to “projects,” the city’s Capital Stabilization Funds also account for
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capital outlay for items purchased pursuant to the city’s capital plan, such as Departmental
Equipment. The primary source of funding for these funds is proceeds from the city’s issuance
of bonds, but may also be derived from private sources, grants, or transfers from other city
funds.
Proprietary (Enterprise) Funds
Proprietary Funds cover the city’s “business‐type” activities and are referred to as such in the
financial statements. These statements comprise the Water and Sewer Enterprise Funds of the
city. All direct and indirect costs including the overhead of each service are intended to be
captured by user fees and/or general fund subsidies. These funds account for their own fixed
assets and long‐term liabilities. Although the long‐term debt of the funds is ultimately the legal
obligation of the general fund, it is budgeted and paid for by the Enterprise Fund for which the
project was approved. City Council has approved the use of the Enterprise Fund accounting for
the Water, Sewer, and Solid Waste utilities. However, for the purposes of the financial
statements only the Water and Sewer Funds are considered “business‐type” activities.
Fiduciary Funds
Fiduciary funds are used to account for resources held for the benefit of parties outside of the
government. The city is the trustee, or fiduciary, and the government and its citizenry do not
benefit directly from such funds. This means that the city is responsible for assets in a purely
custodial manner that can be used only for the trust beneficiaries and Agency Funds. Under this
heading the city maintains only Agency Funds, such funds for “special detail” for overtime labor
billed to outside parties, collection of Deputy Fees payable to the Deputy Collector, firearms
licenses payable to the Commonwealth, and fees derived from and expenses related to the use
of school facilities by outside parties.
Account Groups
The last category of fund account entities maintained by the city is the Account Groups. For
which there are two, the General Long‐term Debt Account Group and the General Fixed Assets
Account Group.
The first of these groups is the General Long‐term Debt Account Group which accounts for the
balances due on long‐term debt that the city has approved. The liabilities accounted for in this
fund extend to future years, versus those that affect the current year alone shown in other
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funds. When borrowing is approved the liability is increased in this fund, and when debt is paid
down or rescinded the liability is reduced.
The second of these groups is the General Fixed Asset Account Group. As infrastructure is
developed, construction completed, and capital outlays are made, the city’s inventory of Fixed
Assets is increased. The value of these assets is then depreciated on a fixed schedule annually.
Basis of Accounting
By necessity, the city produces financial reports that have different bases of accounting. Since
the goal of financial reporting is to provide useful information to its users, the measurement
focuses of reporting must change with respect to the needs of the audience. The day to day
method of accounting used by the city is UMAS, the Commonwealth of Massachusetts’
Universal Municipal Accounting System. This accounting system is prescribed by the
Commonwealth of Massachusetts Department of Revenue and is intended to demonstrate
compliance with state statutes and local near‐term decisions (e.g. budget). This system
prescribes the use of the modified accrual basis of accounting, which is the basis used by all
governmental fund types. Under the modified accrual basis, revenues are recognized when
susceptible to accrual (i.e. when they become both measurable and available). “Measurable”
means the amount of the transaction can be determined and “available” means collectible
within the current period or soon enough thereafter to be used to pay liabilities of the current
period. The city considers that property taxes are available if they are collected within 60 days
after year‐end. Expenditures are recorded when the liability is incurred. Principal and interest
on general long‐term debt are recorded as liabilities in the fiscal years that the payments are
due. The full accrual basis of accounting is used for the city’s financial statements, which are
produced based on generally accepted accounting principles (GAAP). The statements report
information about the city with a broad overview. The statements use accounting methods
most similar to those used by a private‐sector business and are typically used to demonstrate
the long‐term financial position of the city. The users of this information are often bond rating
agencies and others seeking information consistent with entities in other states. The
Government Accounting Standards Board (GASB) issues guidance for how GAAP based financial
statements should be prepared for government entities. The accrual basis of accounting is
utilized by the proprietary and agency funds. Under this method, revenues are recorded when
earned and expenses are recorded at the time liabilities are incurred
186

Budgeting
An annual budget is adopted for the city’s General, Community Preservation Act, and Enterprise
Funds. Although legislative approval is required for capital projects, borrowing authorizations,
annual budgets are not prepared for any other fund.
The city’s annual budget is adopted on a statutory basis, specific to the Commonwealth of
Massachusetts, and it differs in some respects from GAAP. The major differences between the
budget and GAAP basis are that:
1. Budgeted revenues are recorded when cash is received, except for real estate and
personal property taxes, which are recorded as revenue when levied (budget), as
opposed to when susceptible to accrual (GAAP).
2. For the budget, encumbrances are treated as expenditures in the year the
commitment is made. Also, certain appropriations, known as special articles, do not
lapse and are treated as budgetary expenditures in the year they are authorized as
opposed to when the liability is actually incurred (GAAP).
3. The depreciation of Fixed Assets is not recognized as a current expense on a
budgetary basis, except to the extent that actual maintenance costs are included in
departmental budgets.
Following are three tables which are excerpted from the city’s financial statements prepared on
a GAAP basis. These tables display the results of operations for the fiscal year ending June 30,
2017. There’s one table for Governmental Funds and one for Proprietary Funds. Since Fiduciary
funds do not involve the measurement of operations, there is no corresponding table for that
grouping.
Under GASB Statement 34, and further by Statement 54, “Major Funds” are defined as
individual funds that have a reached a significant threshold with respect to total fund balance,
and have dedicated revenue sources. “Major Funds” must be shown separately from the
general fund. The remaining individual funds are aggregated in the “Non‐major” category for
the purposes of the financial statements. The third and final table displayed is the statement for
the “Non‐major” Governmental Funds.
187

188

189

190

191

APPENDIX C
Enterprise Indirect Charges

192

Page 1 of 4
Enterprise Cost Assessment:

The FY2019 budget allocated the DPW Administrative budget cost based on the relative percentage relationship between the seven
primary public works operation centers. This process assures accurate assessment of these costs and assumes the budgets of these
major departments reflect the relative level of work required from the support staff involved in their direct administration. Once this
relationship is calculated, the relative percentage attributable to enterprises is equally divided between both the water and sewer receipts.
In FY 19 the ratio of fund appropriated to the primary operating areas, including engineering, highway, snow, motor repair and three
enterprises is 67%.
Also reflected in this section of the budget is the percentage of costs in Highway and Motor Repair that are expended to support the
enterprises, as calculated by the Director of the Department of Public Works and his staff.
For the FY 2019 budget these percentages remain, as follows:
Highway: 15% Water 8% Sewer

Motor Repair: 13% Water 13% Sewer
In addition, engineering support is provided to the enterprise operations on an ongoing basis. This percentage remains at 30% of the
budget and includes associated departmental expenses in the calculation. Finally, the motor fuel account is calculated based on actual
FY 17 consumption and the average cost per gallon as of January 2018.
Public WorkWater & Sewer Appropriation FY19

Water Enterprise
4010 DPW Administration Percentage 67% 171,938.00 0.50 57,599.23
4100 DPW Motor Fuel Actual use 1.00 6,508.57
4110 DPW Engineering Percentage 30% 143,892.00 1.00 43,167.60
4210 DPW Highway Percentage 15% 632,382.00 1.00 94,857.30
4250 DPW Motor Repair Percentage 13% 109,458.00 1.00 14,229.54
Total Water 216,362.24
Sewer Enterprise
4010 DPW Administration Percentage 67% 171,938.00 0.50 57,599.23
4100 DPW Motor Fuel Actual use 1.00 13,703.07
4110 DPW Engineering Percentage 30% 143,892.00 1.00 43,167.60
4210 DPW Highway Percentage 8% 632,382.00 1.00 50,590.56
4250 DPW Motor Repair Percentage 13% 109,458.00 1.00 14,229.54
Total Sewer/WWTP 179,290.00
Total Enterprise Charges for Public Works 395,652.23

Page 2 of 4
Enterprise Cost Assessment:

The employee benefit charges associated with enterprises are the actual costs for employees who work in, or have retired from the water,
sewer and waste water departments. These amounts are calculated to accurately reflect the true expenses resulting from employment
in these departments. The workers comp and liability insurances are estimated on the prior year premium plus the expected increase
in the cost of insurance for 2019.
Water & Sewer 2019

Water Enterprise
9111 Retirement Assessment actual 100% 102,160.00
9120 Workers Comp estimated 100% 8,933.12
9121 Medicare Contribution actual 1.45% 5,448.77
9140 32B Insurance actual 100% 120,375.98
9450 Liability Insurance estimated 100% 27,340.19
264,258.06
Sewer Enterprise (includes WWTP)

9111 Retirement Assessment actual 100% 174,029.00
9120 Workers Comp estimated 100% 27,142.40
9121 Medicare Contribution actual 1.45% 10,974.27
9140 32B Insurance actual 100% 216,924.12
9450 Liability Insurance estimated 100% 5,974.85
435,044.64
Total Water/Sewer Enterprise 699,302.69

Page 3 of 4
Indirect Enterprise Cost Assessment
Ratio 1 is based on the Enterprise Revenue/Expenditure budget compared to the total revenue/expenditure budget (10%)
Water Salaries are 33% of Enterprise Salaries, and Sewer/WWTP Salaries are 67% of Enterprise Salaries.
Ratio 2 is based on the Enterprise % of total bills from tax collections, water and sewer. ( 34%)
This is then applied to the salaries in collections and postage expense.
The cost of billing software and forms are actual cost and the form cost is deducted from Computer Dept.
Building Maintenance is 1/4 of four buildings, 33% for one of three floors, divided by 20 (approx.) rooms times 69%.
(Enterprise % of D.P.W.)
Water/Sewer Enterprise FY 19
Water Enterprise
1210 Mayor Ratio 1 10% 128,200.00 50% 6,410.00
1350 City Auditor Ratio 1 10% 134,015.00 50% 6,700.75
1410 Assessor Ratio 1 10% 97,721.00 50% 4,886.05
1450 Payroll/Treas Exp Ratio 1 10% 257,131.72 50% 12,856.59
1450 Collections Ratio 2 34% 103,949.60 50% 17,671.43
1450 Billing Software/forms Actual 7,095.00 50% 3,547.50
1451 Computer Ratio 1 10% 207,148.00 50% 10,357.40
1510 City Attorney Ratio 1 10% 50,000.00 50% 2,500.00
1520 Personnel (Salary %) Ratio 1 10% 152,935.00 33% 5,046.86
1920 Building Maintenance pro-rated 283,714.00 50% 407.06
-
Total Water Enterprise 70,383.64
Sewer Enterprise
1210 Mayor Ratio 1 10% 128,200.00 50% 6,410.00
1350 City Auditor Ratio 1 10% 134,015.00 50% 6,700.75
1410 Assessor Ratio 1 10% 97,721.00 50% 4,886.05
1450 Payroll/Treas Exp Ratio 1 10% 257,131.72 50% 12,856.59
1450 Collections Ratio 2 34% 83,949.60 50% 14,271.43
1450 Billing Software/Forms Actual 7,095.00 50% 3,547.50
1451 Computer Ratio 1 10% 207,148.00 50% 10,357.40
1510 City Attorney Ratio 1 10% 50,000.00 50% 2,500.00
1520 Personnel (Salary %) Ratio 1 10% 152,935.00 67% 10,246.65
1920 Building Maintenance pro-rated 283,714.00 50% 407.06
-
72,183.43
Total Water/Sewer Enterprise 142,567.06

Page 4 of 4
Debt - Water, Sewer, Retained Earnings
Water/Sewer Enterprise
Water Enterprise FY 19
Principal 7100 100% 110,210.00
Interest 7500 100% 6,983.63
Total Water 117,193.63
Sewer/WWTP Enterprise
Principal 7100 100% 321,345.22
Interest 7500 100% 78,510.83
Total Sewer 399,856.05
Retained Earnings
Principal 7100 -
Interest 7500 -
Total Retained Earnings -
Total Enterprise Debt 517,049.68
Total Enterprise Indirect Cost 1,754,571.67

APPENDIX D
Net School Spending

194

Page 1 of 2
Municipal Education Spending for FY 2019:
Net School Spending
Admin allocation: Expenditures Sub totals

Auditor salary & exp 134,015.00
Computer (one salary, KVS software, backups, maint.) 44,392.65
HR Employee Administration 76,467.50
Treasurer (less tax title, payroll, collections ) 117,456.32
Total indirect allocations 372,331.47
percent allocation (percent of tax levy FY 2017) 0.38
Admin allocation 141,485.96 141,485.96
Other:
Personnel (Insurance Amin.) 32,651.62
Payroll processing at 57%) 44,649.66
School resource officer (at 83%) (based on FY18 rates) 54,821.10
Park Field Use Agreement 8,859.70
Building Op. Expense 1/4 @ 30% (50 Payson 3rd floor) 19,977.15
4100 Fuel (per budget formula) 3,388.15
4230 Snow 29,632.40
4230 Sanding 16,200.00
4400 sewer 26,247.48
4500 water 16,147.20
252,574.46 252,574.46
Actual:
EMPLOYEE BENEFITS:
9111 ‐ CONTRIBUTORY RETIREMENT (per PERAC) 721,063.00
9120 ‐ WORKERS COMPENSATION (ACTUAL BUDGET ) 82,687.50
9121 ‐ MEDICARE TAX (ACTUAL BUDGET) 170,000.00
9140 ‐ CHAPTER 32B INSURANCE (ACTUAL BUDGET) 2,262,609.60
9450 ‐ LIABILITY INSURANCE (ACTUAL BUDGET) 88,206.84
9511 ‐ UNEMPLOYMENT COMP. (ACTUAL BUDGET at 64% ) 32,000.00
3,356,566.94 3,356,566.94
School Choice/Charter School Payments/SPED 2,375,657.00

Less: School Revenue (Charter reimb.) (192,499.00)
2,183,158.00 2,183,158.00
Total Net municpal spending for FY 2019 5,933,785.36
School Net School Spending as proposed in the 2019 budget $ 16,264,165.00
Total Net Education Spending FY 2019 $ 22,197,950.36
Page 2 of 2
Municipal Education Spending for FY 2019:
Net School Spending
Non‐Net Spending
Expenditures Sub totals

1450 Ret. Emp. Benefit Admin. 20,875.63
School Crossing Guards 39,600.00
6500 Park Facilities Use (rental & bathroom fees) 4,150.00
7570 ‐ HS Debt Principal Payment 700,000.00
7570 ‐ Excluded HS State House Note Principal 200,000.00
7580 ‐ HS Debt Interest Payment 365,750.00
7580 ‐Excluded HS State House Note Interest 11,700.00
7560 ‐ New School BAN Principal Payment 150,000.00
7520 ‐ New School BAN Interest Payment 6,500.00
Ch 32B Retiree Insurance 690,619.25
Tota City Non‐Net Education Spending FY 2019 2,189,194.88 $ 2,189,194.88
Proposed school non‐net spending appropriation in $ 968,633.00
2019 budget
Total Non‐Net Education Spending ‐ FY 2019 $ 3,157,827.88
TOTAL ESTIMATED EDUCATION SPENDING FOR FY 2019 $ 25,355,778.24
Note: Total education spending for FY 2018 was projected to be $24,712,989.86
This budget represents an increase of: 2.60%
FY 2019 ‐ Total Indirect Municipal Appropriation ‐
in support of the public school system operation $ 8,122,980.24
FY 2019 ‐ Net Spending Excess ‐ dollars in excess of minimum required net spending
under education reform Required $20,018,106 $ 2,179,844.36
FY 2019 ‐ Change in Net Spending ‐ compared to prior year estimated net spending,
includes municipal spending (FY18 $21,586,352.30) $ 611,598.06
FY 2019 Net Per Pupil Spending ‐ (based on a locally estimated population $ 14,565.58

of 1524 students in school budget ‐ K‐12)
FY 2019 Net Per Pupil Spending ‐ based on D.O.E. foundation
entrollment of 1636 students $ 13,568.43
(DOE estimated Foundation Enrollment includes pre‐K thru 12, vocational
school placements and out of district SPED enrollment)
FY19 DOE Foundation Budget per pupil = $10,922.00

APPENDIX E
School Budget Detail

196

APPENDIX F
Priority Project List

198

EASTHAMPTON CPA – PRIORITY PROJECT LISTS
The following lists, submitted by public and private organizations with an interest in community preservation
in Easthampton, illustrate the types of projects that might come to the CPA for funding in the near future.
These lists do not necessarily represent the CPC’s goals or priorities; the Committee is not obligated to fund
any of the projects listed below and may fund other projects. Each list is ordered from highest to lowest
priority by their respective organization. The dates in parenthesis indicate the most recent year that that
organization submitted an update to their list. Approximate project costs are included if they were provided
by that organization.
AFFORDABLE & FAIR HOUSING PARTNERSHIP (2016)
Janna Tetreault, jannatetreault@hotmail.com
 Continue housing rehabilitation program for low‐ and moderate‐income homeowners
 Use CPA funds to make capital improvements at the Town Lodging House
 Use CPA funds to acquire land from property owners who are willing to give land to the
city for creation of affordable housing
 Use CPA funds to hire a consultant or develop a guide to establish procedures and best
practices that would enable property owners to do small affordable housing projects on
small infill lots or within existing homes or buildings
 Continue to use CPA to provide down payment assistance to first‐time homebuyers (up to
100% AMI)
 Explore opportunities to use CPA funds to supplement existing rental support programs
that offer help to people with first, last and security deposits
AGRICULTURAL COMMISSION (2017)
Russell Braen, russell@parkhillorchard.com
 Acquisition or protection of agricultural land on Park Hill that connects or adds to contiguous
protected land as opportunities arise; for example, the small farm between Echodale and the
Laurin's farm
 Expand the network of farmland throughout the city as other opportunities arise
199

COMMUNITY GARDEN COMMITTEE (2017)
Grace Mrowicki, grace.mrowicki@gmail.com
 Site prep/work at install location for a small donated greenhouse
 Installation of bathroom facility (single composting toilet)
 Creation of new community garden within the downtown area
CONSERVATION COMMISSION (2017)
Melissa Coady, conservation@easthampton.org
 Baseline documentation and reports for all city‐owned open space properties
 Create citywide recreation guide/brochure with property information and trail maps
 Increase access through signage at all conservation land
 Future recreational & educational programming at Echodale Orchard
HISTORICAL COMMISSION (2017)
Mike Czerwiec, historical@easthampton.org
John Bruner, jbruner@hampshire.edu
 Update listings of structures around the city that are over 50 years old
 Ground Penetrating Radar (GPR) survey of historic sites:
 Original settlement area at Clapp St and Fort Hill Rd ~$15,000 (2015 estimate)
 Native American settlement at the Oxbow
 Native American fort on Mt. Tom
 Cemetery inventories and preservation, especially at the East Street Cemetery
 Old waterworks building on Hendrick Street: historic architectural study and re‐use plan
HOUSING AUTHORITY (2016)
Deb Walker, deborah@etonhousing.com
 Replace four sets of stairs at Dickinson Court ~$4,000 (2014 estimate)
 ADA improvements to Cliffview Laundry Room ~$70,000 (2016 estimate)
200

KESTREL LAND TRUST (2017)
Mark Wamsley, www.kestreltrust.org
 CR on undeveloped land on Reservation Rd
MANHAN RAIL TRAIL COMMITTEE (2017)
Barbara LaBombard, cityclerk@easthampton.org
Scott Cavanaugh, manhanrailtrail.org
 Increase and improve connections from the rail trail to popular destinations such as parks and
schools
 Create new trails and spurs to the Plains and New city neighborhoods
PARKS AND RECREATION (2017)
John Mason, parksandrec@easthampton.org
Note: all cost estimates in this list are from 2017
 Nonotuck Park Playground phase 2 ($30,000)
 Parking and walkways (add $25,000)
 Fencing (add $5,000)
 Stone Building Bath House Renovation ($300,000)
 Removal and replacement of old plumbing and fixtures ($150,000)
 Preservation and restoration of exterior historical stonework ($100,000)
 Interior finish work ($50,000)
 Nonotuck Pool Reconstruction ($1,000,000)
 Replace pool deck, pumps, pipes, & plumbing
 Refurbish pool bathhouse
 Install rubber membrane on the bottom of the pool to seal cracks
 Plain & Strong Streets Playground: multiuse basketball/pickle ball courts ($100,000)
 Install asphalt playing surface ($80,000)
 Paint lines basketball & pickleball ($8,000)
201

 2 basketball hoops & 2 benches ($12,000)
 Parson & Federal Streets Park: new playground structure ($70,000)
 Large playground structure ($50,000)
 Small playground pieces ($15,000)
 Safety surfacing ($5,000)
 Nonotuck Park Athletic Fields: bleachers & benches ($36,000)
 8 bleachers & benches ($3,000 each)
 Concrete and installation ($12,000)
PASCOMMUCK CONSERVATION TRUST (2017)
John Bator, president, www.pctland.org
 Trail improvements and signage at the Old Trolley Line Conservation Area ~$15,000
 Permanent protection of city‐owned parcel bordering Holyoke St and Hendrick St
 Preservation/protection of meadow and forest land along the Manhan River
 Protection/preservation of land along East Street (the foothills of Mt. Tom)
SCHOOL DEPARTMENT (2017)
Nancy Follansbee, nfollansbee@epsd.us
 Easthampton High School: Construct an outdoor ropes course
OTHER CITY DEPARTMENTS & CITY ADMINISTRATION (2017)
Mayor Karen Cadieux, mayor@easthampton.org
Jessica Allan, allanj@easthampton.org
 Protection / acquisition of open space land & water supply in priority areas as opportunities
arise
 Historic Town Hall: elevator & 2nd floor renovation ~$4.5M (many funding sources)
 Continued preservation of City Clerk Vital Records ‐ birth, marriage, and death certificates
~$12,000 (2016 estimate)
 Signage at all CPA funded projects and properties
202

 Create new pocket parks in neighborhoods that lack access to green open space
 White Brook siltation weir & sedimentation basin for water entering Nash Pond
 Town Lodging House renovation
 EMILY WILLISTON LIBRARY (2016)
 Nora Blake, ewmlibrary.org
 Janice Doppler, (library board member)
 Exterior renovation of historic building: repointing bricks, repair / replacement windows, A/C,
and possibly more
 LATHROP COMMUNITIES, LAND CONSERVATION COMMITTEE (2017)
 Barbara Walvoord, lathropland.wordpress.com
 Invasive plant removal along Bassett Brook and throughout the open space on the Lathrop
property ~$60,000 ‐ 80,000 (2016 estimate)
203

Easthampton MA Fiscal 2019 Municipal Budget

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Easthampton MA Fiscal 2019 Municipal Budget

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Revenues BUDGET % of %

Cherry Sheet Taxes Local Reciepts CPA Enterprise

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

Day Shift Relief Eve Shift Eve Shift Relief Mid Shift

(5) Day Shift (5) Eve Shift Court Officer K9 Officer and (5) Mid Shift

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

Department 2100‐ Police (continued)

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

A Group B Group C Group D Group Fire Prevention

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

Part‐time Part‐time Plumbing Sealer of Weights

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

Highway Motor Repairr 2 Enginnerings

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

Fiscal Year Exclusion Enterprise General Total

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND

ACTUAL FY2016 ACTUAL ORIGINAL REQUESTED RECOMMEND