Select Board Budget Workshop December 11, 2025

Governing Body: Wellesley Select Board Meeting Type: Budget Workshop Meeting Date: December 11, 2025 Attendees:

• Select Board Members: Colette Aufranc, Kenneth Largess, Marjorie Freiman, Beth Sullivan Woods, Tom Ulfelder
• Town Staff: Meghan Jop (Executive Director), Corey Testa (Assistant Executive Director), Rachel DeRoach (Finance Director), Tiana Moreau (Assistant Finance Director/Town Accountant), Paul Manginaro (Finance and Budget Analyst), Michael Grant (Building Department Head), Mary Beth Martello (Sustainability Climate Action), Chief Jack Pilecki (Police Department), Lieutenant Marie Cleary (Police Department), Lieutenant Mike Lead Manager (Traffic and Parking), Chief Mortorelli (Fire Department), Barbara Frang (Fire Department Administrative Assistant), Brian DuPont (Director of IT), Judy Gertler (Chair, Council on Aging), Kathy Savage (Acting Director, Council on Aging), Tim Fulham (Council on Aging)
• Citizen: Tom Keeley

• FY27 Budget Request: $10,544,680
  • Personal Services: $5,845,659 (55% of budget, 1.17% increase, under 3% guideline)
  • Expenses: $4,699,021 (45% of budget, 4.94% increase, under 5% guideline)
    • Utilities: $3,100,000 (30% of budget)
    • Other Expenses: $1,500,000 (14.3% of budget)
• Key Discussion Points:
  • Utility Increases:
    • National Grid natural gas delivery: 5% increase.
    • Water: 20% increase.
    • Sewer: 6% increase ($11,000).
    • Electricity: 0% increase (MLP not increasing rates).
  • Personal Services:
    • 2% COLA for 40, 50, and 60 series staff.
    • Net salary change (longevity and step increases): $29,120.
    • Total personal service increase: $67,636 (1.17%).
    • Does not account for AFSCME and library union negotiations.
  • Expense Increases:
    • Trash and recycling: 2.4% increase ($5,000).
    • Other expenses (custodial, maintenance, office): 5.66% increase ($125,325).
    • Total expense increase: $221,339 (4.94%).
  • Water Rate Clarification: The last communication from the Water Department indicated a 20% increase.
  • Natural Gas Contract: Current contract expires May 2026. Future negotiations will depend on market conditions.
  • Air Conditioning in Schools: Potential cost impact of $60,000-$70,000 annually, depending on the model chosen, but not expected to impact the budget for two years.
  • Budget Packet Quality: Select Board members praised the detailed and well-structured budget packet.
  • Deferred Maintenance: Significant progress made in addressing deferred maintenance over the past 13 years, leading to long-term cost savings.
  • Capital Plan Impact: The department's work is crucial given the projected $400 million capital plan, emphasizing preventive maintenance.
  • Staff Recognition: Danielle was acknowledged for her presentation, and Joe McDonough was thanked for his leadership.

• FY27 Budget Request: Level-funded with minor expense increase.
• Key Discussion Points:
  • Mission: Advancing town-wide greenhouse gas emissions goals and implementing the Climate Action Plan.
  • Expense Increase: $300 increase in annual dues to ICLEI (Local Governments for Sustainability) for upgraded greenhouse gas inventory software.
  • Grant Funding: The department is highly successful in securing grants, which significantly offsets costs and provides a high return on investment.
  • Job Reclassification: Research is underway to support a job reclassification request for the committee chair, in conversation with the Executive Director.
  • Cost Savings: Emphasizes using in-house resources and advocating for sustainability measures that lower energy use and save money.
  • Greenhouse Gas Inventory: Used to identify inefficient equipment and potential energy savings.
  • Program Budget: Maintained at current levels despite increased program activity due to successful partnerships with organizations like Sustainable Wellesley and Green Needham, and local businesses, which help reduce costs.
  • Messaging: Importance of consistent messaging about town-meeting-approved climate action goals and their impact on municipal decisions, even if they incur higher costs.
  • Policy Development: Need for clear policies on renewable energy considerations (e.g., geothermal, solar) and triggers for feasibility studies.
  • Town-wide Capital Planning Committee: Sustainability Director's non-voting membership is seen as a valuable forum for establishing renewable energy policies.

• Overall Budget: $8.7 million (most to personal services, $900,000 to expenses).
• Key Discussion Points:
  • Personal Services:
    • Met town-wide financial plan guidelines.
    • Does not account for union negotiations (three unions have contracts expiring June 30, 2026).
    • Chief's contract: 2% increase.
    • Deputy Chief's contract: 2.5% increase.
    • No assumption for merit increases for Lieutenants, Sergeants, and Patrol.
    • New officers hired at lower steps, replacing higher-step officers.
    • EMT certification: Department pays for certification and training, leading to a pay increase for officers.
    • Animal Control Officer: 2% increase plus step increase.
    • Overtime: 3% increase across the board.
    • Night Shift Differential: Slight increase due to step increases.
    • Longevity: Decreased due to one 30-year veteran retiring.
  • Expense Side:
    • Met 4.0% increase guideline.
    • Cruiser purchases: Almost one-third of expenses.
      • Hybrid cruiser base cost: $49,000 (up $4,000-$5,000 from last year).
      • Upfitting cost: $18,000-$22,000 per cruiser.
      • Total cost per cruiser: ~$72,000.
      • Purchasing three hybrid cruisers and one fully electric Chevy Blazer (base cost $61,000).
      • 50% reduction in gas usage due to hybrid fleet.
    • Equipment and Maintenance Contracts: Realigned to include software and accreditation systems (e.g., Power DMS).
    • Removed unused programs (e.g., restorative justice program).
    • Licensed Clinician: 5% increase to retain experienced staff.
    • Uniforms and Ammunition: Increased costs due to rising prices and increased range requirements.
    • Crossing Guards:
      • Increased rate by 3% (town guidelines).
      • Proposed stipend increase from $7.50 to $8.00 per crossing (last increased FY18).
      • Difficulty in hiring and retaining crossing guards.
      • Currently staff 7 critical posts, but budget for 18.
      • Police officers cover unstaffed critical posts.
      • Discussion on whether 18 crossing guards are truly needed and potential for creative recruitment/compensation strategies.
  • Reclassification of Positions:
    • IT Specialist to Public Safety IT Manager: Civilian position shared with Fire Department, based at Police Department. Replaces Detective McLaughlin upon his retirement. Funded by the IT specialist position being vacant since July.
    • Administrative Assistant to Police Manager: Reclassified position to reflect expanded duties (payroll, billing, records management). Brittany Sullivan promoted to this role.
    • Second admin assistant position to be filled.
  • Cybercrime/Electronic Economic Crime: Detective McLaughlin's detective position will return to BCI, focusing on computer crimes and forensic analysis. New detectives will be trained in this area.
  • Combined Dispatch: Police and Fire have always had combined dispatch. Fire is moving to an automated dispatch system (text-to-speech) to free up dispatcher time.
  • Future Budget Needs: More police officers due to population increase and increased time spent on calls (e.g., apartment complexes, mental health, domestic issues).
• Capital Request:
  • In-Car Video System Replacement: $10,000 annually to replace three dash cameras (out of 17 in service). Old units are mothballed for spare parts.
  • Radio Repeaters: $10,000 annually to replace main transmitters (Moggis Hill, Wellesley College sites) every 5-7 years. Old units are used to create secondary radio channels for police and fire, improving communication during large events.

• FY27 Budget Request: Self-funding, no general fund transfer needed.
• Key Discussion Points:
  • Self-Funding: Achieved by removing shared personnel services and taking on town-wide projects.
  • Revenue: Approximately $750,000 annually from parking lots and on-street meters.
  • Personnel Services: Only includes parking meter attendants and a DPW employee for meter maintenance.
  • Expense Realignments:
    • Line painting: Increased due to rising costs and maintaining bike sharrows.
    • Snow and ice budget: Transferred to DPW.
    • App usage fees: Increasing with higher usage, but revenue-neutral.
    • Electric vehicle charging stations: Increased costs due to higher usage, but program is marginally revenue-generating.
  • Traffic Signal Electricity: Stabilized.
  • RRFBs (Rectangular Rapid Flashing Beacons): Numerous requests annually, two or more installed per year. Solar units preferred, but some require electricity.
    • Cost: $20,000 per unit.
    • Policy under development with Traffic Safety Committee and Mobility and Transportation Director Sheila Page to determine installation criteria (road volume, pedestrian demand).
    • Concerns about "sign fatigue" and driver compliance.
    • New RRFBs planned for Western Road, near Hills Congregational Church/Library, and St. Andrews/Denton Road.
  • Parking Pass Program: Need to improve communication to merchants and businesses about the program for employees.
  • Online Permitting: GovDelivery system launched for online permit applications, digital permits, and payment.
  • Electronic Sign Boards: Generally grant-funded, used for speed monitoring and messaging in neighborhoods.
  • Signs and Lines Grant Program: Briefly considered for Safe Routes to Schools, requires collaboration with schools and DPW.
  • Asset Inventory: Goal for the coming year to inventory traffic and parking assets, including school zone signage.
  • Online Parking App: Information about parking zones is posted on each metered location and on larger signs in commuter lots. App usage far exceeds coin usage.

• FY27 Budget Request: 3.76% overall increase.
  • Expenses: Level-funded.
  • Personal Services: Increased by a little less than 4%.
• Key Discussion Points:
  • Workload Increase: Due to new state regulations (MBTA zoning, ADU) and the need to update the town's zoning bylaw.
  • Digitization of Plans: Nearing completion, expected to remove this line item next year. Provides significant savings on public records requests.
  • Staffing:
    • Evaluating whether two administrative assistants are needed.
    • One local inspector retiring early next calendar year, creating a vacancy.
    • Department is marginally properly staffed, but future regulations may require additional inspectors.
    • Difficulty in recruiting new inspectors due to the demanding nature of the job and the age of the field.
    • Pay scale analysis has improved competitiveness.
    • Desire for overlap between departing and new inspectors for training.
  • Permit Volume: Meaningful drop-off in permits, attributed to economic uncertainty (interest rates, increased costs). Not expected to be a 2008-level drop.
  • Tree Bylaw Enforcement: Department lacks sufficient staff to fully enforce the tree bylaw as written (would require 3-4 full-time staff). Enforcement occurs when complaints are filed.
  • Lodge House Review: Significant time drain for Building, Planning, and DPW departments. Needs updating.
  • Permit Fees: Wellesley is "middle of the road" compared to other communities ($15 per thousand vs. Newton's $20 per thousand). Fee schedule was recently updated and will be reevaluated every five years.
  • Online Permitting: Highly successful, with 95-98% of permit requests handled online. Increased internal efficiency and positive feedback from contractors.
  • Plan Review Technology: No current technology can automatically review plans for code compliance; human review is essential due to Massachusetts amendments and zoning specifics.
  • Bylaw Recodification: The zoning bylaw needs recodification due to numerous broken elements and piecemeal updates (e.g., MBTA zoning, ADU).
  • State Regulations: Call for the state to promulgate regulations before passing new statutes to aid municipal compliance.

• Key Discussion Points:
  • Personnel Services: Within guideline.
  • Transition: Assistant Finance Director Tiana Moreau reclassified to Assistant Finance Director/Town Accountant, highlighting the need for a standalone, segregated Town Accountant position.
  • West Suburban Veterans District Support: Administrative support transitioned to the Human Resources Department. A supplemental Article 7 transfer will be needed for FY26.
  • Expense Budget: Within guideline (under 3%).
  • Training and Development: Modest increase ($350) to support accounting certifications and continuing education.
  • Cross-Training: Essential for continuity of operations.
  • Budget Binders: Paul Manginaro thanked for preparing the budget materials.

• Key Discussion Points:
  • Personnel Services: Heavy personnel services budget.
  • Realignments:
    • Catherine Rumsey promoted from Senior Accounting/Parking Clerk to Assistant Collector.
    • Part-time employee transitioned to full-time.
    • New part-time position (10-15 hours/week) to be created for parking appeals, potentially a retired police officer.
  • Expense Budget: Within guideline.
  • Postage: Increased due to multiple rate hikes and rising envelope costs.
  • Equipment Lease: Postage machine lease increased by $162 per quarter.
  • Supplies: Increased due to rising costs; covers supplies for multiple departments.
  • Professional Services: Reduced due to switching online payment providers from Invoice Cloud to City Hall Systems.
  • Conference and Meetings: Increased slightly to allow Assistant Treasurer and Assistant Collector to attend for certification and professional development.
  • Online Tax Bills: E-billing options available through City Hall Systems, but full transition away from hard copy mailings is not foreseen in the near future. Efforts are made to promote online options through newsletters.
  • Parking Appeals: High volume of parking ticket disputes, absorbing significant staff time.

• FY27 Budget Request: Complied with 3% guideline for both personal services and expenses.
• Key Discussion Points:
  • Personal Services: Modest reduction in clerical OT to absorb a portion of the Executive Director's merit increase.
  • Communication Specialist: Position on steps under the new schedule.
  • Expense Budget: Tight, with few modifications.
  • Town-wide Newsletter: Budget adjusted based on real-time experience with the first publication, highlighting quality and color.
  • Minute Software: Uses Clerk Minutes (for ~5 meetings/month) and Otter AI (for transcription and additional meetings) due to limitations of Clerk Minutes subscription.
  • Conference and Meeting: Slight uptick to cover staff and board members.
  • Merit Pay Discussion: Need for consistency and transparency in handling merit increases for contractual employees across all departments.
  • West Suburban Veterans District Support: Transitioned to HR, requiring an Article 7 transfer for FY26.
  • Youth Services Capital: $150,000 earmark secured from state transportation funding bill for a 14-passenger van for Youth and Recreation departments. This will enhance transportation for after-school and summer programming, housed at the Warren Building. Additional funds can be used for programming and gas.

• Audit Committee:
  • RFP for audit services is currently out.
  • Anticipates potential for higher costs due to limited number of qualified firms.
• Law Department:
  • Budget increased by $10,000.
  • Expanded all funds last year due to personnel matters.
  • Anticipates a supplemental for FY26 for potential litigation.
  • Covers town council services for all departments, including schools (excluding special education and school bargaining).
  • Labor council administered from this fund.
  • Chargebacks to enterprise funds include a component for law services.
• Street Lighting:
  • Consulted with MLP.
  • $22,000 turned back last year.
  • Most street lights converted to LED, saving costs.
  • New lights under Weston Road overpass are de minimis.
  • Will evaluate for FY28 based on MLP fee structure changes.
• Risk Management (Insurance):
  • Covers property, professional liability, vehicles, fleet, and equipment.
  • Initial projection from Maya is a 5% increase, but budget reflects a 2.97% increase due to a buffer from previous years.
  • Real savings anticipated due to Maya's universal efforts to maintain lower rates given health insurance impacts.
  • Previous large losses (MLP building, Honeywell School fire) have dropped off the three-year average.
  • Annual reappraisal of buildings by assessors. New buildings (Town Hall, schools) are included.
  • Construction projects (e.g., Warren HVAC) move to construction insurance and then back to the plan, often at a higher rate.
• Workers' Compensation: Minor reduction based on actuarial study and decreased component from Enterprise Funds.
• Unemployment Compensation: Level-funded.
• Health Insurance:
  • FY27 Projection: 14% increase, largely driven by national impact of GLP-1s (medications for weight loss/diabetes).
  • Timeline: Preliminary analysis, more real numbers expected end of January, West Suburban Health Group vote in February.
  • Calculation: Includes adding ~10 family plans (highest cost).
  • Vacancy Rate: Factoring in 18.5 school department position eliminations.
  • Opt-Outs: Down to 80 from 100, but not seeing parallel increase in new active plans.
  • Buffer: Includes opt-outs, HSA, FSA payments.
  • Overall Increase: 10.57% on the largest budget, leading to a $2.7 million year-over-year increase.
  • Impact of GLP-1s: Coverage for GLP-1s is ceasing for non-crisis health-related implications, potentially offsetting future claims.
  • Reinsurance: Kicked in for high claims (over $400,000), helping to level set costs.
  • Medicare Supplement Plan: Projected 6% increase (after two years of 10% increases).
  • Trust Funds/Reserves: Hesitancy to use reserves due to national health insurance implications.
  • National Discussion Impact: Driven by carriers (Blue Cross Blue Shield, Harvard Pilgrim) and their national claims data, including GLP-1s and unforeseen medical needs from national tragedies (wildfires, hurricanes). Direct negotiations between carriers and hospitals also impact rates.
  • West Suburban Health Group: Provides more comprehensive and reasonably priced health insurance compared to non-West Suburban communities.
  • Collective Bargaining: Plan modifications must be bargained with unions. Two-year plan for health insurance bargaining will be up again for FY28.
• OPEB (Other Post-Employment Benefits) and Pension: Both on actuarial funding, OPEB diminished by $100,000.

• FY27 Budget Request: 2.08% increase (slightly over 2% guideline).
  • Director's Salary: 2% increase.
  • Student Interns: 3% increase ($280).
  • Expenses: No increase.
• Capital: $150,000 earmark secured from state transportation funding bill for a 14-passenger van for Youth and Recreation departments. Expected to be delivered next week.

• FY27 Budget Request:
  • Personal Services: 2.1% increase (under 3.1% guideline).
  • Expenses: 3.0% increase (at 3.0% guideline).
• Key Discussion Points:
  • Highlights:
    • 33% increase in program attendance in FY25.
    • Over 250 rides per month provided to over 50 patrons.
    • Over 1,800 individuals attended COA in FY25 (75% Wellesley residents, 25% from other towns).
    • UMass Boston School of Gerontology completed a needs assessment of older adult population.
  • Priorities for Coming Year:
    1. Hire new director (early new year).
    2. Initiate strategic planning process (12-18 months).
    3. Initiate programs utilizing new kitchen (finished by end of month).
    4. Investigate requirements for becoming an age-friendly community.
  • State Funding: Receives formula grant from Office of Aging and Independence (based on residents 60+). Funds can be carried forward until 2032.
  • Bus Driver Salaries:
    • Previously, $42,600 of the state grant offset bus driver salaries.
    • This year, Finance required 100% of bus driver salaries to be covered by the grant.
    • Hourly rate increased from $21.10 to $26.15 (approximately 25% increase).
    • COA Board approved the budget but requested discussion with Select Board on funding strategy for bus services, as it is considered a core service.
  • Expense Reductions:
    • Office supplies: Reduced by $1,000.
    • Program supplies: Reduced by $1,000.
    • Equipment: Reduced by $1,000.
  • Capital Budget Request: $90,000 over five years.
    • FY27: $10,000 for a storage unit/shed (for tables and chairs).
    • FY27: Upgrade AV system in American Legion conference room (portable projector is insufficient).
    • FY28: $20,000 to reconfigure office space for additional staff.
    • FY29: $15,000 to replace fitness equipment (original since building opened).
    • FY30: Replace outdoor patio furniture and cushions.
    • FY31: Replace common area furniture.
  • Capital Discussion:
    • Storage shed: Need to assess impact on furniture and potential for mice/etc. Work with FMD.
    • AV system: Original plan included conduits for Wellesley Media. Discuss with Wellesley Media for potential equipment and support.
    • Fitness equipment: Originally funded by Elmira Simons Fund. Explore additional funding sources.
    • Kitchen completion: Projected for end of December.
  • Budget Book Narrative: Request for more detailed narrative on bus driver funding history and the non-tax impact sheet (grant funds, other sources) to be included in the budget book for transparency and institutional knowledge.

• Tom Keeley (Lehigh Road, Wellesley):
  • Expressed concern about the shift in bus driver funding from 100% town-funded to 100% grant-funded.
  • Recalled that previous transportation scheduler costs ($42,600) were eliminated with the assumption that the offset would also be eliminated.
  • Argued that bus service for seniors is a core service, especially for handicapped and frail residents, and should not be vulnerable to grant funding.
  • Stated that priorities are "upside down" if bus service is treated as expendable.

The meeting was adjourned at 12:53 PM.