Category Archives: Employees

Selectman goals & objectives

I am being interviewed on Medfield TV on 6/18 by Jack Peterson and Theresa Knapp of Patch, and Jack asked me to bring along topics to discuss, so I updated the list of goals and objectives I prepared for the Board of Selectmen last September:

2013 Goals and Objectives for the Medfield Town Administrator and the Board of Selectmen

By Osler L. Peterson, Selectman
June 3, 2013

1.    Institutional good governance systems, such as
a.    Thorough planning,
b.    Government transparency, and
c.    Complete reporting to the residents
2.    Have the Board of Advisors (former selectmen) conduct a zero based review of our town government systems to determine whether we are using best practices and have the right systems.  Consider partnering with an educational institution to get interns for this task.
a.    Establish expectations, policies, and procedures for all town boards and departments.
b.    Evaluate staffing levels and positions.
i.    Consider hiring a Finance Director.
3.    Get written five year plans from the Town Administrator and department heads.
4.    Have Town Administrator use annual calendar for the Board of Selectmen.
5.    Hold a Board of Selectmen joint meeting annually with each town board and commission to review our shared purposes and goals.
6.    Report to town on DPW’s road and sidewalk repair plans and funding.
7.    Work with Water and Sewer Commission on its master plan.
8.    Study the possible purchase and/or control of the development of the Medfield State Hospital site
9.    Oversee the process of dealing with the clean up and reuse of the Medfield State Hospital site.
10.    Complete bylaw review, especially for issues related to the Medfield State Hospital site.
11.    Work with planning board for new economic growth; Town’s master plan and downtown zoning.
12.    Work on strategy for maintenance and renovation of all town buildings and a strategy to build a new DPW Garage, Public Safety, and Community Center.
13.    Examine opportunities for additional revenue streams, such as:
a.    Housing can be the “business” of Medfield (e.g. – Old Medfield Square)
b.    Power purchase agreements for PV power
c.    Selling Medfield bottled water
14.    Identify opportunities for regionalization of services, such as:
a.    Dispatch for public safety
b.    Board of Health
15.    Target completion of union negotiations before contracts expire.
16.    Create a three-year financial forecast of the town, working with the Warrant Committee and the School Committee.
17.    Implement succession planning for key municipal positions.
18.    Installation of solar PV arrays on town owned land.
19.    Become a Green Community.
20.    Solve Veterans Service Officer position issues.
21.    Perform an analysis of overtime use.
22.    Maintain town’s fiscal status.
23.    Determine whether our recycling rates can be improved, and our trash costs thereby reduced

Town planner

Exceptional town employee Norma Cronin, Senior Secretarial Administrator to, but really the heart, sole, and glue of both the Planning Board and the Zoning Board of Appeals is retiring.  The town has opted to try to replace her (we who have worked with her know she cannot be replaced) with a town planner.  See here the town planner ad posted in the Massachusetts Municipal Association’s monthly magazine The Bulletin.

Goals for the next year

Selectmen will discuss their goals for the next year next Tuesday.  These are my suggestions.  Let me know if you have ideas for different things the Board of Selectmen and the town administrators should be working on this next year.  I just sent these to Ann and Mark and asked for copies of theirs – as I hope to get them before we meet.

2012 Goals and Objectives for the Medfield Town Administrator
and the Board of Selectmen

By Osler L. Peterson, Selectman
September 27, 2012

1.    Conduct a zero based review and revision of our town government departments and their systems to determine whether we are using best practices.
a.    Establish expectations, policies, and procedures for all town boards and departments.
b.    Evaluate staffing levels and positions.
i.    Consider hiring a Finance Director.
c.    Consider partnering with an educational institution to get interns for this task.
d.    Reconsider using the former selectmen to perform this task.
2.    Have Town Administrator institute use of annual calendar for the Board of Selectmen.
3.    Hold a Board of Selectmen joint meeting annually with all town boards and commissions to review our shared purposes and goals.
4.    Determine road repair plans, priorities, and funding – Superintendent to outline.
5.    Work with Water and Sewer Commission on its operations and its master plan.
6.    Oversee the process of dealing with the clean up and reuse of the Medfield State Hospital site.  Complete the bylaw review for issued related to the Medfield State Hospital site.
7.    Annually get written five year written plans from the Town Administrator and department heads.
8.    Work with planning board for new economic growth, on Town’s master plan, and on  downtown zoning.
9.    Develop a strategy for maintenance and renovation of all town buildings.
10.    Develop a strategy to build a new DPW Garage, Public Safety, and Community Center.
11.    Examine opportunities for additional revenue streams.
12.    Identify opportunities for regionalization of services.
13.    Target completion of union negotiations before contracts expire.
14.    Create an evergreen three-year financial forecast of the town, working with the Warrant Committee and the School Committee.
15.    Implement succession planning for key town staffing positions.
16.    Installation of solar PV arrays on town owned land.
17.    Become a Green Community.
18.    Solve the issues about the Veterans Service Officer position.
19.    Perform an analysis of whether overtime is being used the way the town wants.
20.    Maintain town’s fiscal status.
21.    Plant street trees.
22.    Develop a historic house walking tour.

MMA Bulletin article on OPEB

Read with lunch today – the Massachusetts Municipal Association’s April Bulletin has an article on the “other post-emloyment benefit” (OPEB) costs, which are mainly health insurance.  Medfield’s unfunded OPEB health insurance liability is about $43 m., and the Board of Selectmen has agreed to look into what to do about it.

MMA’s article states that most towns have not funded OPEB, and are merely paying for it as they go along.  I understand that while we are not funding the liability, the liability is also growing larger each year at a substantial rate – $1.5 m. this past year is what Mike said.

The article says that any funding town sets aside can be invested with the State Retiree Benefits Trust Fund (which has $49 b. in funds), which gets one the benefits of a large scale investment, without the management costs and/or risks of dealing with a small amount.

Town’s future cost for employee health care

This is a report titled “Town of Medfield Other Post-Employment Benefits – Actuarial Valuation – 1/1/2011.”  The report projects the cost to the Town of Medfield of the future health care costs already earned by the town’s current employees and retirees.  Other Post-Employment Benefits (OPEB) are employee benefits that have already been earned.  In our case these are obligations for which the town has not set aside any funds to pay those future costs.  This unfunded town liability on 1/1/2011 appears to have been estimated by the consultant in this report to stand at $39,775, 805.

https://medfield02052.blog/wp-content/uploads/2012/04/20110101-actuarialvaluation-opeb.pdf

From the report –

Summary of Actuarial Results
The actuarial values in this report were calculated consistent with the Governmental Accounting Standards Board (GASB) Statement No. 45, Accounting and Financial Reporting by Employers for Postemployment Benefits Other Than Pensions, issued June 2004. Values at two discount rates are presented. The 7.50% discount rate represents the expected rate .of return for a funded plan with a longer-term investment horizon. For an unfunded plan, the GASB Statement No. 45 calls for the use of a discount rate approximating the rate of return of Medfield’s general assets. The rate we recommend for Medfield is 4.25%. The OPEB liability is extremely sensitive to this assumption. Use of the unfunded rate instead of the funded rate causes the Annual Required Contribution (ARC), Accrued Actuarial Liability (AAL), and the Normal Cost to increase dramatically.

The summary results are as follows:
• Actuarial Accrued Liability (” AAL”) is the “price” attrbutable to benefits earned in past years. The total AAL as of January I, 2011 (at 4.25%% discount rate) is $39,775,805.  This is made up of approximately $22.3 million for current active Medfield employees and approximately $17.5 million for Medfield retirees, spouses and survivors.
• The Normal Cost is the “price” attributable to benefits earned in the current year. The Normal Cost as of January 1, 2011 (at the 4.25% discount rate) is approximately $1.9 million.
• Based on a twenty-eight year funding schedule (at the 4.25% discount rate), the Fiscal 2011 contribution would be $3,503,030. This figure is referred to as the Annual Required Contdbution (ARC). This figure should be contrasted with the ARC using the fully funded 7.50% rate and a thirty-year funding schedule of $2,432,940. These compare to the pay-as-you-go contribution of the existing costs for current retirees of $1,234,867. For an illustration of how payment of the ARC impacts the funding of the plan over time, please refer to the “mustrative Funding Schedule” discussion beginning on page 15 and the accompanying table on page 35. The following table shows the breakdown of the Actuarial Accrued Liability between future retirees and current retirees, as well as the normal cost, at Medfield’s different discount rates:

[SEE THE REPORT FOR THE CHART (it did not copy well below)]

Actuarial Results as of ,January 1, 2011 7.50% Rate 4.25% Rate

Current Actives                                                       $12,922,731   $22,309,068

Current Retirees, Beneficiaries, Vesteds ~  $12,881,239 ;  $17,466,737
and Survivors

Total AAL .                                                                  $2~,803,970   $39,775,805

Normal Cost                                                                $979,396            $1,889,948

ARC (uses 28 year amortization for

Unfunded, 30 years for Funded) .                       $2,432,940      $3,503,030

Idea 1 of 5 from the Massachusetts Municipal Association’s annual convention – merit pay

I attended the Massachusetts Municipal Association’s annual convention at the Hynes Convention Center this past Friday and Saturday, and learned at least  five excellent things that Medfield should look to implement.  I will relate them this week as I am able.

The first idea is to institute a system of merit pay for the town’s employees.  Performance based compensation, or merit pay, was the topic of the Massachusetts Selectman’s Association’s Annual Meeting held at the Hynes Convention Center on 1/21/12.

Towns that are already using it include Andover, Natick, and Danvers – Natick has been using it for years.  The presenters opined that there was no perfect system, and that one should just pick one and get going with it.

It boils down to asking

  • what do we expect?
  • how did you do?
  • how will we reward you?

I have attached the materials that were handed out.

Click to access 20120121-msa-annual-meeting-performance-based-compensation.pdf