Canton, Massachusetts · Saved source text
February 12, 2025, Finance Committee Meeting - Virtual Meeting. Minutes
Saved text from 15 source pages. Transcription and OCR may contain errors; verify figures and wording against the original. Retrieved 2026-10-15.
Source page 1
Canton Finance Committee Minutes Voted on: 3/5/25 801 Washington Street Vote: 7-0-0 Canton, MA 02021 Finance Committee Meeting Minutes February 12, 2025 Virtual Meeting Finance Committee Members Present: Dave Clough, Dan Cole, John Leonetti, Emilio Mauro, Reuki Schutt and Cindy Thomas. Finance Committee Members absent: Kristin Mirliani and Maureen Menconi. Guests Present: Sue Desjardins, Assistant Treasurer/Collector Helena Rafferty, Chief of Police Charlie Doody, Town Administrator Wendall Robery, Chief of Fire Department Jen Kemalian, Assistant Town Administrator Randy Scollins, Ill, Finance Director Jody Middleton, Human Resource Director Ellen Jones, Recording Secretary Call Meeting to Order: Mr. Mauro called the virtual meeting to order at 7:00 p.m. Mr. Mauro introduced the Finance Committee members and the guests that were present at the virtual meeting. New Business: Discussion — Executive Office Budgets — F26 Budget Requests — Charlie Doody & Jen Kemalian Discussion — 129 — Executive Office - FY26 Budget Request The Administrative Secretary Salary (Ms. Kemalian’s former title before being promoted to Assistant Town Administrator) is increasing $4,169 from $116,281 to $120,450 (this includes her contractual 20-year step increase). Longevity Increase — An increase from $2,700 to $4,450 for FY26. This is for Mr. Doody’s longevity increase for being employed with the Town for 30 years. Communication Specialist — An increase of $20,400 from $9,600 to $30,000 for FY26. Mr. Doody stated that this is the most significant request in the Executive Office budget. This request is to add a 20-hour benefits eligible position to the Executive Office budget. He further stated that this position would manage the organization's communication, strategy and public image. He stated that the Town needs to do a better job in communicating clear, consistent, accurate, effective, timely information to the public. Some of the items that a Communications Specialist would handle right away would be to write press releases, create statements that the Select Board would issue, manage social media and correct misinformation that often is found on public websites, Facebook pages, blogs etc. Mr. Doody’s experience over the past two years has made it clear that the Town really does not have the “bandwidth” to do this job effectively. Currently, Ms. Kemalian, Mr. Doody, Ms. Bogue and Ms. Levitsky try to manage the communications to the Town. Because of all the other responsibilities that they have it is difficult for them to manage the communications in a timely manner. They have experienced over the past few years the inability to react in a timely manner to correct inaccuracies that are in the various social media platforms. By the time their office becomes aware of these inaccuracies, it is often too late to correct. If information is not correct that day or that hour then it becomes too late. Mr. Doody stated that many of the residents consume information in a different way from different sources, in particular the young population, from social media, websites, blogs, YouTube, Instagram etc. It is his opinion that these platforms are the things that are missing from a communications standpoint. The Communications Specialist would be responsible for managing all the different platforms and making sure the Town is communicating effectively. The Town engages the services of a public relations firm in Canton called JGPR (John Guilfoyle Public Relations) for approximately $9,600 per year (contract expiring). The $9,600 will be shifted for the Communications Specialist Salary. The increase would be $20,400 for an annual FY26 salary of $30,000. Mr. Mauro, the Finance Committee Liaison to the Executive Office, spoke in support for the hiring of a Communications Specialist as a great opportunity for the Town to make sure that the Town has the communication capacity, especially FINCOM 20250212 Final Minutes WRS EM DVC .docx Page 1 of 9 2/17/25
Source page 2
given the different outlets of communications today. He also stated that as a Finance Committee member and the Chair of the Master Plan Implementation Committee that this would be a great opportunity for public services, not just to correct information, but to let people know more effectively what is going on in the Town. He also sees this as an opportunity to increase the public participation and opportunity to have full, correct information in a real time way. Inter- government communication can improve, as various committees and departments can have a better sense of what other departments are doing as well as getting their messages out as needed. Mr. Clough stated that it sounds like there may be three primary functions of the Communications Specialist position: to write press releases, to write Select Board statements and to correct misinformation on social media. He stated that he thinks this position is primarily geared toward being the "arbiter of truth on Facebook”. He is concerned that this could be problematic for the Town to get involved with and could have free speech implications and that they could continue to send messaging/information as they are now. It is his opinion that the $20,000 may be a waste and that the $10,000 would be sufficient to handle a press release per month. Further, having viewed the Canton related content on https://igpr.net/tag/canton, Mr. Clough noted only approximately a dozen posts in the last year by the current public relations firm. The funds proposed here could be used in other budgets. He is also concerned at the rate the Executive Office is growing with regard to spending as compared to the prior administration. He spoke in opposition of the $20,000 appropriation for the Communications Specialist. Mr. Doody responded that Mr. Clough’s comments were the reason why the Town needs a Communications Specialist because there is so much going on in the Town and the Executive Office needs a Communications Specialist to communicate what is going on to the public more effectively. He also stated that the JGPR public relations firm released more than 12 press releases in a year and that one or two were related to the Police Audit and others were related to the Serenity Garden project, the Menorah Lighting, and the Veterans’ breakfast, among other postings, but these posts did not meet the Town need for capacity. Ms. Kemalian wanted to make sure that Mr. Clough understood that this is not just a Communications Specialist for the Executive Office and that this position would be a Communications Specialist for the entire Town of Canton. The individual would not only be focused on the Executive Office and the Select Board but would also be focused on communications from all Town boards and committees, all Town-wide events and any matters that need to be communicated to residents and businesses not just for the Select Board. Mr. Clough responded that the Town is already compensating employees for posting on social media, such as the Paul Revere Heritage Site and the Community Preservation Committee in their roles for specific departments or committees respectively. In his opinion, this communications position is not necessary. Mr. Mauro assumes that the Communications Specialist would help the Town to expand communications capacity that the Town is unable to do at the current time and would allow better coordination of different departments communications and avoid inequities between departments Ms. Thomas commented on the website discussion and the Town's inability to keep the website up-to-date and have good, quality information that citizens would be looking for. Per Mr. Doody, the Communications Specialist would work closely with Mr. Jutras, Mr. Kelly and Ms. Musto of the Information Systems department for updating the website. Mr. Leonetti is supportive of the position request but having served on the Community Preservation Committee for 3/2 years allocating millions of dollars on projects for the community, every year the primary question was how to inform the community of the funds that are available and how to engage the community in projects that are worthy of those funds. This was a consistent ask and need with a few individuals checking the website and posting in the Canton Citizen for general awareness of the funds. After having some experience on the Community Preservation Committee and after conducting a survey many years ago the members were starting to question if they were communicating to the public enough, given that they had not heard from the public for 6-7 years. Mr. Leonetti appreciates Mr. Clough’s comments but stated that more speech is the answer for contributing to free speech and for those reasons 20 hours per week seems like a lot of time to “circle up” with the various Committee members to communicate with the public. He inquired if the Communications Specialist would be taking feedback and responding or would it be just outbound messages of press releases, and would the Specialist be engaging with the community or just messaging back to the community. Mr. Doody stated that the Community Specialist would have to be two-way communications, engaging department heads and committees to respond to their needs to get information out to the residents. Ms. Kemalian stated that there are many, many communities in Massachusetts that have Communications Specialists/Managers/Directors. If the funding is approved, the Executive Office would work with the HR Director and look at job descriptions from other Towns to see what would fit in Canton and how they are managed. Mr. Clough responded that he did some research and he could only find Cambridge and Boston that have a Communications FINCOM 20250212 Final Minutes WRS EM DVC .docx Page 2 of 9 2/17/25
Source page 3
Specialists. He is concerned that the primary function other than issuing press releases and Select Board statements would be correcting misinformation. He does not think it is in the government's capacity to be doing this. He cautions that it could be a messy situation getting into being “the arbiters of truth” on Facebook or Twitter and could have liabilities for the Town.” Mr. Doody appreciated everyone’s comments and questions regarding the Communications Specialist position and that it was very informative. With regard to the expense budget for the Executive Office the following FY26 budget increases are being requested: Printing and Binding $300 increase from $700 to $1,000. Office Supplies $250 increase from $2,500 to $2,750. In-state Travel $1,300 increase from $3,700 to $5,000 (for Mass Municipal conferences). Dues & Memberships $200 increase from $5,100 to $5,300 for MMA dues. Vehicle Maintenance (new item) $1,500 Mr. Doody agreed with Mr. Clough that the Massachusetts Municipal Association (MMA) is an excellent resource for information regarding a Communications Specialist as well as on-line training, various in-person conferences and services of that kind. Mr. Doody did not think the MMA offered any free communications services to the community comparable to the position being proposed in the budget, however, the MMA could be helpful in offering a job description services for the Communications Specialist. The FY26 budget request for the Executive Office represents a 5% increase over the FY26 base budget. Discussion — 151 — Town Counsel — FY26 Budget Request — No budget increase requested for FY26. Discussion — 195 — Town Reports — FY26 Budget Request — $350 increase from $3,150 to $3,500 for FY26. Discussion — 244 Sealer of Weights & Measures — FY26 Budget Request — No budget increase requested for FY26. Discussion — 422 — Street Lighting — FY26 Budget Request — No budget increase requested for FY26. Discussion — 946 — Town Insurance — FY26 Budget Request — Mr. Doody turned the discussion for Town Insurance over to Ms. Kemalian, who has responsibility for this budget. Ms. Kemalian reported that the FY26 budget increase for the Town Insurance is approximately 4%. The increases for the various budget line items are estimates received from the Town's insurance agent. The insurance companies are reluctant to provide actual projections too far in advance but these are the estimates from the insurance broker who has committed to finding the best costs available for all of the policies when the time comes to sign off on the policies. The broker has committed to these estimates or less than these numbers and has committed not to go over these estimates. Returning to the previous discussion regarding a Communications Specialist, Mr. Leonetti inquired of Mr. Doody if $30 per hour is enough for a skilled Communications Specialist. Mr. Doody stated that the position would not pay as high as in the private sector. He stated that a Communications Specialist for the government ranged from $66,000 to $110,000 per year. They did estimate on the lower end for the position to prove the concept. If they prove the concept then the hourly salary will increase down the road. The benefits for this position hold a value as well. Discussion — 910 — Employee Contract Benefit — FY26 Budget Request Ms. Middleton, HR Director, stated that Dept. 910 is the budget that holds all the employee contract benefits for unions and personal service contracts. For FY26, there is a new line item for good attendance ($24,000) for eight personal service contracts. There are approximately eight personal service contracts that do not currently receive this benefit. They are the only eight full-time employees within the Town side that did not have the good attendance benefit. At the end of the fiscal year, the employee receives a monetary benefit for their good attendance. This is to have internal equity for these eight employees. At the end of FY26, these payments would be made. The full amount of $24,000 is budgeted for FY26, but may not be paid out to all of the eight employees. Mr. Mauro thanked Mr. Doody, Ms. Kemalian and Ms. Middleton. Discussion — 145 — Treasurer/Collector — FY26 Budget Request Mr. Scollins provided background information regarding the Treasurer/Collector FY26 budget request of $12,600. The non-contractual item being requested is for an increase in hours from 35 hours to 40 hours per week. The reason for this request is primarily for succession planning. When Mr. Scollins retires, his recommendation to the Select Board and Town Administrator is that the structure be changed, which is allowed under the By-Laws, that the Department have a Finance Director / Town Accountant and elevate the Assistant Treasurer/Collector to the Treasurer Collector FINCOM 20250212 Final Minutes WRS EM DVC .docx Page 3 of 9 2/17/25
Source page 4
position. The reason for his recommendation is that it is the more common organizational structure in the state. Canton is a unique situation. Ms. Desjardins has been acting in her role as Assistant Treasurer/Collector for 20 years. Ms. Desjardins explained that her office has gained significant tasks recently. Rockland Trust, the Town’s payroll and vendor bank, recently had a retirement in their Reconciliation Department and they do not plan to fill that position. Communities are now taking on the reconciliations within the Town rather than have the bank do the reconciliations. It will give her department more control and flexibility to be able to reconcile daily or weekly instead of monthly. This will help her department to catch things early rather than waiting for the monthly statements to arrive. The other significant item that her department has taken on is the tax billing process. This used to reside with Mr. Jutras, the IT Director, and the responsibilities are now being included in the Assessing, Accounting and Tax Department. She is now handling the entire billing process from start to finish. The actual tax bills must be sent out in a timely manner or the Town will not be able to collect February's quarter. If the tax bills go out after December, the Town must wait until May to collect the payments, causing a cash flow problem. Mr. Scollins stated two other items that have added to the responsibilities to Ms. Desjardins office. The vendor and payroll bank have also added the responsibility of positive pay. Check files are sent to the bank which they cross reference all of the cashed checks against a file and if there are mismatches on the checks, it causes a daily routine/responsibility that used to be done by the bank. This function is being transferred by the bank to all towns. Another item that has changed is the tax title and foreclosure laws as a result of a U.S. Supreme Court decision. Ina foreclosure, the Town cannot keep excess equity. It must be returned to the owner of the foreclosed property. The state has now changed the rules on the tax lien process which, among other things, will impact the timing of when the Town files a tax lien at the Registry of Deeds. The Town must now physically post a tax foreclosure notice physically on the property. Mr. Mauro thanked Ms. Desjardins and Mr. Scollins for all that they do with the tax collection process and services. Discussion — Article 22 - Amend General By-Law (CAASA) Article XVI Section 24 Police Chief Rafferty is on the Canton Alliance Against Substance Abuse (CAASA) Committee. This article is to make a member of the Elder and Human Services Board a voting member on the CAASA Committee. Mr. Mauro inquired if it would be a concern to have the number of voting members on the CAASA Committee change from seven to an even number of eight members. Chief Rafferty did not see a problem with the even number. A motion made by Ms. Schutt that the Finance Committee recommend Article 22 as written in the warrant was seconded by Ms. Thomas. Mr. Clough stated his concern about the even number of voting members. Ms. Schutt stated that Chief Rafferty had already mentioned that to date there have been very few disputes or disagreements among the CAASA voting members and that it most likely would not be a problem. Roll Call Vote: Cindy Thomas Aye Dan Cole Aye Reuki Schutt Aye Dave Clough Aye John Leonetti Aye Emilio Mauro Aye Vote: 6-0-0. Ms. Thomas volunteered to write the ATM warrant discussion for Article 22. Discussion — 210 — Police Department Police Chief Rafferty is requesting the following budget increases for FY26: Sergeant Salary $90,757 New Traffic Sergeant to oversee Traffic Unit. Patrol Salary $252,160 4 new Patrol Officers. Overtime Salary $24,000 To keep up with Cost of Living Adjustments. Training Overtime $200,000 To keep up with mandated training under POST standards. Shift Overtime $141,000 To cover shifts due to being down 6 Patrol Officers. Overtime Replacement $90,000 LOD, Military replacement and contract provisions. Medical Exams — Transfer $1,978 Transfer into this line item to offer physical & psychological exams. Equipment for Personnel $7,200 In anticipation of hiring three new Patrol Officers. Training Programs Transfer $10,000 Anticipate 6 new hires over FY26 — academy tuition & field OT. Paid Holidays $20,000 Contractual. Mr. Clough cited a newspaper article that appeared last year in he thought the Boston Herald that reported on Canton Police Department overtime. He had noted a large figure for annual overtime (perhaps $300,000 or $400,000) and he was wondering whether this large amount of overtime was in the operating budget, a result of police details, or some other source. Chief Rafferty had not seen the article but assumed the large number, if accurate, was a result of private FINCOM 20250212 Final Minutes WRS EM DVC .docx Page 4 of 9 2/17/25
Source page 5
details beyond what was proposed in the operating budget for actual overtime, as a police detail assignment is an outside source from the operating budget, but might have been included in the cited figure. Mr. Clough also asked if the COLAs noted in the provided notes are part of overtime and wondered if that is part of Collective Bargaining Agreements rather than overtime pay. Chief Rafferty noted that while collective bargaining determines the salaries of police officers their overtime hourly rates reflect those contractual rates. However, the line item overtime requests do not always reflect the full contractual obligations for overtime when actually completed, which might be a reason for past deficits in the budget. Mr. Scollins also noted that what the chief mentioned was historically the case but there has been an effort to rectify this in recent years. Since he became the Finance Director, there has been an effort to allow overtime budgeting to reflect real salary requirements. However, there could still be some effects of that past practice. Mr. Cole, the Finance Committee Liaison to the Police Department, had an opportunity to meet with Chief Rafferty. Because the Police Chief is down six Police Officers and one on military leave the overtime budget line continues to be at a high cost in the budget. His suggestion is to be more aggressive at hiring new Patrol Officers. More Officers employed on a regular basis could help reduce the overtime costs. Mr. Cole believes there is a bit over counting/budgeting because of including hiring new Patrol Officers and including additional overtime. Four additional Patrol Officers would be great but if not at least attempt to hire one or two additional Patrol Officers. Mr. Scollins confirmed that if the Town was able to hire four additional Patrol Officers next year the additional shift overtime increase would not be needed. Ms. Rafferty stated that if she had to pick only two items on her “wish list” of budget requests it would be to hire at least two Patrol Officers and $200,000 for Training Overtime. Mr. Cole inquired as to the rate that the Town is charging for police details and would these rates include overhead costs such as benefits, administration, etc. Mr. Scollins confirmed that there are no benefits associated with detail pay. These are private assignments, which are billed and collected through the Police Department and paid through the Town's payroll office. With regard to charging for overhead costs, the Town adds a percentage to every non-Town detail invoice (allowed to charge an administrative fee up to 10%). These receipts are a General Fund receipt. The administrative fee can be used to cover uncollectable invoices. Mr. Scollins noted, in response to Mr. Cole’s question, that the forfeitures funds collected by the Police Department during an investigation or a raid are not appropriated funds and are considered Special Revenue Funds. The Police Chief has full discretion on how to spend these funds. If a result of the Police Audit is for more training for the Police Officers, the additional $200,000 being requested for FY26 could be used for this purpose. Mr. Leonetti inquired about the need for full-time School Resource Officers (SRO) in every elementary school. Chief Rafferty replied that it is her priority to have an SRO in every school given the complexities of the times we live in and the emotional difficulties of parents and students. Currently there is one SRO that covers the three elementary schools. If she were able to hire two Patrol Officers in FY26 she would utilize these two as Patrol Officers in the field because of the low staffing that she currently has. The SRO for the summer is rotated back into the regular Patrol Officers shift. Mr. Clough agreed with the Police Chief of having the SRO as being a top priority. Mr. Clough was curious how potential costs of the findings of the pending Police Audit would be handled in this upcoming fiscal year’s budget. Chief Rafferty speculated on what some of the audit-related cost focuses might be and she noted that some responses to findings might be worked into the next operating budget as well. Mr. Clough asked Chief Rafferty if she plans to remain chief during the course of the audit implementation process and she said that she would like to do so. Discussion — 292 — Animal Control Department Asst. to Department Head Salary $15,000 Increase from $25,000 to $40,000. Reduction of Expenses -$2,500 Chief Rafferty explained that a few years ago Chief Berkowitz and she decided not to fill the Assistant to the Department Head position for Animal Control and instead tried hiring students or individuals interested in veterinary services to work the part-time shifts on the weekends. Hiring individuals without offering benefits did not work out. By increasing the salary for this line item and offering benefits, the Chief is hopeful that the Town will be able to retain an employee in this Assistant to the Department for Animal Control position. Mr. Mauro thanked Chief Rafferty and the Police Department for their service. Discussion — Fire Department — F26 Budget Requests — Fire Chief Wendall Robery FINCOM 20250212 Final Minutes WRS EM DVC .docx Page 5 of 9 2/17/25
Source page 6
Discussion — 215 — 911 Dispatch Services Chief Robery is requesting an increase of $8,717 to the FY26 Base Budget of $290,570 for a new FY26 requested budget total of $299,287. This is a contractual increase for the dispatch services that are located in Holbrook. Discussion — 220 — Fire Department Chief Robery is requesting an increase of $81,443 to the FY26 Base Budget of $7,244,716 for a new FY26 requested budget total of $7,326,159. Chief Robery stated that most of the FY26 increases to the Fire Department budget are contractual as follows: EMS Coordinator Stipend $26,331 (The stipend is the difference between FF and Captain salary.) Military Leave $22,000 (1 member who is deployed. Covers 7/25 thru 11/25.) Educational Increment $1,116 (FFs who obtain an Associate, Bachelor or Master’s Degree receives a stipend.) Fitness Equipment $1,000 (For preventative maintenance on fitness equipment at the Fire Station.) Building Lease Increase $1,650 (Rental increase for garage at the Draper Knitting site for storage of equip./veh.) Repair & Maint. of Vehicles $8,000 (Aging vehicles requires more maintenance and repairs.) Tires $1,000 (Price increase for tires.) Laundry $500 (For laundry of firefighters.) Fire Fighter Development $3,000 (Increase use.) Discussion — 221 — Fire Alarm Boxes Chief Robery stated that there are no FY26 budget increases being requested for the Fire Alarm Boxes budget. Funds are being shifted within the budget but the FY26 budget request total of $27,200 did not change. Discussion — 231 — Ambulance Chief Robery is requesting a total increase of $36,615 for the Ambulance budget for a new FY26 total budget of $546,891. Some of the increases are as follows: Paramedic Training OT $8,000 (Stipend underfunded for 16 Blood Transfusion Paramedics, 16 @ $1,000 each.) Repair & Maint. Vehicles $5,500 (Price increase.) Supplies & Materials $6,000 (Price increase.) EMT Training $7,000 (Tuition for EMTs to attend Paramedic school. Cost for 1 EMT is $11,000.) Paramedics are in short supply. Chief Robery is anticipating that 4-5 people may be leaving the department in the next year or two and he will have to fill these positions most likely with EMTs. The EMT’s will need Paramedic training. Equipment Purchase $19,675 (Underfunded. Combination of new software, price increase for existing software.) Chief Robery would like to add 2 Firefighters to each shift, so that he could eventually run a third ambulance. The new software will be more user friendly and will allow the Fire Department to know how many mutual aid ambulance runs have been requested over the year. This will help the Chief justify the need for a third ambulance. When there is a need for the Canton Fire Department to respond for a call for mutual aid to cover another Fire Station, the software will be able to provide them with the locations of fire hydrants, gas, oil locations while they are in route for another town. Training Supplies ($8,000) (This is being returned, as it was for a 1-time training that should be removed.) In response to Ms. Thomas’ inquiry as to the cost of the Blood Transfusion Paramedic services and how it is being paid for and how it might be affecting the Fire Department budget to provide this service regionally, Chief Robery stated the stipends, that were contractually agreed upon, are coming out of the Fire Department's budget. Most of the equipment for the Blood Transfusion Paramedic services is through a grant. For the transfusion equipment that is purchased, used, and thrown away, Chief Robery bills the other towns and does recoup some of the expenses. When the two Transfusion Paramedics are called out of Town there is an overtime cost for the two firefighters that are called in to the Fire Station to cover the vacancies. If a patient is transfused, it bumps the billing from ALS 1 to 2. Canton has a difference of $1,100 between ALS1 and ALS2. Chief Robery plans to approach the other Fire Chiefs in Norfolk County to address the billing of the neighboring Towns and to split the difference with Canton to at least cover the cost of the callbacks. Chief Robery also stated that he and the Town of Mansfield have applied for a National Highway Safety Grant that could give Canton some extra funding. He has also reached out to State Senator Feeney for assistance with funding from the State. Discussion — 291 —- Emergency Management FINCOM 20250212 Final Minutes WRS EM DVC .docx Page 6 of 9 2/17/25
Source page 7
Chief Robery is requesting a $2,000 increase for the FY26 Emergency Management Department Head stipend from $3,000 to $5,000, which is a contractual increase, and is eliminating the Asst. Department Head stipend of $2,500, for a net reduction of $500 to this budget. Mr. Mauro thanked Chief Robery and his department for their service. Discussion — FY26 School & Municipal Operating Budget Targets Mr. Scollins displayed on the Zoom screen an Exhibit entitled “Guideline Used to Establish Operating Budget Targets FY26”. The exhibit shows the incremental revenue, the split of that revenue, and how it is applied to the School Operating Budget and the Municipal Operating Budgets. The Town has used the formula historically. Mr. Scollins also displayed on the screen another exhibit of a comparison of the historical split of general fund budgetary resources for 12 fiscal years and how those splits have been very consistent for the last 12 years. The split has averaged 66.84% for the School and 33.16% for Municipal. School Budgets have grown at a slightly faster rate at 4.8% versus 4.75% for the Municipal Budgets. See attached to these minutes is a copy of the Guideline Used to Establish Operating Budget Targets. The end result is $3,755,398 of new funding for FY26 Budgets, excluding State Aid change. The School share is $2,509,238 or 66.82% of the new funding available. The Town share is $1,246,159 or 33.18% of the new funding available. The total FY26 School Budget Target is $59,033,748. However, the School Department has not yet submitted their formal FY26 budget request. The total FY26 Municipal Budget Target is $29,351,515. However, the unadjusted Municipal Department budget requests are $30,039,752. A reduction of $688,237 will need to reach the budget target. 840 — Fixed Costs Budget - Blue Hills Regional Assessment for FY26 Mr. Scollins informed the Committee that he originally estimated a 5% increase to the Blue Hills Regional School Assessment for FY26. The Finance Committee will be hearing from Blue Hills administrators regarding the Blue Hills FY26 budget request in the next two weeks. Mr. Scollins reached out to Blue Hills and they are projecting a much larger FY26 budget request. The estimated 23% increase is primarily due to the number of students from Canton attending Blue Hills (increase of 15 students). Vote — FY26 School and Municipal Budget Targets A motion made by Ms. Thomas that the FY26 estimated General Fund Revenues of $129,543,187 be split with the School Department receiving $59,033,748 for FY26 (a 4.93% growth in the FY26 School Department Budget) and the Municipal Departments receiving $29,351,525 (a 5.05% growth in the FY26 Municipal budgets) for a combined total of $88,385,264 for FY26 School and Municipal budgets was seconded by Ms. Schutt. Roll Call Vote: Cindy Thomas Aye Dan Cole Aye Reuki Schutt Aye Dave Clough Aye John Leonetti Aye Emilio Mauro Aye Vote: 6-0-0. If the FY26 Blue Hills School Assessment is not as high as estimated for FY26, the Finance Committee may revisit the voted FY26 budget target numbers. Approval of Minutes The minutes for February 5, 2025, were not ready for approval and would be placed on the agenda for February 26, 2025. Next Meeting Date The next Finance Committee virtual meeting will be held on Wednesday, February 26, 2025. The Finance Committee Recording Secretary will confirm the guests for the next meeting on February 26. Adjournment FINCOM 20250212 Final Minutes WRS EM DVC .docx Page 7 of 9 2/17/25
Source page 8
A motion made by Ms. Thomas to adjourn the meeting at approximately 9:07 p.m. was seconded by Mr. Clough. Roll Call Vote: Dave Clough” Aye Dan Cole Aye Reuki Schutt Aye Emilio Mauro Aye Cindy Thomas Aye John Leonetti Aye Vote: 6-0-0. Minutes reviewed by: Kristin Mirliani/Dave Clough Respectfully submitted, ' 1 ‘Sf a / . - Emilio E. Mauro, Jr. Chair, Canton Finance Committee FINCOM 20250212 Final Minutes WRS EM DVC .docx Page 8 of 9 2/17/25
Source page 9
Finance Committee Meeting Documents February 12, 2025 Please note: Some meeting documents may be found on the Town’s website under the Posted Minutes section (Laser Fiche). Budget documents may also be found on the Town’s website under the Finance Committee’s page, Municipal Budget and Capital Information, Operating Budget Requests, “FY26 Municipal Budget — Dept. Requests — Jan 2025. FY26 Municipal Operating Budgets Summary — 1/29/25 (4 pages). Agenda — February 12, 2025. FY26 Budget Request information for the following Departments: Executive Office 129 — Executive Office (6 pages). 151 — Town Counsel (1 page). 195 — Town Reports (1 pages). 244 — Sealer of Weights and Measures (1 page). 910 — Employee Contract Benefit (1 page). 422 — Street Lighting (1 page). 946 — Town Insurance (1 page). 145 — Treasurer/Collector (2 pages). Police Department Article 22 — Amend General By-Law (CAASA) Article XVI Section 24 210 — Police Department (2 pages). 292 — Animal Control (2 pages). Memorandum from Helena Rafferty, Chief of Police, to Select Board, dated January 7, 2025 regarding Operating Budget Explanation (2 pages). Fire Department 215 — 911 Dispatchers — Fire (1 page). 220 — Fire Department — (3 pages). 221 — Fire Alarms, Boxes, Etc. (1 page). 231 — Ambulance Service (1 page). 291 — Emergency Management (1 page). Guideline Used to Establish Operating Budget Targets, dated 2/12/25, FY 2026 provided by Randy Scollins, Finance Director (1 page). School / Municipal Historical Split of General Fund Budgetary Resources, dated 2/12/25, provided by Randy Scollins, Finance Director (1 page). FINCOM 20250212 Final Minutes WRS EM DVC .docx Page 9 of 9 2/17/25
Source page 10
FY 26 MUNICIPAL OPERATING BUDGETS SUMMARY - 1/29/2025
DEPARTMENT NAME
FY 24 Voted
Budget
FY 25 Voted
Budget
ange
from FY 25
Voted
Budget
(Contract
Costs)
FY 26 Base
Budget
FY 26
Department
Request
Change
from FY 26
Base
Budget
EXECUTIVE OFFICE
551,521
574,503
599,460
629,329
TOWN COUNSEL
293,040
301,040
301,040
301,040
HUMAN RESOURCES
225,655
239,190
250,487
253,487
PLANNING DEPARTMENT
415,305
121,157
126,883
126,883
TOWN REPORTS
3,150
3,150
3,150
3,500
WEIGHTS AND MEASURES
7,500
7,500
7,500
7,500
EMPLOYEE CONTRACT BENEFIT
303,961
876,075
876,075
654,645
(221,430)
TOTAL EXECUTIVE AREA
1,500,132
2,122,615
2,164,595
1,976,384
488,211
Explanation for
Departments’ Changes
‘Communications
Specialist ($20.4); Ass't
Town Administrator 20
Year Step ($4.2K);
Longevity ($1.75K);
({$1.5K Vehicle Maint.); In-
State Travel ($1.3K);
Printing & Binding ($300);
Office Supplies ($250);
SW Maint. Increase ($3K)
Increase ($350)
Good Attendance ($24K);
Retirement Buyback
($20K); Est'd Contractual
Requested
FY 26
Budget
301,040
253,487
126,883
3,500
7,500
654,645
1,976,384
FINANCE DIRECTOR
246,074
251,850
261,091
261,091
261,091
ACCOUNTING
327,589
319,804
315,999
315,999
TREASURER/COLLECTOR
244,190
251,654
259,071
271,645
INFORMATION SYSTEMS
685,602
712,497
733,990
757,794
TOTAL FINANCE DEPARTMENT
1,503,455
1,535,805
1,570,154
1,606,529
TOWN CLERK
238,908
277,115
280,992
283,242
ELECTIONS
TOTAL TOWN CLERK
76,310
315,218
94,848
371,963
94,848
375,840
84,897
368,139
(9,951)
ATMDATA - 1-14-25.xlsx
POLICE DEPARTMENT
5,979,531
6,151,931
(97,215)
Page 1 of 4
6,054,716
6,879,833
825,117
Ast. Treasurer Collector 5
Longevity ($1.75K);
Printing & Binding ($500)
Police Detail Salaries
Redux (-$3K); Election
Worker Salaries Redux (-
4 New Patrol Positions
{$252.2K); Training OT
Increase ($200K); Shift
OT increase ($141K);
Replacement OT Increase
($90K); New Traffic
Sergeant ($90.8K);
Regular OT Increase
($24K); Paid Holidays
($20K); Equip for
315,999
271,645
757,794
1,606,529
84,897
368,139
6,879,833
1/29/2025Source page 11
FY 26 MUNICIPAL OPERATING BUDGETS SUMMARY - 1/29/2025 ange from FY 25 Voted Change Budget FY 26 from FY 26 Requested FY 24 Voted | FY 25 Voted|| (Contract | FY 26 Base | Department Base Explanation for FY 26 DEPT # DEPARTMENT NAME Budget Budget Costs) Budget Request Budget Departments' Changes Budget Increase Ast. To Dept. | 292 |ANIMAL CONTROL 139,514 141,052 5,257 146,309 158,809 12,500 |Head ($15K); Misc. 158,809 Expenses Redux (-$2.5K! TOTAL POLICE & ANIMAL CONTROL 6,119,045 6,292,983 91,958 6,201,025 7,038,642 837,617 7,038,642 EMS Coordinator Stipend ($26.3K); Military Leave ($22K); R&M Vehicles ($8K); FF Development 220 |FIRE DEPARTMENT 7,050,130 | 6,972,468 || 272,248 | 7,244,716 | 7,309,313 64,597 | @340); Bldg Lease 7,309,313 Increase ($1.65K); Educational Incentive ($1.1K); Tires ($1K); Fitness Equip Maint ($1K); Laundry ($500) 215 |DISPATCH SERVICES 282,046 290,570 - 290,570 299,287 8,717 |Contractual Increase 299,287 221 |FIRE ALARM 26,900 26,900 300 27,200 27,200 - 27,200 Equipment ($19.7K); EMT Training Exp. ($7K); OT Increase ($6.4K); 231 |AMBULANCE 486,636 502,276 8,000 510,276 546,891 36,615 |Supplies ($6K); EMS 546,891 Equip Maint. ($5.5K); Blue Card Training - Was 1 Time Exp. (-$8K) 221 |EMERGENCY MANAGEMENT 28,650| 28,650 2,000} 30,650 28,150 (2,500)|°2 5K stipend no longer 28,150 TOTAL FIRE DEPARTMENT 7,874,362 7,820,864 282,548 8,103,412 8,210,841 107,429 8,210,841 176_|ZONING BOARD 11,909 11,909 : 11,909 11,909 - 11,909 New 25 hr PT-Bldg 241 |BUILDING DEPT 427,564 432,404 13,418 445,822 495,033 49,211 |Inspector ($48.7K); 495,033 Related Training ($500) TOTAL BUILDING & ZONING 439,473 444,313 13,418 457,731 506,942 49.211 506,942 New Maintenance Position ($61.5K); Electricity ($33K); Maint Supplies ($15K); 192 |PUBLIC BUILDINGS 1,446,092 | 1,505,740 || 24,661 | 1,530,401 | 1,666,050 135,649 [Cenerator Maint (SK); | 4 cee g5q Gas & Oil ($6K); Telephone ($5K); Vehicle Maint ($3K); Diesel ($2K); Uniforms ($1.3K); Shoes ($800) 632 |PEQUITSIDE FARM 30,000 30,000 - 30,000 42,000 12,000 Pore maint oe 42,000 TOTAL CENTRAL MAINTENANCE 1,476,092 1,535,740 24,661 1,560,401 1,708,050 147,649 1,708,050 400 _|DPW ADM 437,808 458,189 30,620 488,809 488,809 : 488,809 ATMDATA - 1-14-25.xIsx Page 2 of 4 1/29/2025
Source page 12
ATMDATA - 1-14-; FY 26 MUNICIPAL OPERATING BUDGETS SUMMARY - 1/29/2025 ange from FY 25 Voted Change Budget FY 26 from FY 26 Requested FY 24 Voted | FY 25 Voted|| (Contract | FY 26 Base | Department Base Explanation for FY 26 DEPT # DEPARTMENT NAME Budget Budget Costs) Budget Request Budget Departments’ Changes Budget Near Map SW License 410 [ENGINEERING 305,981 | 323,357 || 139,259| 462,616| 427,749| —_(34,867)|98-5K); GIS Tech Split 427,749 Out to Enterprises (- $43.5K) 420 |HIGHWAY MAINTENANCE 4,202,652 | 1,293,297 93,121 | 1,386,418 | 4,321,240| (65,178) oo Savings | 4 324,240 425 |STREET SIGNS 62,100 62,100 : 62,100 62,100 - 62,100 426 |GAS & OIL 61,190 65,190 : 65,190 65,190 - 65,190 New Service Tech 427 |HIGHWAY EQUIPMENT MAINT 425,752 | 438,937 Position (6/9:2K); 5 , (4,159)| 434,778 534,832| 100,054 " 534,832 Equipment Repairs & Maint. ($26.31 491 |CEMETERY 193,287 210,057 (5,401) 204,656 204,656 - 204,656 492_ | TREE DEPARTMENT 172,115 187,491 : 187,491 187,491 : 187,491 TOTAL PUBLIC WORKS 4,336,977 3,038,618 253,440 3,292,058 3,292,067 9 3,292,067 542 |YOUTH SERVICES 5,000 5,500 5 5,500 5,500 : 5,500 ecreation Supervisor Moved from Recreation Revolving to this Budget ($56.8K); Lifeguards Increased Hours & Certifications ($15K); Cell 630 |RECREATION 999,130 1,064,308 2,970 1,067,278 1,080,720 13,442 |Phone Stipends ($3.6K); 1,080,720 Overtime ($3K); SW Maint. ($3K); Chalk & Fertilizer ($2K); Reduce Rink Related Hours Already in Rink 650 |PARKS 76,000 76,000 - 76,000 76,000 : 76,000 TOTAL RECREATION DEPT 1,080,130 1,145,808 2,970 1,148,778 1,162,220 13,442 1,162,220 Printing ($5.3K); Board 131. |FINANCE COMMITTEE 12,500 12,500 : 12,500 18,679 6,179 [Secretary Hrs ($1.1K); 18,679 Dues ($19); Meetings (- $300 182_ |CAPITAL PLANNING COMMITTEE 2,556 2,726 - 2,726 2,726 - 2,726 184 |BLDG RENOVATIONS COMM 3,200 3,200 - 3,200 3,200 - 3,200 NEW Position for Accounting & Programming ($20K); Accounting SW & 544 |PAUL REVERE HERITAGE TRUST 66,200 88,783 ™ 88,783 139,468 50,685 |Supplies ($9.5K); Prof. 139,468 Financial Services ($9K); Insurance ($6K); Increase to Admin Support ($5.3K); Custodial ($885) 545 |SUBSTANCE ABUSE COMMITTEE 10,000 10,000 : 10,000 10,000 : 10,000 546_|WALK, BIKE & HIKE COMMITTEE 2,000 2,000 - 2,000 2,000 : 2,000 -xISX Tage 3 Oi 1/29/2025
Source page 13
FY 26 MUNICIPAL OPERATING BUDGETS SUMMARY - 1/29/2025 ange from FY 25 Voted Change Budget FY 26 from FY 26 Requested FY 24 Voted | FY 25 Voted || (Contract | FY 26 Base | Department Base Explanation for FY 26 DEPARTMENT NAME Budget Budget Costs) Budget Request Budget Departments' Changes DISABILITY COMMISSION 400 HISTORICAL COMMISSION 3,669 BEAUTIFICATION COMMITTEE 692 692 Sustainability Efforts ($18K) - Town's est'd share of costs in support of 50K grant. SUSTAINABILITY COMMITTEE 3,000 21,000 18,000 DIVERSITY EQUITY & INCLUSION COMMITTE 6,500 6,500 TOTAL COMMITTEES & COMMISSIONS 110,717 208,334 Appraisal Services increase for Reval Year ASSESSORS 405,140 415,666 415,957 560,407 ($140K); CAMA System 560,407 SW Maint increase '$4.45K) Ass't Conservation Agent CONSERVATION COMMISSION 174,119 | 175,368 9,302| 184,670| 269,436 ($77.9); Town Pond Maint | 569 436 ($7.5K) Longevity Redux ( $650 PLANNING BOARD 80,342 83,413 713 84,126 84,126 HEALTH DEPARTMENT 439,050 449,115 27,604 476,719 476,719 Increased Social Worker Hrs ($23K); Custodial ELDER & HUMAN SERVICES (COA) 474,657 495,956 (13,187) 482,769 510,888 ($2K); Communications 510,888 ($1.6K); Programs Exp. 20-->30 Hrs for Ass't to 772 VETERANS 334,890 287,358 305,798 321,772 VSO ($16K) New Ass't Library Director ($85K); Increase Page Hrs ($15.1K); Digital Info ($13K); E-Books LIBRARY 1,434,034 | 1,591,681 1,606,185 1,738,256 132,071 |($12K); Books & 1,738,256 Periodicals ($3.7K); Night Differential ($1.7K); Network Fee Contractual ($1.6K) TOTAL ALL OTHER 405,380] 3,961,604 TOTAL MUNICIPAL 26,621,741 | 27,940,736 622,949 | 28,563,685 | 30,039,752 | 1,476,067 | (30,039,752 2.23% 7.51% 5.17% ATMDATA - 1-14-25.xisx Page 4 of 4 1/29/2025
Source page 14
GUIDELINE USED TO ESTABLISH OPERATING BUDGET TARGETS FY 2026 129,543,187 Total FY '26 General Revenue Estimate (263,668) FY '26 State Aid School Increase (Governor's FY 26 Proposal - FY '25 Budget) (164,620) FY '26 State Aid General Government Increase (Governor's FY 26 Proposal - FY '25 Budget) (56,260,842) FY '25 Budget - School (27,940,736) FY '25 Budget - Municipal (37,418,561) FY '26 Fixed Costs (1,540,127) FY '26 State & County Charges (2,199,235) FY '26 School & Municipal Cash Capital Allocated (125,787,789) Reduction to FY '26 Revenue to Determine Incremental New Funds for School & Municipal Budgets 3,755,398 New Funding for FY '26 Budget, Excluding State Aid Change 4,183,686 66.82% FY '25 School Share of Combined School/Municipal Budgets 33.18% FY '25 Municipal Share of Combined School/Municipal Budgets 2,509,238 FY '26 School 66.82% Share of New Revenue Excluding State Aid Change 263,668 FY '26 State Aid School Increase 56,260,842 School - FY '25 Budget 59,033,748 FY '26 School Budget Target 66.79% FY '26 School Share of Combined School/Town Budgets 59,033,748 - |Budget Request and Reduction Needed 4.93% 4.93% Percentage growth in FY26 Budget 1,246,159 FY '26 Municipal 33.18% Share of New Revenue Excluding State Aid Change 164,620 FY '26 State Aid General Government Increase 27,940,736 Municipal - FY '25 Budget 29,351,515 FY '26 Municipal Budget Target 33.21% FY '26 Municipal Share of Combined School/Municipal Budgets 30,039,752 (688,237)]Budget Request and Reduction Needed 7.51% 5.05% Percentage growth in FY26 Budget 88,385,264 TOTAL SCHOOL & MUNICIPAL BUDGET TARGET 2/12/2025
Source page 15
General Fund Revenue Budget General Fund Revenue Growth % School Budget School % of School / Municipal Total Municipal Budget Municipal % of School / Municipal Total Total School / Municipal Budget Total % of School / Municipal Total Fixed Costs (incl. State & County Assessments) Fixed Costs Growth % School Capital Outlay Budget School % of School / Municipal Total Municipal Capital Outlay Budget Municipal % of School / Municipal Total Total School / Municipal C.O. Budget Total % of School / Municipal Total SCHOOL / MUNICIPAL HISTORICAL SPLIT of GENERAL FUND BUDGETARY RESOURCES* Town of Canton FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 76,507,344 78,850,685 82,102,391 86,046,403 90,750,754 94,877,046 98,591,200 103,100,786 106,687,064 112,729,475 118,270,827 124,212,328 3.5% 3.1% 4.1% 4.8% 5.5% 45% 3.9% 4.6% 3.5% 5.7% 4.9% 5.0% 33,320,505 34,520,505 36,168,994 38,077,710 40,221,559 42,396,405 44,114,362 46,419,604 47,792,662 50,658,405 53,490,543 56,260,842 66.65% 66.65% 66.65% 66.70% 66.88% 67.01% 66.95% 67.05% 66.90% 66.93% 66.77% 66.82% 16,674,371 17,274,371 18,101,726 19,006,901 19,919,076 20,876,402 21,777,124 22,812,135 23,643,027 25,025,058 26,621,741 27,940,736 33.35% 33.35% 33.35% 33.30% 33.12% 32.99% 33.05% 32.95% 33.10% 33.07% 33.23% 33.18% 49,994,876 51,794,876 54,270,720 57,084,611 60,140,635 63,272,807 65,891,486 69,231,739 71,435,689 75,683,463 80,112,284 84,201,578 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 25,626,468 26,020,809 26,831,671 27,761,792 29,410,119 30,104,239 31,199,714 32,619,047 33,590,375 34,207,538 35,124,703 37,326,749 1.5% 1.5% 3.1% 3.5% 5.9% 24% 3.6% 4.5% 3.0% 1.8% 2.7% 6.3% 443,000 535,000 550,000 600,000 694,000 750,000 750,000 600,000 800,000 944,000 1,000,000 1,106,000 50.0% 51.7% 50.0% 50.0% 49.8% 50.0% 50.9% 48.0% 48.2% 49.4% 46.9% 51.4% 443,000 500,000 550,000 600,000 700,000 750,000 724,000 650,000 861,000 965,000 1,131,000 1,046,000 50.0% 48.3% 50.0% 50.0% 50.2% 50.0% 49.1% 52.0% 51.8% 50.6% 53.1% 48.6% 886,000 1,035,000 1,100,000 1,200,000 1,394,000 1,500,000 1,474,000 1,250,000 1,661,000 1,909,000 2,131,000 2,152,000 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% * Annual published Town Meeting Reports are the source documents for this information. ATMDATA - 1-30-25.xIsx The "Split" of General Fund Revenues Between School & Municipal Has Been Very Consistent for the Last 12 Years. The Weighted Average "Split" Has Been 66.84% / 33.16%, School / Municipal, Respectively. The Range Has Only Spanned 40 Basis Points, and Only 20 Basis Points Higher or Lower for Each in Any Year. Although the "Split" Has Been Very Stable, School Budgets Have Grown at a Slightly Faster Rate at 4.84% vs. 4.75% for Municipal. However Revenue Growth Has Avg'd Less at 4.42%. Slower Avg. Fixed Cost Growth at 3.31% Has Allowed for the Higher Growth Rates. Cash Capital Is Intended to be Evenly Split and the Result Has Averaged 49.58% School, 50.42% Municipal. 2/12/2025