Appropriations & Oversight Committee — 2026-06-01

Appropriations & Oversight Committee-Budget Hearing

This meeting starts at 0:00 in a recording that covers several meetings.

Attendance

Jason Chen present · At-Large; Cal Finocchiaro present · Ward 6; Bradley Freeman present · President, Ex Officio; Maya Jamaleddine absent · At-Large; Manjula Karamcheti present · Ward 1; Elizabeth Kowal present · At-Large; John Obremski present · Ward 2; Christopher Park present · Ward 3; Kimberly Vandiver present · Vice Chair; Ryan Williams present · At-Large

Agenda

Minutes

Appropriations & Oversight Committee Monday, June 1, 2026, 6:00 PM City Council Chamber, 1st Floor 562 Main Street, Melrose, MA 02176 MINUTES I. CALL TO ORDER Kimberly Vandiver Vice Chair Jason Chen Cal Finocchiaro Maya Jamaleddine Manjula Karamcheti Elizabeth Kowal John Obremski Christopher Park Ryan Williams William Bradley Freeman President, Ex Officio Devin Romanul Chair Meeting was called to order by Chair Romanul at 6:10 PM Attendee Name Title Status Arrived Kim Vandiver Vice Chair Present Jason Chen At-Large Present Cal Finocchiaro Ward 6 Present Maya Jamaleddine At-Large Absent Manjula Karamcheti Ward 1 Present Elizabeth Kowal At-Large Present John Obremski Ward 2 Present Christopher Park Ward 3 Present Ryan Williams At-Large Present William Bradley Freeman President, Ex Officio Present Member Devin Romanul Chair Present II. MINUTES APPROVAL Appropriations & Oversight Committee Meeting May 21, 2026 7:00 PM 1 Motion to Approve the minutes by unanimous consent without reading made by Chair Romanul All were in favor and minutes were approved RESULT: APPROVED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine III. PUBLIC COMMENT Motion to Open public comment made by Chair Romanul at 6:11 PM There were no comments on the floor or via Zoom Motion to Close public comment made by Chair Romanul at 6:11 PM When: Jun 1, 2026 06:00 PM Eastern Time (US and Canada) Topic: Appropriations & Oversight Meeting Join from PC, Mac, iPad, or Android: https://cityofmelrose- org.zoom.us/j/93112986411?pwd=RP7HSDVTQrwR1OCUDRqzi7YuhTf3eP.1 Passcode:242871 Webinar ID: 931 1298 6411 IV. APPROPRIATIONS FREE CASH

A. (ID # 2026-1145): An Appropriation from Free Cash (account 01-324001) to the Assessing Department (#141) in the amount of $9,000 to cover the cost of mailing tax impact notices to all taxpayers in Melrose. Motion to Approve made by Councilor Chen Seconded by Councilor Karamcheti All were in favor and motion passed RESULTS: PASSED [UNANIMOUS] TO: City Council AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine Sarah MacLellan, Chief Assessor, explained that their office does a valuation of all properties every year, and a revaluation is conducted every 5 years, which is FY27 for Melrose. For the revaluation, 2 the MA Department of Revenue requires a full review and recertification of those values. Melrose is required to notify taxpayers of their proposed property values during the public disclosure period. Melrose has an ordinance that requires the assessors to mail a written notice to every taxpayer in the city. It is not standard practice for other cities to require the mailing. Sarah stated this helps to facilitate transparency, especially so close to the override passage. Councilors suggested saving money by offering electronic notification. Sarah commented that people are very responsive to mailings in general, and that they notify the public by other methods also. V. DEPARTMENT BUDGET PRESENTATIONS A. Department Presenter 141 Assessor 135 Auditor 942 Stabilization Fund/OPEB Funds Capital Outlay 300 School 399 Regional School Assessment (NMRVHS) 399 Essex Agricultural 399 Lexington Minuteman Department 141 Assessor Sarah MacLellan, Chief Assessor, explained that the core function of the office is the fair and equitable valuation of all taxable property in the city in accordance with Mass Law and Department of Revenue guidelines. The department is responsible for maintaining accurate records for all real and personal property in the city. Melrose is in compliance with the annual and every 5 year review processes, which enables them to submit the tax rate/shift each year. Vendors are used for the revaluation process and there is an upward trend in software fees from these vendors. Motion to Move the Bottom Line made by Councilor Finocchiaro Seconded by Councilor Karamcheti All were in favor and motion passed RESULT: ACCEPTED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine 3 Department 135 Auditor Kerri Golden, CFO, explained that her office is responsible for providing financial information to make both short and long-term financial decisions and to safeguard the city's assets. We are charged with watching every single outgoing dollar to the city as well as reviewing the incoming money that comes through the treasurer collector's office. For FY27 the payroll manager function will be moved to the treasurer's office. During FY26 they affirmed the city's bond rating and achieved the GFOA Certificate of Achievement in Excellence in Financial Reporting. A goal for FY27 is to invest in training for all department personnel. Motion to Move the Bottom Line made by Councilor Karamcheti Seconded by Councilor Finocchiaro All were in favor and motion passed RESULT: ACCEPTED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine Department 942 Stabilization Fund/OPEB Funds Kerri Golden, CFO presented the Stabilization Fund/OPEB Funds. OPEB liability for fiscal 2025 was $155 million. The pension assessment is projected to be funded by 2038. If Melrose does not fund the OPEB trust, the rating agency reviews it and writes them up stating concerns with outstanding liabilities, and there have been no penalties to date. Motion to Move the Bottom Line made by President Freeman Seconded by Councilor Vandiver All were in favor and motion passed RESULT: ACCEPTED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine Department 931 Capital Outlay Kerri Golden, CFO, explained that this is a new budget for FY27 and is a result of the capital planning process started last December. Specific items are listed with funding coming from the operating budget. Free cash requests are being utilized for items not on this list. This will be recurring on all future budgets. Some councilors were not in favor of this process since it is harder to estimate the true cost of a department if some of their funding is put under Capital Outlay. This is a lot of money, and it eliminates the discussion that would normally occur on department spending. Others stated that it's a good directional change to have a Capital Outlay and that it had been discussed over the years but lacked funding. It is the city's attempt to spend money on already established needs. Kerri prefers not putting this into a stabilization fund. It's a question of 4 governance and keeping the amounts true and accurate, which can be based on the last 5 years of data. It's a learning process and is based on the availability of money. Typically human capital consumed so much of the money that it had not been possible to establish this budget prior to the override. Motion to Move the Bottom Line made by Councilor Karamcheti Seconded by Councilor Finocchiaro All were in favor and motion passed RESULT: ACCEPTED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine Department 300 School Superintendent Cari Berman and Deputy Superintendent Ken Kelley presented highlights to the City Council and explained how they restored 17 positions through the recent override. Key priorities included reducing class sizes, restoring team models at middle school, and purchasing high-quality instructional materials. The district plans to add 15 teaching positions and 2 administrative positions, with a total requested local contribution of $49,332,180. A STEM director was hired to support the onboarding of a new math curriculum. Council members raised questions about principal staffing (keeping only one principal for the middle and high schools versus returning to the 2 principal model), achievement gaps, technology spending, and enrollment projections, which showed a 10% decline over the next three years. Concerns were raised regarding the "one principal" plan that if that person unexpectedly left Melrose, two schools would be missing a key position. If that happened, it was uncertain if they would revert to the "2 principal" plan, and they would ask teachers, students and parents for feedback. Regarding achievement gaps, especially with students of color, special needs and low income, the schools will implement intervention at the middle school level, invest in HQIM for professional development and provide special focused attention. Since the override passed there are no free cash requests right now. Technology-based instruction is part of the curriculum department number, and they are evaluating Chromebook usage and its value, to determine the cost versus effectiveness of helping students. It was noted that with the projected 10% drop in enrollment over the next 3+ years and the projected budget remaining the same, this would result in a less efficient system with increased costs per student but not in a good way. Little information was able to be shared regarding teacher union contract trends and it was stated that the budget focuses on stability while building in flexibility to address unknowns and future needs. Motion to Move the Bottom Line made by Councilor Karamcheti Seconded by Councilor Williams All were in favor and motion passed RESULT: ACCEPTED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None 5 ABSENT: Maya Jamaleddine Motion to Recess to open the city council meeting made by Chair Romanul at 7:47 PM Meeting was recessed Meeting was resumed by Chair Romanul at 7:50 PM Department 399 Regional School Assessment (NMRVHS) Jay Picone, Finance Director, and Ward Hamilton explained that the district faces financial pressures due to limited state aid growth and increased net school spending requirements. The total assessment for Melrose is $2,066,354, consisting of $1,585,598 in operating assessment and $480,755 in debt service. The presentation highlighted key challenges including salary obligations, new instructional staff needs, transportation costs, and operational expenses for the new school building, with Melrose experiencing a relatively lower increase of 5.9% compared to other communities. They discussed the higher cost of the Voc compared to regular education, with a councilor noting the $27,000 per student cost versus $17,000 for regular Melrose students, though he viewed it as an investment in skilled trades. Melrose currently has 74 students enrolled at the Voc and the most popular programs are electrical and plumbing. The new school has space for another 400 students and Melrose should anticipate more students, possibly another 120, attending there in the future. Motion to Move the Bottom Line made by Councilor Finocchiaro Seconded by Councilor Chen All were in favor and motion passed RESULT: ACCEPTED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine Department 399 Essex Agricultural Kerri Golden, CFO, presented the budget for the 8 current students from Melrose. Motion to Move the Bottom Line made by Councilor Karamcheti Seconded by Councilor Finocchiaro All were in favor and motion passed RESULT: ACCEPTED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine Department 399 Lexington Minuteman 6 Kerri Golden, CFO, presented the budget for the 1 student from Melrose. Motion to Move the Bottom Line made by Councilor Karamcheti Seconded by Councilor Finocchiaro All were in favor and motion passed RESULT: ACCEPTED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine VI. APPROPRIATIONS FOR FY27

A. (ID # 2026-1215): An Appropriation in the amount of $348,948.80 for Other Funding Sources (OFS) for Fiscal Year 2027. Motion to Approve made by Councilor Finocchiaro Seconded by Councilor Chen All were in favor and motion was passed RESULTS: ACCEPTED [UNANIMOUS] TO: City Council AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine Kerri Golden, CFO, presented the appropriation of $348,948.80 from various funding sources including cemetery sales, parking receipts, and a cannabis tax fund. The trend has been pretty stable over 2 years. The cannabis funds are down due to the price of it decreasing.

B. (ID # 2026-1208): An Appropriation in the amount of $126,652,797 to fund the Fiscal Year 2027 General Fund Operating Budget. Motion to Hold in Committee made by Councilor Williams Seconded by Councilor Karamcheti All were in favor and motion passed RESULT: ACCEPTED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None 7 ABSENT: Maya Jamaleddine VII. APPROPRIATIONS FREE CASH CONTINUED

A. (ID # 2026-1172): An Appropriation from Free Cash (account 01-324001) to the School Department (#300) in the amount of $12,193.20 to purchase vape detectors for MVMMS. Motion to Recommend made by Councilor Finocchiaro Seconded by Councilor Williams All were in favor and motion passed RESULTS: ACCEPTED [UNANIMOUS] TO: City Council AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine Cari Berman and Ken Kelley stated that the vape detectors will notify the administrators when they trip and also act as a deterrent, and they are currently in use at the high school.

B. (ID # 2026-1173): An Appropriation from Free Cash (account 01-324001) to the School Department (#300) in the amount of $72,180 to purchase MHS Band uniforms. Motion to Recommend made by Councilor Karamcheti Seconded by Councilor Finocchiaro All were in favor and motion passed RESULTS: ACCEPTED [UNANIMOUS] TO: City Council AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine Cari Berman and Ken Kelley said that the marching band uniforms are about 25 years old and in need of replacement. It's a large group of students, and they will be custom-made, thus the expensive price. 8

C. (ID # 2026-1174): An Appropriation from Free Cash (account 01-324001) to the School Department (#300) in the amount of $44,296.32 for the purchase of athletic equipment. Motion to Recommend made by Councilor Finocchiaro Seconded by Councilor Karamcheti All were in favor and motion passed RESULTS: ACCEPTED [UNANIMOUS] TO: City Council AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine Cari Berman and Ken Kelley detailed the request for free cash for girls/boys lacrosse and boys basketball uniforms, and a scores table in the gym. The request is split pretty evenly between the two.

D. (ID # 2026-1242): An Appropriation from Free Cash (account 01-324001) in the amount of $560,000 to the City Stabilization fund (#8401). Motion to Approve made by Councilor Chen Seconded by Councilor Karamcheti All were in favor and motion passed RESULTS: ACCEPTED [UNANIMOUS] TO: City Council AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Maya Jamaleddine Kerri Golden, CFO, explained that every year, as part of free cash, we try to recognize an amount and put it into our stabilization funds. This year the request is just to the General Purpose City Stabilization Fund, and the target for this is to have it be 5% of the operating budget. This fund is very restrictive and is used for natural disaster incidents or cases when state revenues are cut or real anomalies. VIII. ADJOURNMENT Motion to Adjourn by unanimous consent made by Chair Romanul at 8:41 PM All were in favor and meeting was adjourned 9 10 CITY OF MELROSE BOARD OF ASSESSORS City Hall, 562 Main Street Sarah MacLellan Melrose, Massachusetts 02176 Chief Assessor Telephone - (781) 979-4104 smaclellan@cityofmelrose.org To: The Honorable City Council From: Sarah MacLellan Date: April 15, 2026 Subject: Free Cash Appropriation for Mailing of Impact Notices during 5-year Revaluation Year The Assessing Department is requesting a $9,000 Free Cash appropriation to cover the cost of mailing tax impact notices to all taxpayers in Melrose. Article III, Section 15-10 of the City of Melrose Code of ordinances requires that: “For those fiscal years wherein the tax list is comprised of new state-mandated evaluations, the Assessors shall cause an impact notice to be sent to each individual taxpayer. Such notices shall be sent prior to the delivery of the tax list by the Assessors to the City Collector.”1 In Massachusetts, all real and personal property is assessed at full and fair cash value as of January 1st each year. This means that assessors are required annually to review and analyze market conditions and property data to ensure that assessed values reflect the market values for the assessment period. In addition to these annual assessments (interim valuation years), all Massachusetts municipalities are required by the Massachusetts Department of Revenue (DOR) to complete a comprehensive revaluation every five years. This process is referred to as the “certification” or the “revaluation year”. During the revaluation year, which will be Fiscal Year 2027 for Melrose, the Assessing Department undertakes a detailed systematic review of all property assessments within the city. The process includes data collection and verification, in-depth market analysis, valuation modeling, and state certification. Final certification from the DOR confirms that property assessments in Melrose meet the state’s required standards of accuracy and fairness. As part of the Massachusetts DOR’s regular Revaluation process, there is a required public disclosure period during which the assessors must notify taxpayers of proposed property tax 1 City of Melrose Code, Part 1 Administrative Legislation, Chapter 15, Article III Board of Assessors §15-10 Impact notices. https://ecode360.com/15358118 assessments prior to the issuance of tax bills. Under state guidelines, this requirement is satisfied by posting notice on the city’s website or in a newspaper of general circulation, for a minimum of five days. However, the city’s ordinance imposes a more stringent requirement, mandating that the Assesssors’ Office mail a written notice of proposed assessments to each taxpayer. The requested $9,000 appropriation will be used exclusively to cover printing, materials and postage costs associated with mailing these required notices to all taxpayers. This ensures compliance with the ordinance while also supporting the Assessing Department’s objective of providing clear communication with residents regarding property valuation. Thank you for your consideration of this request. I am available to provide additional information or answer questions as needed. City Auditor CITY OF MELROSE AUDITOR’SCity Hall, OFFICE 562 Main Street Melrose, Massachusetts 02176 Telephone - (781) 979-4110 Fax - (781) 662-2182 Free Cash Orders for Fiscal Year 2026 “Free cash” is a term used to describe any remaining, unrestricted funds from the previous fiscal years. After it is “certified” by the state, free cash use requires a recommendation from the Mayor and an appropriation from the City Council. More information on free cash is available on the state’s website (https://www.mass.gov/info-details/free-cash). Council Order Item APPRO Balance of Free ID Amount Cash Dep/Fund Description Status Certified $5,558,450.00 2026-612 $20,020.00 5,538,430.00 Dept - 162 Poll Pads and a label Printer Approved Fund - 2026-614 $50,000.00 5,488,430.00 2543 Melrose Cultural Council Approved Chamber and City Event 2026-615 $25,000.00 5,463,430.00 Dept - 121 Support Approved 2026-1147 $170,000.00 5,293,430.00 Dept - 423 Sidewalk Plow A&O 2026-1148 $880,000.00 4,413,430.00 Dept- 931 DPW Vehicles A&O 2026-1149 $865,000.00 3,548,430.00 Dept-931 DPW Snow and Ice Deficit A&O Fund - 2026-1150 $244,944.00 3,303,486.00 1620 School Department A&O 2026-1151 $10,000.00 3,293,486.00 Dept- 422 Bike Racks A&O 2026-1145 $9,000.00 Dept - 141 Tax Impact Notices Mailing Submitted 3,284,486.00 2026-1164 $75,000.00 Dept - 175 Housing Production Plan Submitted 3,209,486.00 2026-1165 $70,000.00 Dept - 175 Downtown Parking Study Submitted 3,139,486.00 2026-1169 $30,000.00 Dept - 543 Welcome Home Veterans Sign Submitted 3,109,486.00 Fund – 2026-1170 $150,000.00 Affordable Housing Trust Submitted 2,959,486.00 8270 Boiler replacement and HVAC 2026-1171 $50,000.00 Dept – 693 Submitted 2,909,486.00 controls 2026-1172 $12,193.20 Dept- 300 Vape Detectors MVMMS Submitted 2,897,292.80 2026-1173 $72,180.00 Dept - 300 MHS Band Uniforms Submitted 2,825,112.80 Basketball & Lacrosse 2026-1174 $44,296.32 Dept-300 Submitted 2,780,816.48 Uniforms, Scorer table 2026-1175 $710,000.00 Dept- 401 Ell Pond Park Design Submitted 2,070,816.48 2026-1176 $400,000.00 Dept - 422 Lebanon TIP Project Submitted 1,670,816.48 2026-1177 $20,000.00 Dept - 401 School Signage Submitted 1,650,816.48 2026-1178 $3,000.00 Dept - 162 Census Mailer Submitted 1,647,816.48 *The first three appropriation requests listed were approved at the 4/6/26 City Council meeting. As requests are submitted by the administration and approved by the City Council, the table above will be updated accordingly and shared with subsequent orders. CITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 112 CITY COUNCIL 51 SALARIES 011121 511000 S & W 62,887.48 72,595.00 72,595.00 57,287.90 72,595.00 73,746.00 1.6% TOTAL SALARIES 62,887.48 72,595.00 72,595.00 57,287.90 72,595.00 73,746.00 1.6% 52 CONTRACTUAL 011122 520500 ADVERTIS 2,302.00 300.00 300.00 1,910.00 300.00 3,000.00 900.0% 011122 521000 PRINTING 206.00 700.00 700.00 790.00 700.00 700.00 .0% 011122 523100 EXPENSES 11,000.00 11,000.00 11,000.00 9,737.46 11,000.00 12,000.00 9.1% TOTAL CONTRACTUAL 13,508.00 12,000.00 12,000.00 12,437.46 12,000.00 15,700.00 30.8% TOTAL CITY COUNCIL 76,395.48 84,595.00 84,595.00 69,725.36 84,595.00 89,446.00 5.7% Report generated: 05/07/2026 14:29 Page 1 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 121 MAYOR 51 SALARIES 011211 511000 S & W 335,222.26 345,726.00 345,726.00 296,506.71 345,726.00 377,019.00 9.1% TOTAL SALARIES 335,222.26 345,726.00 345,726.00 296,506.71 345,726.00 377,019.00 9.1% 52 CONTRACTUAL 011212 521000 PRINTING 456.76 750.00 750.00 584.64 998.00 750.00 .0% 011212 523100 EXP ACCT 7,026.69 7,000.00 7,000.00 6,063.19 7,000.00 7,000.00 .0% 011212 525401 WEBSITE .00 9,000.00 9,000.00 9,000.00 9,000.00 12,000.00 33.3% 011212 529000 PROF SERV 486.90 4,000.00 4,000.00 9,029.05 9,500.00 6,000.00 50.0% TOTAL CONTRACTUAL 7,970.35 20,750.00 20,750.00 24,676.88 26,498.00 25,750.00 24.1% 54 OTHER CHARGES 011212 540500 DUES/MEMB 22,828.00 24,500.00 24,500.00 23,780.00 24,500.00 24,500.00 .0% 011212 540600 EDUC/SEMIN 3,540.00 2,250.00 2,250.00 763.16 2,250.00 2,250.00 .0% TOTAL OTHER CHARGES 26,368.00 26,750.00 26,750.00 24,543.16 26,750.00 26,750.00 .0% TOTAL MAYOR 369,560.61 393,226.00 393,226.00 345,726.75 398,974.00 429,519.00 9.2% Report generated: 05/07/2026 14:29 Page 2 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 135 AUDITOR 51 SALARIES 011351 511000 S & W 386,437.15 407,422.00 407,422.00 347,802.58 407,422.00 343,703.00 -15.6% TOTAL SALARIES 386,437.15 407,422.00 407,422.00 347,802.58 407,422.00 343,703.00 -15.6% 52 CONTRACTUAL 011352 528600 AUDIT SERV 69,170.00 80,165.00 80,165.00 79,337.50 80,165.00 84,000.00 4.8% 011352 529000 PROF SERV 11,800.00 11,800.00 11,800.00 10,777.55 11,800.00 42,702.00 261.9% TOTAL CONTRACTUAL 80,970.00 91,965.00 91,965.00 90,115.05 91,965.00 126,702.00 37.8% 54 OTHER CHARGES 011352 540500 DUES/MEMB 225.00 600.00 600.00 500.00 600.00 1,000.00 66.7% 011352 540600 EDUC/SEMIN 2,527.00 1,000.00 1,000.00 150.00 1,000.00 2,000.00 100.0% TOTAL OTHER CHARGES 2,752.00 1,600.00 1,600.00 650.00 1,600.00 3,000.00 87.5% TOTAL AUDITOR 470,159.15 500,987.00 500,987.00 438,567.63 500,987.00 473,405.00 -5.5% Report generated: 05/07/2026 14:29 Page 3 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 141 ASSESSORS 51 SALARIES 011411 511000 S & W 244,040.09 256,712.00 256,712.00 220,689.14 256,712.00 272,319.00 6.1% TOTAL SALARIES 244,040.09 256,712.00 256,712.00 220,689.14 256,712.00 272,319.00 6.1% 52 CONTRACTUAL 011412 521000 PRINTING 250.00 250.00 250.00 250.00 250.00 250.00 .0% 011412 523000 MILEAGE 1,029.04 1,000.00 1,000.00 35.14 1,000.00 1,000.00 .0% 011412 528000 FEES 298.05 300.00 300.00 300.00 300.00 300.00 .0% 011412 529000 PROF SERV 3,327.75 15,900.00 15,900.00 30,793.16 31,507.99 15,900.00 .0% 011412 529300 REVAL 103,082.75 103,500.00 103,500.00 138,353.75 138,559.01 108,675.00 5.0% TOTAL CONTRACTUAL 107,987.59 120,950.00 120,950.00 169,732.05 171,617.00 126,125.00 4.3% 53 SUPPLIES & MATERIAL 011412 530200 COPY SUP 181.70 200.00 200.00 192.02 200.00 200.00 .0% TOTAL SUPPLIES & MATERIAL 181.70 200.00 200.00 192.02 200.00 200.00 .0% 54 OTHER CHARGES 011412 540500 DUES/MEMB 695.00 700.00 700.00 694.00 700.00 700.00 .0% 011412 540600 EDUC/SEMIN 6,339.01 3,000.00 3,000.00 1,795.00 3,000.00 6,000.00 100.0% TOTAL OTHER CHARGES 7,034.01 3,700.00 3,700.00 2,489.00 3,700.00 6,700.00 81.1% TOTAL ASSESSORS 359,243.39 381,562.00 381,562.00 393,102.21 432,229.00 405,344.00 6.2% Report generated: 05/07/2026 14:29 Page 4 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 145 TREASURER/COLLECTOR 51 SALARIES 011451 511000 S & W 419,478.42 441,481.00 441,481.00 381,753.01 441,481.00 532,737.00 20.7% TOTAL SALARIES 419,478.42 441,481.00 441,481.00 381,753.01 441,481.00 532,737.00 20.7% 52 CONTRACTUAL 011452 521000 PRINTING 9,720.05 20,000.00 20,000.00 4,713.77 20,000.00 16,250.00 -18.8% 011452 521500 POSTAGE 69,472.33 60,000.00 60,000.00 55,082.77 60,000.00 55,000.00 -8.3% 011452 521801 FOLD MAINT 1,470.00 1,400.00 1,400.00 1,544.00 1,400.00 1,400.00 .0% 011452 527600 OFFICE EQU 1,210.94 1,215.00 1,215.00 300.00 1,215.00 2,000.00 64.6% 011452 528002 TITLE FEES 880.39 1,260.00 1,260.00 1,105.00 1,639.61 3,500.00 177.8% 011452 529000 PROF SERV 17,788.31 14,848.00 14,848.00 3,937.59 15,961.75 15,000.00 1.0% TOTAL CONTRACTUAL 100,542.02 98,723.00 98,723.00 66,683.13 100,216.36 93,150.00 -5.6% 54 OTHER CHARGES 011452 540500 DUES/MEMB 265.00 165.00 165.00 485.00 165.00 475.00 187.9% 011452 540600 EDUC/SEMIN 1,073.13 1,500.00 1,500.00 845.09 1,500.00 2,000.00 33.3% 011452 544100 SURETY 2,000.00 2,075.00 2,075.00 2,000.00 2,075.00 2,000.00 -3.6% TOTAL OTHER CHARGES 3,338.13 3,740.00 3,740.00 3,330.09 3,740.00 4,475.00 19.7% TOTAL TREASURER/COLLECTOR 523,358.57 543,944.00 543,944.00 451,766.23 545,437.36 630,362.00 15.9% Report generated: 05/07/2026 14:29 Page 5 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 151 CITY SOLICITOR 51 SALARIES 011511 511000 S & W 165,764.98 148,603.00 148,603.00 128,598.75 148,603.00 171,959.00 15.7% 01151771 511000 S & W 114,306.22 119,475.00 119,475.00 103,496.50 119,475.00 123,061.00 3.0% TOTAL SALARIES 280,071.20 268,078.00 268,078.00 232,095.25 268,078.00 295,020.00 10.1% 52 CONTRACTUAL 011512 523100 EXPENSES 451.14 1,200.00 1,200.00 205.00 3,410.00 1,200.00 .0% 011512 529000 PROF SERV 33,104.27 30,000.00 30,000.00 10,332.90 31,790.00 30,000.00 .0% TOTAL CONTRACTUAL 33,555.41 31,200.00 31,200.00 10,537.90 35,200.00 31,200.00 .0% 53 SUPPLIES & MATERIAL 011512 534200 BOOKS 357.00 500.00 500.00 407.00 500.00 500.00 .0% 011512 534250 ELECT MASS 3,322.00 3,850.00 3,850.00 3,816.00 4,454.00 4,152.00 7.8% TOTAL SUPPLIES & MATERIAL 3,679.00 4,350.00 4,350.00 4,223.00 4,954.00 4,652.00 6.9% 54 OTHER CHARGES 011512 540500 DUES/MEMB 1,300.00 2,730.00 2,730.00 1,270.00 2,730.00 2,500.00 -8.4% 011512 540600 EDUC/SEMIN 1,932.09 3,000.00 3,000.00 1,680.00 3,000.00 3,000.00 .0% 011512 544310 PROP INS 807,504.40 884,112.00 884,112.00 891,383.40 889,764.00 968,715.00 9.6% 011512 544500 CLAIMSDED 12,013.07 10,000.00 10,000.00 2,054.97 10,000.00 60,000.00 500.0% TOTAL OTHER CHARGES 822,749.56 899,842.00 899,842.00 896,388.37 905,494.00 1,034,215.00 14.9% TOTAL CITY SOLICITOR 1,140,055.17 1,203,470.00 1,203,470.00 1,143,244.52 1,213,726.00 1,365,087.00 13.4% Report generated: 05/07/2026 14:29 Page 6 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 152 HUMAN RESOURCES 51 SALARIES 011521 511000 S & W 156,945.53 164,061.00 164,061.00 145,536.92 164,061.00 200,629.00 22.3% TOTAL SALARIES 156,945.53 164,061.00 164,061.00 145,536.92 164,061.00 200,629.00 22.3% 52 CONTRACTUAL 011522 520500 ADVERTISE 5,999.67 .00 8,000.00 12,653.84 10,357.75 8,000.00 .0% 011522 521000 PRINTING 96.96 100.00 100.00 91.00 100.00 100.00 .0% 011522 529600 ADA .00 .00 .00 10,000.00 .00 10,000.00 .0% TOTAL CONTRACTUAL 6,096.63 100.00 8,100.00 22,744.84 10,457.75 18,100.00 123.5% 54 OTHER CHARGES 011522 540500 DUES/MEMB 539.00 519.00 519.00 574.00 519.00 519.00 .0% 011522 540600 EDUC/SEMIN 242.99 500.00 500.00 90.00 500.00 500.00 .0% 011522 543000 PHYSICAL 15,129.00 .00 12,000.00 10,790.00 10,253.00 12,000.00 .0% TOTAL OTHER CHARGES 15,910.99 1,019.00 13,019.00 11,454.00 11,272.00 13,019.00 .0% TOTAL HUMAN RESOURCES 178,953.15 165,180.00 185,180.00 179,735.76 185,790.75 231,748.00 25.1% Report generated: 05/07/2026 14:29 Page 7 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 155 INFORMATION TECHNOLOGY 51 SALARIES 011551 511000 S & W 390,639.04 410,358.00 410,358.00 337,308.93 410,358.00 425,211.00 3.6% TOTAL SALARIES 390,639.04 410,358.00 410,358.00 337,308.93 410,358.00 425,211.00 3.6% 52 CONTRACTUAL 011552 522000 TELEPHONE 156,475.53 100,000.00 100,000.00 80,749.54 128,788.95 100,000.00 .0% 011552 522004 WAN COMMUN 13,877.41 12,000.00 12,000.00 4,199.59 16,199.59 12,000.00 .0% 011552 525105 COMP MAINT 34,999.29 29,280.00 29,280.00 32,920.10 33,919.58 29,280.00 .0% 011552 525203 NET SERVIC 2,900.00 .00 .00 .00 2,100.00 .00 .0% 011552 525301 MUNIS SUPP 123,833.50 130,343.00 130,343.00 131,241.67 132,343.00 136,860.00 5.0% 011552 525303 LICENSES 245,353.97 265,491.00 265,491.00 289,562.90 300,377.14 288,766.00 8.8% 011552 525305 IT COM NOT 6,867.13 7,417.00 7,417.00 7,317.11 7,417.00 7,417.00 .0% 011552 525309 OSDBA 3,362.80 10,000.00 10,000.00 .00 10,000.00 10,000.00 .0% 011552 525402 INTERNET 16,067.51 9,180.00 9,180.00 5,789.80 9,180.00 9,180.00 .0% 011552 529000 PROF SERV 106,251.87 105,000.00 105,000.00 120,139.76 123,882.32 105,000.00 .0% TOTAL CONTRACTUAL 709,989.01 668,711.00 668,711.00 671,920.47 764,207.58 698,503.00 4.5% 53 SUPPLIES & MATERIAL 011552 530120 COMP MISC 3,482.09 2,000.00 2,000.00 1,983.18 2,000.00 .00 -100.0% TOTAL SUPPLIES & MATERIAL 3,482.09 2,000.00 2,000.00 1,983.18 2,000.00 .00 -100.0% 54 OTHER CHARGES 011552 540700 SEMINARS 800.00 2,500.00 2,500.00 1,565.00 3,900.00 2,500.00 .0% TOTAL OTHER CHARGES 800.00 2,500.00 2,500.00 1,565.00 3,900.00 2,500.00 .0% 55 CAPITAL OUTLAY 01155772 551097 SCHOOL IT 555,609.39 .00 525,000.00 614,969.95 226,600.61 525,000.00 .0% TOTAL CAPITAL OUTLAY 555,609.39 .00 525,000.00 614,969.95 226,600.61 525,000.00 .0% TOTAL INFORMATION TECHNOLOGY 1,660,519.53 1,083,569.00 1,608,569.00 1,627,747.53 1,407,066.19 1,651,214.00 2.7% Report generated: 05/07/2026 14:29 Page 8 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 161 CITY CLERK 51 SALARIES 011611 511000 S & W 253,637.53 293,212.00 293,212.00 261,316.59 293,212.00 301,754.00 2.9% 011611 513000 OVERTIME 8,791.07 11,400.00 11,400.00 1,944.26 11,400.00 11,400.00 .0% TOTAL SALARIES 262,428.60 304,612.00 304,612.00 263,260.85 304,612.00 313,154.00 2.8% 52 CONTRACTUAL 011612 520500 ADVERTISE -26.07 1,500.00 1,500.00 1,144.00 1,500.00 1,500.00 .0% 011612 521000 PRINTING 3,377.03 3,000.00 3,000.00 2,313.44 3,000.00 3,000.00 .0% 011612 525109 DOG MAINT 1,523.45 1,700.00 1,700.00 1,000.00 1,700.00 1,700.00 .0% 011612 525308 AGENDASOFT .00 10,000.00 10,000.00 .00 10,000.00 17,915.00 79.2% 011612 529301 RECODE 7,912.00 10,000.00 10,000.00 8,156.00 10,000.00 10,000.00 .0% TOTAL CONTRACTUAL 12,786.41 26,200.00 26,200.00 12,613.44 26,200.00 34,115.00 30.2% 53 SUPPLIES & MATERIAL 011612 530501 VITALSUPPL 2,716.51 5,000.00 5,000.00 1,767.05 5,000.00 5,000.00 .0% TOTAL SUPPLIES & MATERIAL 2,716.51 5,000.00 5,000.00 1,767.05 5,000.00 5,000.00 .0% 54 OTHER CHARGES 011612 540500 DUES/MEMB 615.00 700.00 700.00 455.00 700.00 700.00 .0% 011612 540600 EDUC/SEMIN 885.60 4,000.00 4,000.00 620.00 4,000.00 4,000.00 .0% 011612 544100 SURETY 20.00 75.00 75.00 .00 75.00 75.00 .0% TOTAL OTHER CHARGES 1,520.60 4,775.00 4,775.00 1,075.00 4,775.00 4,775.00 .0% TOTAL CITY CLERK 279,452.12 340,587.00 340,587.00 278,716.34 340,587.00 357,044.00 4.8% Report generated: 05/07/2026 14:29 Page 9 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 162 ELECTION/REGISTRAR 51 SALARIES 011621 511000 S & W 3,805.10 4,569.00 4,569.00 2,953.40 4,569.00 4,569.00 .0% 011621 512000 PT S&W 80,587.83 55,000.00 55,000.00 30,562.40 55,000.00 55,000.00 .0% TOTAL SALARIES 84,392.93 59,569.00 59,569.00 33,515.80 59,569.00 59,569.00 .0% 52 CONTRACTUAL 011622 521000 PRINTING 16,966.64 13,000.00 13,000.00 27,951.88 13,000.00 13,000.00 .0% 011622 521500 POSTAGE 8,101.83 11,000.00 11,000.00 8,623.77 11,000.00 11,000.00 .0% 011622 525102 EQUIPMAINT 15,864.50 16,000.00 16,000.00 14,642.06 20,000.00 16,000.00 .0% 011622 529000 PROF SERV 8,089.46 10,000.00 10,000.00 2,173.65 10,000.00 10,000.00 .0% TOTAL CONTRACTUAL 49,022.43 50,000.00 50,000.00 53,391.36 54,000.00 50,000.00 .0% 53 SUPPLIES & MATERIAL 011622 530506 ELEC SUPP 1,377.55 3,000.00 3,000.00 2,795.41 3,000.00 3,000.00 .0% TOTAL SUPPLIES & MATERIAL 1,377.55 3,000.00 3,000.00 2,795.41 3,000.00 3,000.00 .0% 54 OTHER CHARGES 011622 540500 DUES/MEMB 25.00 200.00 200.00 .00 200.00 200.00 .0% 011622 540600 EDUC/SEMIN .00 1,000.00 1,000.00 .00 1,000.00 1,000.00 .0% TOTAL OTHER CHARGES 25.00 1,200.00 1,200.00 .00 1,200.00 1,200.00 .0% TOTAL ELECTION/REGISTRAR 134,817.91 113,769.00 113,769.00 89,702.57 117,769.00 113,769.00 .0% Report generated: 05/07/2026 14:29 Page 10 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 165 LIQUOR COMMISSION 52 CONTRACTUAL 011652 529000 PROF SERV 387.00 1,000.00 1,000.00 .00 1,000.00 1,000.00 .0% 011652 529027 COMPLIANCE .00 1,000.00 1,000.00 .00 1,000.00 1,000.00 .0% TOTAL CONTRACTUAL 387.00 2,000.00 2,000.00 .00 2,000.00 2,000.00 .0% TOTAL LIQUOR COMMISSION 387.00 2,000.00 2,000.00 .00 2,000.00 2,000.00 .0% Report generated: 05/07/2026 14:29 Page 11 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 175 PLANNING & COMMUNITY DEVELOP 51 SALARIES 011751 511000 S & W 375,298.16 374,802.00 374,802.00 324,105.56 374,802.00 385,654.00 2.9% TOTAL SALARIES 375,298.16 374,802.00 374,802.00 324,105.56 374,802.00 385,654.00 2.9% 52 CONTRACTUAL 011752 520500 ADVERTISE 880.00 880.00 880.00 399.00 880.00 880.00 .0% 011752 521000 PRINTING 1,280.00 1,280.00 1,280.00 555.34 1,280.00 1,280.00 .0% 011752 528810 CONSERV 9,053.42 14,000.00 14,000.00 4,946.58 18,946.58 14,000.00 .0% 011752 529000 PROF SERV 471.78 .00 .00 .00 .00 2,500.00 .0% TOTAL CONTRACTUAL 11,685.20 16,160.00 16,160.00 5,900.92 21,106.58 18,660.00 15.5% 54 OTHER CHARGES 011752 540000 ENERGY 3,000.00 2,500.00 2,500.00 .00 .00 .00 .0% 011752 540500 DUES/MEMB 1,654.40 1,925.00 1,925.00 1,719.80 1,925.00 1,925.00 .0% 011752 540600 EDUC/SEMIN 2,400.67 2,455.00 2,455.00 1,275.28 2,455.00 2,455.00 .0% TOTAL OTHER CHARGES 7,055.07 6,880.00 6,880.00 2,995.08 4,380.00 4,380.00 -36.3% 55 CAPITAL OUTLAY 011752 551080 CONSULT .00 .00 .00 60,000.00 .00 .00 .0% 01175772 551072 CONTR SVCS 25,000.00 .00 .00 100,000.00 100,000.00 .00 .0% TOTAL CAPITAL OUTLAY 25,000.00 .00 .00 160,000.00 100,000.00 .00 .0% TOTAL PLANNING & COMMUNITY D 419,038.43 397,842.00 397,842.00 493,001.56 500,288.58 408,694.00 2.7% Report generated: 05/07/2026 14:29 Page 12 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 211 POLICE 51 SALARIES 012111 511000 S & W 5,101,716.77 5,182,115.00 5,336,191.00 4,402,182.37 5,182,115.00 5,670,660.00 6.3% 012111 513000 OVERTIME 623,440.40 457,900.00 457,900.00 361,766.42 457,900.00 457,900.00 .0% 012111 513010 OT TRAININ 164,869.56 125,000.00 125,000.00 188,677.64 125,000.00 150,000.00 20.0% 012111 514000 COURT TIME 17,503.10 26,000.00 26,000.00 15,109.48 26,000.00 26,000.00 .0% TOTAL SALARIES 5,907,529.83 5,791,015.00 5,945,091.00 4,967,735.91 5,791,015.00 6,304,560.00 6.0% 52 CONTRACTUAL 012112 521000 PRINTING 1,942.12 2,540.00 2,540.00 1,099.75 2,560.00 2,540.00 .0% 012112 521500 POSTAGE 814.60 3,750.00 3,750.00 3,397.33 3,750.00 3,750.00 .0% 012112 523500 LAUNDRY 802.50 800.00 800.00 653.40 925.00 800.00 .0% 012112 525103 LEAPS 839.50 1,240.00 1,240.00 839.50 1,240.00 1,240.00 .0% 012112 525108 GENERATOR .00 .00 .00 .00 .00 .00 .0% 012112 525202 COMP SUPP 48,145.30 60,000.00 60,000.00 47,515.72 60,000.00 67,785.00 13.0% 012112 527305 RADIO SYS 22,555.74 20,000.00 20,000.00 18,080.03 20,000.00 20,000.00 .0% 012112 529000 PROF SERV 10,540.16 10,000.00 10,000.00 9,040.65 10,025.00 10,000.00 .0% TOTAL CONTRACTUAL 85,639.92 98,330.00 98,330.00 80,626.38 98,500.00 106,115.00 7.9% 53 SUPPLIES & MATERIAL 012112 530120 COMP MISC 281.20 2,500.00 2,500.00 344.87 2,500.00 2,500.00 .0% 012112 530202 FILM SUP 617.98 590.00 590.00 547.11 590.00 590.00 .0% 012112 530501 MISC SUP 3,406.25 2,969.00 2,969.00 848.33 3,033.46 6,000.00 102.1% 012112 530505 RADAR 1,316.40 5,000.00 5,000.00 .00 5,000.00 5,000.00 .0% 012112 533400 ACCREDIT 3,220.00 3,900.00 3,900.00 .00 3,900.00 .00 -100.0% 012112 534200 BOOKS 493.44 800.00 800.00 356.00 800.00 800.00 .0% 012112 535400 FOOD 233.39 500.00 500.00 201.37 500.00 500.00 .0% 012112 535500 UNIFORMS 97,581.11 73,000.00 73,000.00 60,738.36 73,400.00 73,000.00 .0% 012112 535600 NARCAN 2,023.12 2,500.00 2,500.00 794.46 2,500.00 2,500.00 .0% 012112 535700 AMMUNITION 15,150.58 12,500.00 12,500.00 2,141.14 12,500.00 12,500.00 .0% TOTAL SUPPLIES & MATERIAL 124,323.47 104,259.00 104,259.00 65,971.64 104,723.46 103,390.00 -.8% 54 OTHER CHARGES 012112 540000 COM ENGAGE 9,699.77 10,000.00 10,000.00 8,302.15 10,000.00 10,000.00 .0% 012112 540007 RECRUIT .00 .00 46,134.00 46,134.00 .00 46,134.00 .0% 012112 540500 DUES/MEMB 12,820.08 13,500.00 13,500.00 12,365.00 13,500.00 14,000.00 3.7% 012112 540702 TRAINING 24,511.80 20,000.00 20,000.00 15,124.24 20,794.00 20,000.00 .0% TOTAL OTHER CHARGES 47,031.65 43,500.00 89,634.00 81,925.39 44,294.00 90,134.00 .6% 55 CAPITAL OUTLAY 012113 551049 POL VEHICL .00 .00 .00 90,000.00 .00 .00 .0% Report generated: 05/07/2026 14:29 Page 13 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 012113 551100 POL EVIDEN .00 .00 .00 16,000.00 .00 .00 .0% TOTAL CAPITAL OUTLAY .00 .00 .00 106,000.00 .00 .00 .0% TOTAL POLICE 6,164,524.87 6,037,104.00 6,237,314.00 5,302,259.32 6,038,532.46 6,604,199.00 5.9% Report generated: 05/07/2026 14:29 Page 14 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 221 FIRE 51 SALARIES 012211 511000 S & W 4,877,556.39 5,201,301.00 5,201,301.00 4,501,854.16 5,201,301.00 5,328,184.00 2.4% 012211 513000 OVERTIME 1,635,358.72 489,300.00 489,300.00 719,982.70 489,300.00 513,500.00 4.9% 012211 513010 OT TRAININ 12,012.88 11,500.00 11,500.00 12,253.40 11,500.00 11,500.00 .0% 012211 515000 MUTUAL AID .00 .00 .00 .00 .00 .00 .0% TOTAL SALARIES 6,524,927.99 5,702,101.00 5,702,101.00 5,234,090.26 5,702,101.00 5,853,184.00 2.6% 52 CONTRACTUAL 012212 521000 PRINTING 173.10 250.00 250.00 45.50 250.00 250.00 .0% 012212 527311 LIFE/SAFET 14,210.75 10,900.00 10,900.00 6,546.18 11,946.00 15,000.00 37.6% 012212 527500 VEHICLEREP 128,317.88 80,000.00 80,000.00 65,446.51 80,000.00 100,000.00 25.0% 012212 527605 FIRE CONTR 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 .0% 012212 527606 RADIO CONT 9,279.25 10,000.00 10,000.00 1,014.00 10,000.00 10,000.00 .0% 012212 529000 PROF SERV 39,328.14 50,000.00 50,000.00 43,360.12 55,000.00 40,000.00 -20.0% TOTAL CONTRACTUAL 196,309.12 156,150.00 156,150.00 121,412.31 162,196.00 170,250.00 9.0% 53 SUPPLIES & MATERIAL 012212 530100 COMP PURCH 1,070.73 .00 .00 .00 .00 .00 .0% 012212 530503 PREVENTSUP 3,651.75 3,000.00 3,000.00 2,380.20 3,000.00 4,000.00 33.3% 012212 530514 EMS SPLY .00 25,000.00 25,000.00 7,840.45 25,000.00 10,000.00 -60.0% 012212 531000 GAS & OIL .00 .00 .00 .00 .00 .00 .0% 012212 531200 TIRES 766.73 4,500.00 4,500.00 4,500.00 4,500.00 4,500.00 .0% 012212 531500 BATTERIES 670.06 750.00 750.00 469.73 750.00 2,000.00 166.7% 012212 532000 CLEAN SUP 8,469.80 7,000.00 7,000.00 7,234.95 7,000.00 7,500.00 7.1% 012212 533200 ELECTR SUP 2,199.26 1,000.00 1,000.00 242.81 1,000.00 1,000.00 .0% 012212 533300 ALARM SYS 1,804.35 4,000.00 4,000.00 964.18 4,000.00 4,000.00 .0% 012212 533500 TOOLS 2,792.91 3,000.00 3,000.00 2,316.22 3,000.00 3,000.00 .0% 012212 534200 BOOKS 549.21 2,000.00 2,000.00 157.25 2,000.00 2,000.00 .0% 012212 535500 UNIFORMS 50,883.00 52,100.00 52,100.00 49,423.00 52,100.00 52,100.00 .0% 012212 535501 CLOTHING .00 500.00 500.00 .00 500.00 500.00 .0% 012212 535502 PROTECT CL 2,252.00 2,400.00 2,400.00 2,743.00 2,400.00 2,400.00 .0% 012212 535505 TURNOUT 52,034.48 .00 .00 75,000.00 75,000.00 .00 .0% TOTAL SUPPLIES & MATERIAL 127,144.28 105,250.00 105,250.00 153,271.79 180,250.00 93,000.00 -11.6% 54 OTHER CHARGES 012212 540500 DUES/MEMB 1,100.00 1,100.00 1,100.00 1,100.00 1,100.00 1,100.00 .0% 012212 540600 EDUC/SEMIN 911.21 1,500.00 1,500.00 1,106.00 1,500.00 1,500.00 .0% Report generated: 05/07/2026 14:29 Page 15 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE TOTAL OTHER CHARGES 2,011.21 2,600.00 2,600.00 2,206.00 2,600.00 2,600.00 .0% 56 MISCELLANEOUS 012212 560200 ED REIMB 24,972.83 20,000.00 20,000.00 9,009.78 20,000.00 20,000.00 .0% 012212 568000 FIRE HOSE 2,923.99 3,700.00 3,700.00 2,798.61 3,700.00 3,700.00 .0% TOTAL MISCELLANEOUS 27,896.82 23,700.00 23,700.00 11,808.39 23,700.00 23,700.00 .0% TOTAL FIRE 6,878,289.42 5,989,801.00 5,989,801.00 5,522,788.75 6,070,847.00 6,142,734.00 2.6% Report generated: 05/07/2026 14:29 Page 16 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 241 INSPECTION SERVICES 51 SALARIES 012411 511000 S & W 384,056.48 406,890.00 406,890.00 341,880.37 406,890.00 416,970.00 2.5% 012411 513000 OVERTIME 783.52 1,900.00 1,900.00 638.56 1,900.00 1,900.00 .0% TOTAL SALARIES 384,840.00 408,790.00 408,790.00 342,518.93 408,790.00 418,870.00 2.5% 52 CONTRACTUAL 012412 521000 PRINTING 43.10 325.00 325.00 250.00 325.00 400.00 23.1% 012412 529000 PROF SERV 10,356.90 10,000.00 10,000.00 4,903.20 10,000.00 10,000.00 .0% TOTAL CONTRACTUAL 10,400.00 10,325.00 10,325.00 5,153.20 10,325.00 10,400.00 .7% 53 SUPPLIES & MATERIAL 012412 530502 W & M SUP .00 1,000.00 1,000.00 780.00 1,000.00 1,500.00 50.0% 012412 534200 BOOKS 396.00 750.00 750.00 .00 750.00 1,000.00 33.3% TOTAL SUPPLIES & MATERIAL 396.00 1,750.00 1,750.00 780.00 1,750.00 2,500.00 42.9% 54 OTHER CHARGES 012412 540500 DUES/MEMB 790.00 500.00 500.00 1,488.00 500.00 500.00 .0% 012412 540600 EDUC/SEMIN 904.00 1,300.00 1,300.00 280.00 1,300.00 2,600.00 100.0% TOTAL OTHER CHARGES 1,694.00 1,800.00 1,800.00 1,768.00 1,800.00 3,100.00 72.2% TOTAL INSPECTION SERVICES 397,330.00 422,665.00 422,665.00 350,220.13 422,665.00 434,870.00 2.9% Report generated: 05/07/2026 14:29 Page 17 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 291 EMERGENCY MANAGEMENT 51 SALARIES 012911 511000 S & W 28,080.00 10,000.00 10,000.00 8,653.95 10,000.00 10,000.00 .0% TOTAL SALARIES 28,080.00 10,000.00 10,000.00 8,653.95 10,000.00 10,000.00 .0% 53 SUPPLIES & MATERIAL 012912 530703 RADIO 391.28 .00 .00 970.00 970.00 .00 .0% TOTAL SUPPLIES & MATERIAL 391.28 .00 .00 970.00 970.00 .00 .0% 54 OTHER CHARGES 012912 540000 OTH CHGEXP 810.83 .00 .00 .00 .00 .00 .0% TOTAL OTHER CHARGES 810.83 .00 .00 .00 .00 .00 .0% TOTAL EMERGENCY MANAGEMENT 29,282.11 10,000.00 10,000.00 9,623.95 10,970.00 10,000.00 .0% Report generated: 05/07/2026 14:29 Page 18 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 296 PARKING 51 SALARIES 012961 511000 S & W 15,483.00 15,931.00 15,931.00 13,668.04 15,931.00 16,333.00 2.5% TOTAL SALARIES 15,483.00 15,931.00 15,931.00 13,668.04 15,931.00 16,333.00 2.5% 52 CONTRACTUAL 012962 521000 PRINTING 5,031.50 6,750.00 6,750.00 1,009.50 6,750.00 6,750.00 .0% 012962 527950 GROV/MYRTL 34,999.92 35,000.00 35,000.00 35,000.00 35,000.00 35,000.00 .0% 012962 529000 PROF SERV 12,809.89 12,000.00 12,000.00 9,947.05 12,040.65 14,000.00 16.7% TOTAL CONTRACTUAL 52,841.31 53,750.00 53,750.00 45,956.55 53,790.65 55,750.00 3.7% TOTAL PARKING 68,324.31 69,681.00 69,681.00 59,624.59 69,721.65 72,083.00 3.4% Report generated: 05/07/2026 14:29 Page 19 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 300 SCHOOL 51 SALARIES 013001 511000 S & W .00 42,523,875.00 46,342,675.00 .00 42,523,875.00 49,332,180.00 6.5% TOTAL SALARIES .00 42,523,875.00 46,342,675.00 .00 42,523,875.00 49,332,180.00 6.5% TOTAL SCHOOL .00 42,523,875.00 46,342,675.00 .00 42,523,875.00 49,332,180.00 6.5% Report generated: 05/07/2026 14:29 Page 20 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 399 REGIONAL SCHOOL ASSESSMENT 54 OTHER CHARGES 013012 547100 REGION SCH 1,619,030.00 1,951,636.00 1,951,636.00 1,951,636.00 1,951,636.00 2,066,354.00 5.9% 013012 547200 MINUTEMAN 27,426.18 28,201.00 28,201.00 28,200.18 28,201.00 29,231.00 3.7% 013012 547300 ESSEX AGRI 184,459.00 191,310.00 191,310.00 141,961.00 191,310.00 193,731.00 1.3% TOTAL OTHER CHARGES 1,830,915.18 2,171,147.00 2,171,147.00 2,121,797.18 2,171,147.00 2,289,316.00 5.4% TOTAL REGIONAL SCHOOL ASSESS 1,830,915.18 2,171,147.00 2,171,147.00 2,121,797.18 2,171,147.00 2,289,316.00 5.4% Report generated: 05/07/2026 14:29 Page 21 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 401 PW ADMINISTRATION/ ENGINEERING 51 SALARIES 014011 511000 S & W 776,408.34 694,535.00 806,239.00 608,324.48 694,535.00 831,489.00 3.1% 014011 512000 PT S&W 20,361.50 .00 21,000.00 6,330.00 .00 21,000.00 .0% 014011 513000 OVERTIME 1,178.00 4,000.00 7,905.00 12,070.40 4,000.00 7,905.00 .0% TOTAL SALARIES 797,947.84 698,535.00 835,144.00 626,724.88 698,535.00 860,394.00 3.0% 52 CONTRACTUAL 014012 520500 ADVERTIS 4,881.00 4,000.00 4,000.00 11,075.60 4,000.00 4,000.00 .0% 014012 521000 PRINTING 82.02 4,500.00 4,500.00 .00 4,500.00 4,500.00 .0% 014012 521500 POSTAGE 694.01 4,250.00 4,250.00 1,371.40 4,250.00 4,250.00 .0% 014012 529000 PROF SERV 38,133.81 45,000.00 45,000.00 120,186.83 136,731.76 45,000.00 .0% 014012 529304 WELLNESS 210.00 1,500.00 1,500.00 2,192.50 1,500.00 1,500.00 .0% 014012 529500 GIS SERVIC 4,590.00 6,000.00 6,000.00 .00 10,000.00 6,000.00 .0% 01401772 529025 SCH OUTRCH .00 .00 .00 .00 .00 3,500.00 .0% TOTAL CONTRACTUAL 48,590.84 65,250.00 65,250.00 134,826.33 160,981.76 68,750.00 5.4% 53 SUPPLIES & MATERIAL 014012 533502 PROF TOOLS 4,720.61 5,000.00 5,000.00 5,672.45 5,000.00 5,000.00 .0% 014012 533503 OPER TOOLS 1,464.09 6,000.00 6,000.00 4,562.60 6,000.00 6,000.00 .0% 014012 535501 CLOTHING 25,993.26 28,000.00 28,000.00 30,739.74 28,000.00 39,015.00 39.3% 014012 535509 SAFE EQUIP 548.49 8,000.00 8,000.00 .00 8,000.00 8,000.00 .0% TOTAL SUPPLIES & MATERIAL 32,726.45 47,000.00 47,000.00 40,974.79 47,000.00 58,015.00 23.4% 54 OTHER CHARGES 014012 540704 PROF DEVEL 8,595.89 12,000.00 12,000.00 3,888.75 12,000.00 15,000.00 25.0% TOTAL OTHER CHARGES 8,595.89 12,000.00 12,000.00 3,888.75 12,000.00 15,000.00 25.0% 55 CAPITAL OUTLAY 014012 551046 SOFT LIC 17,526.36 .00 .00 .00 .00 .00 .0% 014012 551072 STWRSTUDY .00 .00 .00 25,000.00 .00 .00 .0% 014012 551073 ELLPOND .00 .00 .00 80,000.00 .00 .00 .0% 014012 551184 ACCESS 3,871.00 .00 .00 71,129.00 71,129.00 .00 .0% 014012 551194 SUMMER .00 .00 .00 205,147.50 .00 .00 .0% 014012 551195 LEB&SYLVAN .00 .00 .00 175,000.00 .00 .00 .0% TOTAL CAPITAL OUTLAY 21,397.36 .00 .00 556,276.50 71,129.00 .00 .0% TOTAL PW ADMINISTRATION/ ENG 909,258.38 822,785.00 959,394.00 1,362,691.25 989,645.76 1,002,159.00 4.5% Report generated: 05/07/2026 14:29 Page 22 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 402 PW FACILITY MAINTENANCE 51 SALARIES 014021 511000 S & W 135,792.56 128,870.00 128,870.00 120,685.86 128,870.00 208,254.00 61.6% 014021 512004 INTERNS 66,682.50 .00 69,120.00 3,495.00 .00 69,120.00 .0% 014021 513000 OVERTIME 15,143.08 15,461.00 15,461.00 13,751.65 15,461.00 15,461.00 .0% 01402531 512002 LIBR PART 15,012.00 25,000.00 25,000.00 14,556.00 25,000.00 25,000.00 .0% 01402771 511041 SAL CUSTOD 844,902.46 877,783.00 877,783.00 709,894.43 877,783.00 823,767.00 -6.2% 01402771 511042 SAL MAINT 364,951.37 382,744.00 437,093.00 320,856.94 382,744.00 443,980.00 1.6% 01402771 512003 SCH PART 24,580.91 25,000.00 25,000.00 22,065.00 25,000.00 25,000.00 .0% 01402771 513000 OT SCH BLD 91,842.27 60,000.00 78,329.00 56,439.13 60,000.00 78,329.00 .0% 01402771 513008 OT F GREEN 45,929.85 7,960.00 7,960.00 31,212.40 7,960.00 30,000.00 276.9% TOTAL SALARIES 1,604,837.00 1,522,818.00 1,664,616.00 1,292,956.41 1,522,818.00 1,718,911.00 3.3% 52 CONTRACTUAL 014022 522525 ESCO PROJ 230,456.94 237,941.00 237,941.00 237,940.64 237,941.00 245,649.00 3.2% 014022 522526 ESCO QC 8,117.22 16,621.00 16,621.00 11,882.78 28,503.78 16,621.00 .0% 014022 527700 MUNBLD REP 74,642.58 120,000.00 120,000.00 139,692.49 120,000.00 620,000.00 416.7% 014022 527759 MUN MAJ CL 6,907.73 30,000.00 30,000.00 7,500.00 30,092.27 30,000.00 .0% 014022 529000 PROF SERV 20,000.00 20,000.00 20,000.00 500.00 20,000.00 20,000.00 .0% 01402502 522506 CH ELECTR 42,999.30 55,620.00 55,620.00 33,950.13 55,620.00 55,620.00 .0% 01402502 522611 CH HEAT 17,166.53 18,700.00 18,700.00 16,855.16 18,700.00 18,700.00 .0% 01402512 522507 STR LIGHTS 125,403.26 168,000.00 168,000.00 128,424.51 168,000.00 168,000.00 .0% 01402522 522509 COA ELECT 8,416.10 6,800.00 6,800.00 11,670.75 6,800.00 6,800.00 .0% 01402522 522613 COA HEAT 2,326.90 4,910.00 4,910.00 2,525.24 4,910.00 4,910.00 .0% 01402532 522510 LIBRARY EL 20,041.96 60,000.00 60,000.00 82,150.61 60,000.00 110,000.00 83.3% 01402532 522614 LIBR HEAT 6,388.30 .00 .00 904.17 .00 .00 .0% 01402542 522511 POLICE ELE 20,736.58 22,200.00 22,200.00 6,900.28 22,200.00 22,200.00 .0% 01402542 522615 POL HEAT 9,669.53 7,500.00 7,500.00 10,542.47 7,500.00 7,500.00 .0% 01402552 522512 FIRE ELEC 34,494.67 33,300.00 33,300.00 36,057.45 33,300.00 33,300.00 .0% 01402552 522616 FIRE HEAT 19,362.11 20,000.00 20,000.00 23,043.44 23,013.89 20,000.00 .0% 01402582 522515 PARK ELECT 31,940.47 31,800.00 31,800.00 25,642.61 31,800.00 31,800.00 .0% 01402592 522516 CEM ELECT 3,928.34 6,900.00 6,900.00 3,029.99 6,900.00 6,900.00 .0% 01402592 522619 CEM HEAT 4,393.59 4,250.00 4,250.00 4,497.98 4,250.00 4,250.00 .0% 01402602 522508 OPER ELECT 18,184.95 49,440.00 49,440.00 23,647.96 49,440.00 49,440.00 .0% 01402602 522612 OPER HEAT 34,707.26 39,000.00 39,000.00 54,932.72 39,000.00 39,000.00 .0% 01402772 522524 SCH ELECT 959,078.87 840,000.00 840,000.00 877,387.81 840,000.00 860,000.00 2.4% 01402772 522627 SCH HEAT 312,470.71 267,800.00 267,800.00 490,474.18 267,929.44 300,000.00 12.0% 01402772 527550 SCH CLEAN 152,839.39 236,900.00 236,900.00 29,958.81 237,224.09 236,900.00 .0% 01402772 527551 SCH GROUND .00 25,000.00 25,000.00 .00 25,000.00 25,000.00 .0% 01402772 527552 SCH EQUIP 149,535.44 77,250.00 77,250.00 79,029.03 98,702.46 77,250.00 .0% Report generated: 05/07/2026 14:29 Page 23 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 01402772 527553 SCH SYSTEM 9,608.50 21,800.00 21,800.00 14,640.14 28,946.77 21,800.00 .0% 01402772 527554 SCH DOOR 12,885.64 5,000.00 5,000.00 276.00 5,000.00 5,000.00 .0% 01402772 527555 SCHOOL SEC 7,601.58 10,000.00 10,000.00 6,105.88 10,000.00 10,000.00 .0% TOTAL CONTRACTUAL 2,344,304.45 2,436,732.00 2,436,732.00 2,360,163.23 2,480,773.70 3,046,640.00 25.0% 53 SUPPLIES & MATERIAL 014022 533100 CLEAN SUP 8,815.14 20,000.00 20,000.00 24,097.47 23,975.50 20,000.00 .0% 014022 533107 CLEAN EQUI 13,412.99 13,750.00 13,750.00 3,915.00 13,750.00 13,750.00 .0% 01402772 531825 SCH CONTR 470,010.74 437,750.00 437,750.00 347,432.11 464,006.00 437,750.00 .0% 01402772 533115 SC CUSTOD 78,790.50 146,000.00 146,000.00 136,769.04 146,000.00 146,000.00 .0% 01402772 533116 SCH MAINT 113,373.28 98,000.00 98,000.00 104,129.93 98,000.00 98,000.00 .0% TOTAL SUPPLIES & MATERIAL 684,402.65 715,500.00 715,500.00 616,343.55 745,731.50 715,500.00 .0% 55 CAPITAL OUTLAY 014023 551094 REPAIR .00 .00 40,000.00 .00 .00 .00 .0% 01402772 551191 ASBESTOS 75,000.00 .00 .00 100,000.00 .00 100,000.00 .0% 01402773 551172 SCHOOL REP 3,711.25 .00 4,345,052.00 3,847,983.53 .00 .00 .0% TOTAL CAPITAL OUTLAY 78,711.25 .00 4,385,052.00 3,947,983.53 .00 100,000.00 -97.7% TOTAL PW FACILITY MAINTENANC 4,712,255.35 4,675,050.00 9,201,900.00 8,217,446.72 4,749,323.20 5,581,051.00 -39.3% Report generated: 05/07/2026 14:29 Page 24 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 422 PUBLIC WORKS HIGHWAY 51 SALARIES 014221 511000 S & W 277,736.26 297,292.00 297,292.00 252,037.18 297,292.00 393,738.00 32.4% 014221 512004 INTERNS 4,000.00 .00 4,800.00 .00 .00 4,800.00 .0% 014221 513000 OVERTIME 26,544.21 27,973.00 33,737.00 16,519.78 27,973.00 33,737.00 .0% TOTAL SALARIES 308,280.47 325,265.00 335,829.00 268,556.96 325,265.00 432,275.00 28.7% 52 CONTRACTUAL 014222 520200 TRAF SIG 12,568.86 17,000.00 17,000.00 10,000.00 21,000.00 17,000.00 .0% 014222 520450 LIGHT MAIN 20,273.91 15,000.00 15,000.00 20,000.00 15,000.00 21,400.00 42.7% 014222 524000 HIRE EQUIP 27,104.46 27,500.00 27,500.00 22,849.53 29,470.00 27,500.00 .0% 014222 526900 TRAF MRKNG 58,073.29 50,000.00 60,000.00 30,000.00 50,000.00 60,000.00 .0% 014222 527100 CATCH BSN 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 .0% 014222 527101 NPDES DRAI 39,130.37 62,000.00 62,000.00 68,895.00 127,386.50 62,000.00 .0% 014222 527102 DRAINMAINT 560.00 20,000.00 20,000.00 49,115.00 68,415.00 20,000.00 .0% 014222 527105 MS4 27,543.84 44,725.00 44,725.00 27,787.84 58,077.84 44,725.00 .0% 014222 527307 SIDEWK REP 27,587.03 20,100.00 20,100.00 38,149.00 55,210.00 20,100.00 .0% 014222 529012 ST SWEEP 52,208.85 55,000.00 55,000.00 52,000.00 55,000.00 96,000.00 74.5% TOTAL CONTRACTUAL 295,050.61 341,325.00 351,325.00 348,796.37 509,559.34 398,725.00 13.5% 53 SUPPLIES & MATERIAL 014222 533000 PAINTS 6,604.45 8,266.00 8,266.00 5,461.00 8,266.00 8,266.00 .0% 014222 533504 BARRICADE 379.61 .00 .00 .00 1,720.39 2,100.00 .0% 014222 535800 BUT PATCH 35,319.30 40,000.00 40,000.00 40,000.00 40,000.00 44,000.00 10.0% 014222 536000 CEM&CONCR 1,500.00 2,500.00 2,500.00 81.89 2,500.00 2,500.00 .0% 014222 536210 ROAD STRUC 4,255.99 7,560.00 7,560.00 3,760.00 7,560.00 7,560.00 .0% 014222 537200 LUMBER 1,000.00 2,400.00 2,400.00 800.00 2,800.00 2,400.00 .0% 014222 538000 SIGN MAT 15,260.47 10,000.00 10,000.00 9,000.00 10,000.00 10,000.00 .0% TOTAL SUPPLIES & MATERIAL 64,319.82 70,726.00 70,726.00 59,102.89 72,846.39 76,826.00 8.6% 55 CAPITAL OUTLAY 014222 551183 TRAFCALM 14,679.75 .00 50,000.00 124,115.85 110,320.25 50,000.00 .0% 014223 551101 ROADS .00 .00 600,000.00 180,000.00 .00 600,000.00 .0% 014223 551165 DRAIN 40,914.67 .00 330,000.00 39,085.34 39,085.34 330,000.00 .0% 014223 551190 SIDEWALK 23,436.20 .00 250,000.00 66,563.80 66,563.80 250,000.00 .0% TOTAL CAPITAL OUTLAY 79,030.62 .00 1,230,000.00 409,764.99 215,969.39 1,230,000.00 .0% TOTAL PUBLIC WORKS HIGHWAY 746,681.52 737,316.00 1,987,880.00 1,086,221.21 1,123,640.12 2,137,826.00 7.5% Report generated: 05/07/2026 14:29 Page 25 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 423 PUBLIC WORKS SNOW REMOVAL 51 SALARIES 014231 513000 OVERTIME 217,462.29 144,125.00 144,125.00 347,787.75 144,125.00 200,000.00 38.8% TOTAL SALARIES 217,462.29 144,125.00 144,125.00 347,787.75 144,125.00 200,000.00 38.8% 52 CONTRACTUAL 014232 524000 HIRE EQUIP 195,196.46 273,700.00 273,700.00 544,915.83 273,700.00 274,700.00 .4% 014232 529015 YOUTH SNOW .00 .00 .00 .00 .00 .00 .0% 014232 529220 WEATHER 2,794.40 2,300.00 2,300.00 2,954.38 2,300.00 2,300.00 .0% TOTAL CONTRACTUAL 197,990.86 276,000.00 276,000.00 547,870.21 276,000.00 277,000.00 .4% 53 SUPPLIES & MATERIAL 014232 531000 GAS&OIL 55,020.41 15,000.00 15,000.00 60,318.15 15,000.00 15,000.00 .0% 014232 531201 TIRE CHAIN 7,165.05 2,000.00 2,000.00 5,524.44 2,000.00 2,000.00 .0% 014232 531203 PLOW PARTS 42,773.09 30,000.00 30,000.00 104,338.92 30,000.00 30,000.00 .0% 014232 531800 PARTS&REP 71,949.16 35,000.00 35,000.00 94,801.58 35,000.00 35,000.00 .0% 014232 533500 TOOLS 12,114.18 2,000.00 2,000.00 16,718.70 2,000.00 2,000.00 .0% 014232 534900 SALT 370,524.54 237,000.00 237,000.00 428,751.15 237,000.00 237,000.00 .0% 014232 535000 SAND&GRAVE .00 .00 .00 .00 .00 .00 .0% 014232 535401 SNOW MEALS .00 2,000.00 2,000.00 1,945.37 2,000.00 2,000.00 .0% TOTAL SUPPLIES & MATERIAL 559,546.43 323,000.00 323,000.00 712,398.31 323,000.00 323,000.00 .0% TOTAL PUBLIC WORKS SNOW REMO 974,999.58 743,125.00 743,125.00 1,608,056.27 743,125.00 800,000.00 7.7% Report generated: 05/07/2026 14:29 Page 26 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 433 PUBLIC WORKS SOLID WASTE/SANI 51 SALARIES 014331 511000 S & W 126,651.12 138,355.00 138,355.00 110,630.25 138,355.00 130,981.00 -5.3% 014331 512000 PT S&W 6,225.00 5,000.00 7,500.00 .00 5,000.00 7,500.00 .0% 014331 513000 OVERTIME 60,804.92 38,300.00 58,000.00 37,217.99 38,300.00 58,000.00 .0% TOTAL SALARIES 193,681.04 181,655.00 203,855.00 147,848.24 181,655.00 196,481.00 -3.6% 52 CONTRACTUAL 014332 524000 HIRE EQUIP 45,583.47 40,000.00 40,000.00 39,451.40 40,000.00 50,000.00 25.0% TOTAL CONTRACTUAL 45,583.47 40,000.00 40,000.00 39,451.40 40,000.00 50,000.00 25.0% TOTAL PUBLIC WORKS SOLID WAS 239,264.51 221,655.00 243,855.00 187,299.64 221,655.00 246,481.00 1.1% Report generated: 05/07/2026 14:29 Page 27 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 475 PW PARK & FORESTRY 51 SALARIES 014751 511000 S & W 579,655.22 641,092.00 607,911.00 467,618.95 607,911.00 581,699.00 -4.3% 014751 512000 PT S&W 16,120.00 .00 24,000.00 .00 .00 24,000.00 .0% 014751 513000 OVERTIME 56,894.27 40,375.00 55,900.00 38,433.06 40,375.00 55,900.00 .0% TOTAL SALARIES 652,669.49 681,467.00 687,811.00 506,052.01 648,286.00 661,599.00 -3.8% 52 CONTRACTUAL 014752 524006 FRST HIRED 20,960.00 21,500.00 154,681.00 69,278.20 54,681.00 100,000.00 -35.4% 014752 524007 PARK HIRED 27,230.20 30,000.00 30,000.00 17,270.39 31,230.20 30,000.00 .0% 014752 527400 IRRIG REP 12,000.00 12,000.00 12,000.00 8,000.00 12,000.00 12,000.00 .0% 014752 527806 PLYGRND RE 1,474.44 6,500.00 26,500.00 13,679.52 11,239.08 26,500.00 .0% 014752 528805 MOW&MAINT 51,260.00 50,000.00 50,000.00 57,421.00 70,690.00 68,000.00 36.0% TOTAL CONTRACTUAL 112,924.64 120,000.00 273,181.00 165,649.11 179,840.28 236,500.00 -13.4% 53 SUPPLIES & MATERIAL 014752 531826 EQUIP PART 7,459.00 6,500.00 6,500.00 3,000.00 6,500.00 6,500.00 .0% 014752 533050 FLD MRKNG 6,638.82 7,500.00 7,500.00 6,763.15 7,500.00 7,500.00 .0% 014752 533505 LAND EQUIP 5,224.93 6,500.00 6,500.00 3,062.50 8,269.80 6,500.00 .0% 014752 535200 LANDSC SUP 43,438.62 50,000.00 55,000.00 32,188.82 50,000.00 55,000.00 .0% 014752 537300 FENCE MAT 420.35 4,200.00 4,200.00 1,500.00 5,279.65 4,200.00 .0% 014752 537610 BEN&BARR .00 4,200.00 4,200.00 5,183.12 8,187.73 4,200.00 .0% 014752 537640 ADOPTASITE 5,000.00 .00 5,000.00 .00 .00 5,000.00 .0% 014752 537641 FLOWERVET .00 .00 .00 8,000.00 .00 .00 .0% TOTAL SUPPLIES & MATERIAL 68,181.72 78,900.00 88,900.00 59,697.59 85,737.18 88,900.00 .0% 55 CAPITAL OUTLAY 014752 551182 TREES 34,859.00 .00 100,000.00 141,363.15 41,363.15 100,000.00 .0% 014753 551168 PARKS 75,776.45 .00 536,000.00 283,791.55 283,791.55 .00 .0% 014753 551169 COURTUPGRA 7,694.15 .00 125,000.00 13,537.75 437.75 .00 .0% 014753 551177 FIELD .00 .00 352,300.00 33,000.00 .00 .00 .0% TOTAL CAPITAL OUTLAY 118,329.60 .00 1,113,300.00 471,692.45 325,592.45 100,000.00 -91.0% TOTAL PW PARK & FORESTRY 952,105.45 880,367.00 2,163,192.00 1,203,091.16 1,239,455.91 1,086,999.00 -49.8% Report generated: 05/07/2026 14:29 Page 28 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 485 PW AUTOMOTIVE 51 SALARIES 014851 511000 S & W 167,223.01 155,827.00 212,951.00 125,826.73 155,827.00 150,368.00 -29.4% 014851 513000 OVERTIME 11,414.77 6,160.00 6,160.00 5,918.35 6,160.00 6,160.00 .0% TOTAL SALARIES 178,637.78 161,987.00 219,111.00 131,745.08 161,987.00 156,528.00 -28.6% 53 SUPPLIES & MATERIAL 014852 531000 GAS & OIL 30,589.49 120,000.00 120,000.00 97,677.29 120,000.00 140,000.00 16.7% 014852 531200 TIRES 2,304.18 15,000.00 15,000.00 10,000.00 15,000.00 21,775.00 45.2% 014852 531204 POL TIRES 3,000.00 3,308.00 3,308.00 2,500.00 3,308.00 3,308.00 .0% 014852 531205 WELD SUPP 1,639.05 2,040.00 2,040.00 1,500.00 2,040.00 2,040.00 .0% 014852 531500 BATTERIES 1,500.00 4,245.00 4,245.00 .00 4,245.00 4,245.00 .0% 014852 531800 PARTS&REP 93,282.06 98,313.00 98,313.00 122,363.76 102,609.26 98,313.00 .0% 014852 531824 EVCHARGIN .00 .00 .00 .00 .00 15,000.00 .0% 014852 532000 CLEAN&DISF 2,413.00 3,360.00 3,360.00 3,020.00 3,360.00 3,360.00 .0% 014852 533500 TOOLS 2,961.82 4,500.00 4,500.00 2,047.64 4,500.00 4,500.00 .0% 01485542 531804 POL MV RP 13,077.91 20,000.00 20,000.00 30,678.94 27,660.96 25,650.00 28.3% 01485772 531814 ALL SCH MV 4,517.38 8,400.00 8,400.00 1,200.00 8,400.00 8,400.00 .0% TOTAL SUPPLIES & MATERIAL 155,284.89 279,166.00 279,166.00 270,987.63 291,123.22 326,591.00 17.0% TOTAL PW AUTOMOTIVE 333,922.67 441,153.00 498,277.00 402,732.71 453,110.22 483,119.00 -3.0% Report generated: 05/07/2026 14:29 Page 29 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 491 CEMETERY 51 SALARIES 014911 511000 S & W 166,192.07 146,694.00 208,038.00 141,307.65 146,694.00 294,494.00 41.6% 014911 512000 PT S&W 21,096.54 15,000.00 24,580.00 4,266.86 15,000.00 24,650.00 .3% 014911 513000 OVERTIME 16,654.08 15,400.00 15,400.00 22,616.47 15,400.00 15,400.00 .0% TOTAL SALARIES 203,942.69 177,094.00 248,018.00 168,190.98 177,094.00 334,544.00 34.9% 52 CONTRACTUAL 014912 524000 HIRE EQUIP 5,593.10 3,000.00 3,000.00 .00 3,000.00 4,800.00 60.0% TOTAL CONTRACTUAL 5,593.10 3,000.00 3,000.00 .00 3,000.00 4,800.00 60.0% 53 SUPPLIES & MATERIAL 014912 530704 CEM MARK .00 2,500.00 2,500.00 .00 2,500.00 2,500.00 .0% 014912 531205 WELD SUPP 201.55 850.00 850.00 500.00 850.00 850.00 .0% 014912 532000 CLEAN&DISF .00 500.00 500.00 500.00 500.00 900.00 80.0% 014912 535200 LANDSC SUP 12,397.95 12,000.00 12,000.00 8,327.31 12,869.00 16,700.00 39.2% 014912 536000 CEM&CONCR .00 1,000.00 1,000.00 .00 1,000.00 4,500.00 350.0% TOTAL SUPPLIES & MATERIAL 12,599.50 16,850.00 16,850.00 9,327.31 17,719.00 25,450.00 51.0% TOTAL CEMETERY 222,135.29 196,944.00 267,868.00 177,518.29 197,813.00 364,794.00 36.2% Report generated: 05/07/2026 14:29 Page 30 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 511 HEALTH 51 SALARIES 015111 511000 S & W 539,988.88 539,369.00 539,369.00 468,470.96 539,369.00 634,428.00 17.6% 015111 513000 OVERTIME .00 .00 .00 .00 .00 25,000.00 .0% 01511771 511000 S&W SCHOOL 712,986.88 747,047.00 747,047.00 545,224.37 747,047.00 842,326.00 12.8% TOTAL SALARIES 1,252,975.76 1,286,416.00 1,286,416.00 1,013,695.33 1,286,416.00 1,501,754.00 16.7% 52 CONTRACTUAL 015112 520500 ADVERTISE .00 250.00 250.00 .00 250.00 250.00 .0% 015112 521000 PRINTING 282.37 250.00 250.00 67.42 250.00 250.00 .0% 015112 522711 SHARPS 1,750.00 1,800.00 1,800.00 1,610.00 1,940.00 1,800.00 .0% 015112 523000 MILEAGE 490.43 1,000.00 1,000.00 192.38 1,000.00 1,000.00 .0% 015112 524500 PEST CONTR 24,893.97 21,500.00 21,500.00 19,853.06 21,500.00 21,500.00 .0% 015112 529000 PROF SERV 380.64 8,000.00 8,000.00 502.00 8,000.00 8,000.00 .0% 015112 529031 ANIM SHELT 3,282.74 4,000.00 4,000.00 200.00 4,000.00 9,000.00 125.0% 01511772 529000 PROF SERV 5,528.69 9,000.00 9,000.00 7,135.50 9,000.00 9,000.00 .0% TOTAL CONTRACTUAL 36,608.84 45,800.00 45,800.00 29,560.36 45,940.00 50,800.00 10.9% 53 SUPPLIES & MATERIAL 015112 530501 MISC SUP 726.23 600.00 600.00 262.44 600.00 600.00 .0% 015112 533500 TOOLS 410.84 600.00 600.00 98.07 600.00 600.00 .0% 01511772 532100 MEDICALSUP 8,667.69 8,900.00 8,900.00 3,732.50 8,900.00 8,900.00 .0% 01511772 535501 CLOTHING 4,000.00 4,400.00 4,400.00 4,000.00 4,400.00 4,800.00 9.1% TOTAL SUPPLIES & MATERIAL 13,804.76 14,500.00 14,500.00 8,093.01 14,500.00 14,900.00 2.8% 54 OTHER CHARGES 015112 540500 DUES/MEMB 905.64 800.00 800.00 1,045.38 800.00 800.00 .0% 015112 540700 SEMINARS 2,520.37 2,500.00 2,500.00 606.16 2,500.00 2,500.00 .0% TOTAL OTHER CHARGES 3,426.01 3,300.00 3,300.00 1,651.54 3,300.00 3,300.00 .0% TOTAL HEALTH 1,306,815.37 1,350,016.00 1,350,016.00 1,053,000.24 1,350,156.00 1,570,754.00 16.4% Report generated: 05/07/2026 14:29 Page 31 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 540 BEEBE ESTATE 52 CONTRACTUAL 015402 522505 BEEBE ELEC 2,544.70 1,800.00 1,800.00 2,012.16 1,800.00 1,800.00 .0% 015402 522605 BEEBE GAS 3,369.32 3,900.00 3,900.00 3,998.75 3,900.00 3,900.00 .0% 015402 527700 BLDGREPAIR 749.82 2,000.00 2,000.00 1,044.15 2,000.00 2,000.00 .0% TOTAL CONTRACTUAL 6,663.84 7,700.00 7,700.00 7,055.06 7,700.00 7,700.00 .0% 53 SUPPLIES & MATERIAL 015402 530501 MISC SUP .00 200.00 200.00 .00 200.00 200.00 .0% TOTAL SUPPLIES & MATERIAL .00 200.00 200.00 .00 200.00 200.00 .0% TOTAL BEEBE ESTATE 6,663.84 7,900.00 7,900.00 7,055.06 7,900.00 7,900.00 .0% Report generated: 05/07/2026 14:29 Page 32 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 541 COUNCIL ON AGING 51 SALARIES 015411 511000 S & W 285,779.30 260,084.00 260,084.00 223,647.76 260,084.00 294,946.00 13.4% TOTAL SALARIES 285,779.30 260,084.00 260,084.00 223,647.76 260,084.00 294,946.00 13.4% 52 CONTRACTUAL 015412 521000 PRINTING .00 400.00 400.00 400.00 400.00 400.00 .0% 015412 523000 MILEAGE 130.25 50.00 50.00 .00 50.00 100.00 100.0% TOTAL CONTRACTUAL 130.25 450.00 450.00 400.00 450.00 500.00 11.1% 53 SUPPLIES & MATERIAL 015412 530501 MISC SUP 1,084.92 1,095.00 1,095.00 1,095.00 1,095.00 2,500.00 128.3% 015412 535500 UNIFORMS 400.00 400.00 400.00 42.00 400.00 500.00 25.0% TOTAL SUPPLIES & MATERIAL 1,484.92 1,495.00 1,495.00 1,137.00 1,495.00 3,000.00 100.7% 54 OTHER CHARGES 015412 540500 DUES/MEMB 3,332.00 3,332.00 3,332.00 2,626.56 3,332.00 4,415.00 32.5% 015412 543800 PROGRAM SU .00 .00 40,000.00 11,213.88 .00 2,500.00 -93.8% TOTAL OTHER CHARGES 3,332.00 3,332.00 43,332.00 13,840.44 3,332.00 6,915.00 -84.0% TOTAL COUNCIL ON AGING 290,726.47 265,361.00 305,361.00 239,025.20 265,361.00 305,361.00 .0% Report generated: 05/07/2026 14:29 Page 33 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 542 WOMEN'S COMMISSION 54 OTHER CHARGES 015422 540000 OTH CHGEXP 1,025.52 .00 .00 117.50 117.50 2,500.00 .0% TOTAL OTHER CHARGES 1,025.52 .00 .00 117.50 117.50 2,500.00 .0% TOTAL WOMEN'S COMMISSION 1,025.52 .00 .00 117.50 117.50 2,500.00 .0% Report generated: 05/07/2026 14:29 Page 34 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 543 VETERANS 51 SALARIES 015431 511000 S & W 179,987.48 74,256.00 74,256.00 63,272.40 74,256.00 76,513.00 3.0% TOTAL SALARIES 179,987.48 74,256.00 74,256.00 63,272.40 74,256.00 76,513.00 3.0% 52 CONTRACTUAL 015432 523000 MILEAGE 246.50 100.00 100.00 492.08 100.00 1,000.00 900.0% 015432 525303 LICENSES 973.04 1,000.00 1,000.00 .00 1,000.00 500.00 -50.0% 015432 527803 WAR MEM 1,947.58 5,000.00 5,000.00 2,594.00 5,000.00 10,000.00 100.0% TOTAL CONTRACTUAL 3,167.12 6,100.00 6,100.00 3,086.08 6,100.00 11,500.00 88.5% 54 OTHER CHARGES 015432 540500 DUES 185.91 250.00 250.00 600.94 250.00 200.00 -20.0% 015432 540600 EDUC/SEMIN 1,721.22 1,000.00 1,000.00 513.28 1,000.00 3,000.00 200.0% 015432 543800 PROGRAM SU .00 .00 30,000.00 5,835.26 .00 .00 .0% 015432 544000 VET BENE 157,806.81 175,000.00 175,000.00 152,151.17 175,000.00 192,650.00 10.1% 015432 544020 EVENTS .00 .00 .00 .00 .00 5,000.00 .0% TOTAL OTHER CHARGES 159,713.94 176,250.00 206,250.00 159,100.65 176,250.00 200,850.00 -2.6% TOTAL VETERANS 342,868.54 256,606.00 286,606.00 225,459.13 256,606.00 288,863.00 .8% Report generated: 05/07/2026 14:29 Page 35 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 544 HUMAN RIGHTS 54 OTHER CHARGES 015442 540000 OTH CHGEXP .00 .00 .00 .00 .00 2,500.00 .0% TOTAL OTHER CHARGES .00 .00 .00 .00 .00 2,500.00 .0% TOTAL HUMAN RIGHTS .00 .00 .00 .00 .00 2,500.00 .0% Report generated: 05/07/2026 14:29 Page 36 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 545 DISABILITY COMMISSION 54 OTHER CHARGES 015452 540000 OTH CHGEXP 1,461.45 .00 .00 605.44 605.44 2,500.00 .0% TOTAL OTHER CHARGES 1,461.45 .00 .00 605.44 605.44 2,500.00 .0% TOTAL DISABILITY COMMISSION 1,461.45 .00 .00 605.44 605.44 2,500.00 .0% Report generated: 05/07/2026 14:29 Page 37 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 611 LIBRARY 51 SALARIES 016111 511000 S & W 1,064,612.52 1,052,032.00 1,077,347.00 912,321.30 1,052,032.00 1,170,932.00 8.7% 016111 513000 OVERTIME 12,770.02 12,881.00 12,881.00 8,082.98 12,881.00 14,901.00 15.7% TOTAL SALARIES 1,077,382.54 1,064,913.00 1,090,228.00 920,404.28 1,064,913.00 1,185,833.00 8.8% 52 CONTRACTUAL 016112 521000 PRINTING 461.72 1,000.00 1,000.00 593.29 1,000.00 1,000.00 .0% 016112 521500 POSTAGE 1,000.00 1,000.00 1,000.00 1,740.19 1,000.00 1,000.00 .0% 016112 523000 MILEAGE 85.93 250.00 250.00 .00 250.00 250.00 .0% 016112 525104 NOBLE 52,780.02 54,372.00 54,372.00 54,372.00 54,372.00 55,869.00 2.8% 016112 527702 CONTRACT 15,937.33 15,235.00 15,235.00 14,515.52 15,235.00 15,235.00 .0% TOTAL CONTRACTUAL 70,265.00 71,857.00 71,857.00 71,221.00 71,857.00 73,354.00 2.1% 53 SUPPLIES & MATERIAL 016112 530100 COMP PURCH 1,484.00 1,500.00 1,500.00 492.99 1,500.00 1,500.00 .0% 016112 530500 OFFICE SUP 7,894.07 8,000.00 8,000.00 8,889.63 8,000.00 8,000.00 .0% 016112 534100 AUDIO MAT 1,232.48 3,000.00 3,000.00 2,332.79 3,000.00 3,000.00 .0% 016112 534150 VIDEO FORM 2,141.78 3,000.00 3,000.00 2,012.86 3,000.00 3,000.00 .0% 016112 534200 BOOKS 46,810.92 35,000.00 51,550.00 51,550.00 35,000.00 53,000.00 2.8% 016112 534210 ELECTRONIC 1,792.75 2,330.00 2,330.00 2,192.35 2,330.00 2,330.00 .0% 016112 534220 NETWRK ECO 27,225.00 27,225.00 27,225.00 27,225.00 27,225.00 30,155.00 10.8% 016112 534230 DOWNLOAD 22,660.97 20,000.00 20,000.00 19,247.43 20,000.00 20,000.00 .0% 016112 534240 ELECTR DAT 16,581.74 17,800.00 17,800.00 12,370.29 17,800.00 15,000.00 -15.7% 016112 534300 LIB PASSES 2,375.00 2,375.00 2,375.00 2,375.00 2,375.00 2,375.00 .0% 016112 534800 RECRE SUP 1,031.29 1,000.00 1,000.00 944.53 1,000.00 .00 -100.0% TOTAL SUPPLIES & MATERIAL 131,230.00 121,230.00 137,780.00 129,632.87 121,230.00 138,360.00 .4% 54 OTHER CHARGES 016112 540500 DUES/MEMB 814.00 300.00 300.00 425.00 300.00 300.00 .0% 016112 540600 EDUC/SEMIN 500.00 500.00 500.00 .00 500.00 500.00 .0% 016112 542700 RECPROGRAM 2,086.00 2,600.00 2,600.00 2,455.00 2,600.00 2,600.00 .0% 016112 543800 PROGRAM SU .00 .00 10,000.00 9,311.05 .00 10,000.00 .0% TOTAL OTHER CHARGES 3,400.00 3,400.00 13,400.00 12,191.05 3,400.00 13,400.00 .0% TOTAL LIBRARY 1,282,277.54 1,261,400.00 1,313,265.00 1,133,449.20 1,261,400.00 1,410,947.00 7.4% Report generated: 05/07/2026 14:29 Page 38 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 631 RECREATION 51 SALARIES 016311 511000 S & W .00 .00 .00 .00 .00 83,070.00 .0% TOTAL SALARIES .00 .00 .00 .00 .00 83,070.00 .0% TOTAL RECREATION .00 .00 .00 .00 .00 83,070.00 .0% Report generated: 05/07/2026 14:29 Page 39 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 652 PINE BANKS 51 SALARIES 016521 511000 S & W 229,941.66 266,928.00 266,928.00 214,743.02 266,928.00 271,681.00 1.8% 016521 513000 OVERTIME 3,665.15 5,770.00 5,770.00 4,634.61 5,770.00 6,531.00 13.2% TOTAL SALARIES 233,606.81 272,698.00 272,698.00 219,377.63 272,698.00 278,212.00 2.0% 52 CONTRACTUAL 016522 522000 TELEPHONE 5,500.00 5,500.00 5,500.00 5,500.00 5,500.00 3,840.00 -30.2% 016522 522500 ELECTRIC 21,050.00 21,050.00 21,050.00 21,050.00 21,050.00 9,500.00 -54.9% 016522 527500 MV REPAIRS 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 .0% 016522 527700 BLDGREPAIR 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 .0% 016522 528600 AUDIT SERV 13,000.00 13,000.00 13,000.00 13,000.00 13,000.00 16,425.00 26.3% 016522 528804 ATH FIELD 3,300.00 3,300.00 3,300.00 3,300.00 3,300.00 3,500.00 6.1% 016522 529000 PROF SERV 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 .0% TOTAL CONTRACTUAL 55,850.00 55,850.00 55,850.00 55,850.00 55,850.00 46,265.00 -17.2% 53 SUPPLIES & MATERIAL 016522 530500 OFFICE SUP 500.00 500.00 500.00 500.00 500.00 525.00 5.0% 016522 530800 HEAT FUEL 4,000.00 4,000.00 4,000.00 4,450.00 4,450.00 4,500.00 12.5% 016522 531000 GAS & OIL 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 .0% 016522 532000 CLEAN SUP 500.00 500.00 500.00 500.00 500.00 525.00 5.0% 016522 533000 PAINTS 500.00 500.00 500.00 500.00 500.00 525.00 5.0% 016522 533500 TOOLS 500.00 500.00 500.00 500.00 500.00 525.00 5.0% 016522 535100 PARK SUP 55,000.00 55,000.00 55,000.00 55,000.00 55,000.00 55,000.00 .0% 016522 537200 LUMBER 500.00 500.00 500.00 500.00 500.00 525.00 5.0% TOTAL SUPPLIES & MATERIAL 65,000.00 65,000.00 65,000.00 65,450.00 65,450.00 65,625.00 1.0% 54 OTHER CHARGES 016522 543201 WCINS PINE 4,750.00 4,750.00 4,750.00 5,250.00 4,750.00 5,250.00 10.5% 016522 544320 FIRE INS 7,000.00 7,000.00 7,000.00 7,500.00 7,500.00 7,500.00 7.1% 016522 544325 PB LIAB IN 1,250.00 1,250.00 1,250.00 1,250.00 1,750.00 1,250.00 .0% 016522 544330 AUTO INS 2,550.00 2,550.00 2,550.00 2,875.00 2,875.00 2,875.00 12.7% TOTAL OTHER CHARGES 15,550.00 15,550.00 15,550.00 16,875.00 16,875.00 16,875.00 8.5% 55 CAPITAL OUTLAY 016522 551053 PB VEH&EQU .00 .00 .00 15,520.50 .00 28,130.00 .0% 016523 551099 PB PROJECT 101,294.18 101,295.00 101,295.00 101,294.18 101,295.00 75,971.00 -25.0% Report generated: 05/07/2026 14:29 Page 40 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 016523 551102 PF SHED 48,597.67 48,598.00 48,598.00 48,597.67 48,598.00 48,598.00 .0% 016523 551189 TURF/PLAYG 76,828.15 76,829.00 76,829.00 76,828.15 76,829.00 76,829.00 .0% TOTAL CAPITAL OUTLAY 226,720.00 226,722.00 226,722.00 242,240.50 226,722.00 229,528.00 1.2% TOTAL PINE BANKS 596,726.81 635,820.00 635,820.00 599,793.13 637,595.00 636,505.00 .1% Report generated: 05/07/2026 14:29 Page 41 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 693 MEMORIAL BUILDING 51 SALARIES 016931 511000 S & W 158,106.32 148,886.00 148,886.00 118,443.62 148,886.00 153,361.00 3.0% TOTAL SALARIES 158,106.32 148,886.00 148,886.00 118,443.62 148,886.00 153,361.00 3.0% 52 CONTRACTUAL 016932 522500 ELECTRIC 16,850.60 20,700.00 20,700.00 9,074.98 25,959.88 20,700.00 .0% 016932 522600 GAS HEAT 16,368.93 12,295.00 12,295.00 17,313.78 12,295.00 12,295.00 .0% 016932 527303 ELEVATOR 5,535.92 5,813.00 5,813.00 5,768.72 5,813.00 6,011.00 3.4% 016932 527700 BLDGREPAIR 8,645.29 6,273.00 6,273.00 1,861.12 6,273.00 6,273.00 .0% 016932 529000 PROF SERV 14,614.19 16,000.00 16,000.00 15,891.19 16,000.00 22,240.00 39.0% TOTAL CONTRACTUAL 62,014.93 61,081.00 61,081.00 49,909.79 66,340.88 67,519.00 10.5% 53 SUPPLIES & MATERIAL 016932 530501 MISC SUP 5,200.74 5,170.00 5,170.00 3,769.59 5,170.00 5,170.00 .0% 016932 530508 MARKET SUP 393.00 800.00 800.00 26.98 800.00 800.00 .0% TOTAL SUPPLIES & MATERIAL 5,593.74 5,970.00 5,970.00 3,796.57 5,970.00 5,970.00 .0% TOTAL MEMORIAL BUILDING 225,714.99 215,937.00 215,937.00 172,149.98 221,196.88 226,850.00 5.1% Report generated: 05/07/2026 14:29 Page 42 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 711 MUNICIPAL DEBT 56 MISCELLANEOUS 017112 565000 MUNI DEBT 2,259,500.00 2,333,100.00 2,333,100.00 2,410,200.00 2,333,100.00 2,179,000.00 -6.6% 017112 565010 EX PRINC 1,733,909.35 1,809,910.00 1,809,910.00 1,809,909.35 1,809,910.00 1,934,410.00 6.9% TOTAL MISCELLANEOUS 3,993,409.35 4,143,010.00 4,143,010.00 4,220,109.35 4,143,010.00 4,113,410.00 -.7% TOTAL MUNICIPAL DEBT 3,993,409.35 4,143,010.00 4,143,010.00 4,220,109.35 4,143,010.00 4,113,410.00 -.7% Report generated: 05/07/2026 14:29 Page 43 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 751 MUNICIPAL DEBT INTEREST 54 OTHER CHARGES 017512 549102 MUNI INT 1,127,840.76 1,472,667.00 1,472,667.00 1,514,593.77 1,472,667.00 1,396,459.00 -5.2% 017512 549103 EXEMPT INT 227,255.94 159,778.00 159,778.00 159,777.75 159,778.00 2,042,017.00 1178.0% TOTAL OTHER CHARGES 1,355,096.70 1,632,445.00 1,632,445.00 1,674,371.52 1,632,445.00 3,438,476.00 110.6% TOTAL MUNICIPAL DEBT INTERES 1,355,096.70 1,632,445.00 1,632,445.00 1,674,371.52 1,632,445.00 3,438,476.00 110.6% Report generated: 05/07/2026 14:29 Page 44 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 752 PROJECTED DEBT & TEMP INTEREST 54 OTHER CHARGES 017522 549100 PROJ DEBT 311,275.56 380,300.00 380,300.00 312,968.75 380,300.00 897,362.00 136.0% 017522 549103 EXEMPT INT .00 .00 .00 .00 .00 .00 .0% TOTAL OTHER CHARGES 311,275.56 380,300.00 380,300.00 312,968.75 380,300.00 897,362.00 136.0% TOTAL PROJECTED DEBT & TEMP 311,275.56 380,300.00 380,300.00 312,968.75 380,300.00 897,362.00 136.0% Report generated: 05/07/2026 14:29 Page 45 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 911 PENSION 51 SALARIES 019111 511010 CONTRIB 7,366,574.00 7,620,971.00 8,120,971.00 8,120,971.00 7,620,971.00 8,272,164.00 1.9% TOTAL SALARIES 7,366,574.00 7,620,971.00 8,120,971.00 8,120,971.00 7,620,971.00 8,272,164.00 1.9% TOTAL PENSION 7,366,574.00 7,620,971.00 8,120,971.00 8,120,971.00 7,620,971.00 8,272,164.00 1.9% Report generated: 05/07/2026 14:29 Page 46 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 912 WORKER'S COMPENSATION 54 OTHER CHARGES 019122 543100 W C MED 147,408.67 100,000.00 100,000.00 129,433.54 100,000.00 150,000.00 50.0% 019122 543101 W C EXP 35,166.32 50,000.00 50,000.00 36,309.03 50,000.00 50,000.00 .0% 019122 543102 W C BENE 241,935.54 234,000.00 234,000.00 212,089.44 234,000.00 234,000.00 .0% 019122 543200 INDEMN 80,331.61 70,000.00 70,000.00 55,961.52 70,000.00 70,000.00 .0% TOTAL OTHER CHARGES 504,842.14 454,000.00 454,000.00 433,793.53 454,000.00 504,000.00 11.0% TOTAL WORKER'S COMPENSATION 504,842.14 454,000.00 454,000.00 433,793.53 454,000.00 504,000.00 11.0% Report generated: 05/07/2026 14:29 Page 47 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 913 UNEMPLOYMENT 54 OTHER CHARGES 019132 544400 UNEMP EXP 79,969.86 411,000.00 411,000.00 155,168.59 418,440.00 100,000.00 -75.7% TOTAL OTHER CHARGES 79,969.86 411,000.00 411,000.00 155,168.59 418,440.00 100,000.00 -75.7% TOTAL UNEMPLOYMENT 79,969.86 411,000.00 411,000.00 155,168.59 418,440.00 100,000.00 -75.7% Report generated: 05/07/2026 14:29 Page 48 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 914 EMPLOYEE BENEFITS 51 SALARIES 019141 511000 S & W 96,816.15 101,220.00 101,220.00 90,294.49 101,220.00 115,107.00 13.7% TOTAL SALARIES 96,816.15 101,220.00 101,220.00 90,294.49 101,220.00 115,107.00 13.7% 54 OTHER CHARGES 019142 549201 GROUP HEAL 13,139,054.91 14,500,000.00 14,942,455.00 11,914,426.63 14,500,000.00 16,426,989.00 9.9% 019142 549214 LIFE INS P 79,832.37 90,000.00 90,000.00 71,866.17 90,000.00 90,000.00 .0% 019142 549215 SENTINEL F 13,822.60 16,000.00 16,000.00 12,743.80 16,000.00 16,000.00 .0% 019142 549217 PART B 70% 928,880.95 985,000.00 985,000.00 953,755.00 985,000.00 1,056,720.00 7.3% 019142 549218 PART B PEN 21,673.90 22,000.00 22,000.00 15,694.00 22,000.00 22,000.00 .0% 019142 549223 HIATUS .00 .00 .00 .00 .00 .00 .0% 019142 549224 OPT OUT 784,050.34 816,800.00 816,800.00 618,430.14 816,800.00 816,800.00 .0% TOTAL OTHER CHARGES 14,967,315.07 16,429,800.00 16,872,255.00 13,586,915.74 16,429,800.00 18,428,509.00 9.2% TOTAL EMPLOYEE BENEFITS 15,064,131.22 16,531,020.00 16,973,475.00 13,677,210.23 16,531,020.00 18,543,616.00 9.3% Report generated: 05/07/2026 14:29 Page 49 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 916 MEDICARE TAX CITY PORTION 54 OTHER CHARGES 019162 548000 MED TX CTY 983,942.45 1,005,581.00 1,046,705.00 848,010.22 1,005,581.00 1,099,040.00 5.0% TOTAL OTHER CHARGES 983,942.45 1,005,581.00 1,046,705.00 848,010.22 1,005,581.00 1,099,040.00 5.0% TOTAL MEDICARE TAX CITY PORT 983,942.45 1,005,581.00 1,046,705.00 848,010.22 1,005,581.00 1,099,040.00 5.0% Report generated: 05/07/2026 14:29 Page 50 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 930 DEPARTMENTAL EQUIPMENT 52 CONTRACTUAL 019302 527602 IT COPY LE 47,006.97 27,707.00 27,707.00 21,125.30 31,023.21 27,707.00 .0% TOTAL CONTRACTUAL 47,006.97 27,707.00 27,707.00 21,125.30 31,023.21 27,707.00 .0% 53 SUPPLIES & MATERIAL 019302 530100 IT COMP PU 66,308.12 28,000.00 28,000.00 28,000.00 28,000.00 28,000.00 .0% 019302 530103 IT PRINTER 3,541.10 2,000.00 2,000.00 2,173.10 2,371.26 2,000.00 .0% 019302 530500 OFFICE SUP 21,108.52 33,329.00 33,329.00 35,392.86 38,076.07 33,329.00 .0% TOTAL SUPPLIES & MATERIAL 90,957.74 63,329.00 63,329.00 65,565.96 68,447.33 63,329.00 .0% 55 CAPITAL OUTLAY 019303 551059 PERMIT SFT 50,688.27 60,000.00 60,000.00 54,939.08 79,072.21 60,000.00 .0% 019303 551165 DRAIN 2,564.15 .00 .00 76,055.73 76,055.73 .00 .0% TOTAL CAPITAL OUTLAY 53,252.42 60,000.00 60,000.00 130,994.81 155,127.94 60,000.00 .0% TOTAL DEPARTMENTAL EQUIPMENT 191,217.13 151,036.00 151,036.00 217,686.07 254,598.48 151,036.00 .0% Report generated: 05/07/2026 14:29 Page 51 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 931 CAPITAL OUTLAY 53 SUPPLIES & MATERIAL 019313 530706 FIRE EQUIP .00 .00 .00 .00 .00 109,000.00 .0% 019313 535505 BUNKER GEA .00 .00 .00 .00 .00 58,500.00 .0% 019313 537500 FURN&FIX .00 .00 .00 .00 .00 100,000.00 .0% 01931773 537500 FURN&TECH .00 .00 .00 .00 .00 100,000.00 .0% TOTAL SUPPLIES & MATERIAL .00 .00 .00 .00 .00 367,500.00 .0% 55 CAPITAL OUTLAY 019313 551032 PUMP .00 .00 .00 .00 .00 50,000.00 .0% 019313 551049 POL VEHICL .00 .00 .00 .00 .00 83,000.00 .0% 019313 551072 MASONRY .00 .00 .00 .00 .00 250,000.00 .0% 019313 551185 ARC ELECT .00 .00 .00 .00 .00 225,000.00 .0% 019313 551186 MILANO .00 .00 .00 .00 .00 75,000.00 .0% 01931773 551097 SCHOOL IT 114,868.29 .00 .00 .00 8,953.47 325,000.00 .0% 01931773 551168 PARKS .00 .00 .00 .00 .00 200,000.00 .0% 01931773 551193 MVMMS .00 .00 .00 .00 .00 100,000.00 .0% 01931773 551196 HOOV APR .00 .00 .00 .00 .00 75,000.00 .0% TOTAL CAPITAL OUTLAY 114,868.29 .00 .00 .00 8,953.47 1,383,000.00 .0% TOTAL CAPITAL OUTLAY 114,868.29 .00 .00 .00 8,953.47 1,750,500.00 .0% Report generated: 05/07/2026 14:29 Page 52 User: kgolden Program ID: bgnyrptsCITY OF MELROSE v2024.7 LIVE NEXT YEAR / CURRENT YEAR BUDGET ANALYSIS PROJECTION: 2027 FISCAL YEAR 2027 OPERATING BUDGET FOR PERIOD 99 ACCOUNTS FOR: 2025 2026 2026 2026 2026 2027 PCT GENERAL FUND ACTUAL ORIG BUD REVISED BUD ACTUAL PROJECTION MAYOR CHANGE 942 STABILIZATION FUNDS 56 MISCELLANEOUS 019422 561300 STABIL TRT 50,000.00 50,000.00 50,000.00 .00 50,000.00 50,000.00 .0% 019422 561350 CONTRACT .00 .00 .00 .00 .00 400,000.00 .0% 019422 561400 OPEB TRUST 50,000.00 50,000.00 550,000.00 .00 50,000.00 50,000.00 -90.9% TOTAL MISCELLANEOUS 100,000.00 100,000.00 600,000.00 .00 100,000.00 500,000.00 -16.7% TOTAL STABILIZATION FUNDS 100,000.00 100,000.00 600,000.00 .00 100,000.00 500,000.00 -16.7% TOTAL GENERAL FUND 64,190,836.38 107,575,802.00 121,092,352.00 66,213,351.77 109,305,232.97 126,652,797.00 4.6% GRAND TOTAL 64,190,836.38 107,575,802.00 121,092,352.00 66,213,351.77 109,305,232.97 126,652,797.00 4.6% ** END OF REPORT - Generated by Kerriann Golden ** Report generated: 05/07/2026 14:29 Page 53 User: kgolden Program ID: bgnyrpts Fiscal Year 2027 Board/Commission Memo to City Council Board/Commission: Beebe Estate Name of Chair: Bill Butler 1. Board/Commission Overview: Trustees appointed to steward the Beebe Estate 2. FY 26 Accomplishments/Challenges: Accomplishments: New master lock and key system, exterior painting, holiday decor, appointed new member and Building Manager, John Tozza, extra shrub pruning, new website done in partnership with the Creative Alliance, hosted second year of Bier Garden events. Challenges: gutter inspection - looking to replace gutter in phases this and next FY. 3. FY 27 Priorities: Generate more awareness of the estate for private rental use via online marketing campaign and special events. Complete gutter renovation. Complete wiﬁ installation for the use of renters. 4. What, if anything, has changed for your Board/Commission Budget for FY 27? Nothing. Fiscal Year 2027 Board/Commission Memo to City Council Board/Commission: Commission on Disability Name of Chair: Gary Hale 1. Board/Commission Overview: The purpose of the Commission on Disability is to provide advocacy, education and information toward the goal of assuring that Melrose is fully inclusive of all people with disabilities. The Commission is comprised of seven members, four of whom are individuals with disabilities, one a parent of a young adult with a disability, one member with years of experience in the field of disability, and a City liaison. Several of our members have many years of experience working with people with disabilities in various ways and toward unique goals. The predominance of a perspective on disability as it exists on our Commission makes us an informed and insightful group that effectively advocates for Melrose residents with disabilities and that provides an expert resource to the City in its shared commitment to the inclusion of people with disabilities. 2. FY 26 Accomplishments/Challenges: A. The Commission worked with City personnel to obtain a $171,000 grant from the Massachusetts Office on Disability to address some accessibility needs in three elementary schools. The work was underway during the April school vacation. B. The Commission completed and is distributing a “Guide for Community Organizations” that addresses ways in which people with disabilities can be welcomed and included in organizational activities, considerations for ensuring accessibility in meeting spaces and when conducting events, and ways to address reasonable accommodation requests. C. Last July, the Commission organized some activities to acknowledge disability pride month and to celebrate the 35th anniversary of the signing of the Americans with Disabilities Act. Activities included a panel discussion, a book reading about disability for children and a mural was painted on the side of the YMCA. D. The Commission initiated and effort to connect students with disabilities at the high school with work experience opportunities at Melrose businesses. This has been a partnership with the Chamber of Commerce and the High School Special Ed Department. E. The Commission provided a resource to work with the City toward website accessibility. City the size of Melrose are expected by the State to have addressed this satisfactorily by April, 2027. F. We have taken on some advocacy issues, particularly when it tends to effect the disability community at large. An example of this are the ‘no parking’ signs along Lebanon Street across from the softball field. 3. FY 27 Priorities: A. The Commission will be available to provide education and resources pertaining to the Guide for Community Organizations. B. We intend to continue and expand our initiative to increase the participation of community businesses in providing work exposure and experience for students with disabilities at the High School C. We will, again, arrange activities for Disability Pride Month, July. D. We will continue to develop our partnerships with city departments to bring important advocacy issues to their attention and to provide our resources and expertise when requested. E. We will continue to seek ways to reach out to and connect with the disability community in Melrose. 4. What, if anything, has changed for your Board/Commission Budget for FY 27? In FY’26, the Commission on Disability had no budget although the City was very supportive in finding funds to cover our few expenses. As the Commission on Disability, we are able to access the Handicapped Parking Violation fund by requesting these funds through the City. In FY’27, we anticipate a budget of $2,500 which we will prudently utilize to support our priority activities. Fiscal Year 2027 Board/Commission Memo to City Council Board/Commission: Human Rights Commission Name of Chair: Josh Shortlidge 1. Board/Commission Overview: a. The Melrose Human Rights Commission (MHRC) works closely with City of Melrose leadership and partners to address issues of human and civil rights, reinforces a positive atmosphere in the community, and amplifies and promotes organizations and people working to make Melrose one community, open to all. 2. FY 26 Accomplishments/Challenges: a. Distributed “Know Your Rights” (KYR) Red Cards in seventeen languages at Melrose City Hall, the Melrose Farmers Market, and other high-need locations i. KYR Red Cards are small, business-card-sized tools that help individuals assert their constitutional rights during encounters with immigration or law enforcement b. Published three resource guides to connect vulnerable community members with available services: i. Legal and Civil Rights Resource Guide (PDF) ii. LGBTQ+ Resource Guide (PDF) iii. Immigrant and Refugee Legal Resource Guide (PDF) c. Created an intake process to review claims of discrimination based on protected class and provide referrals to appropriate agencies and resources d. Increased community engagement through social media outreach e. Provided supplies and support for community events, including MLK Day of Service and the Roosevelt School World Culture Fair f. Challenge: The absence of an administrative budget limited the scale, consistency, and reach of these efforts 3. FY 27 Priorities: a. Visibility: Strengthen MHRC’s role as a trusted public resource i. Publish human and civil rights explainer pieces in local media ii. Participate in community events to share MHRC materials and KYR information b. Education: Expand KYR and documentation training i. Host KYR trainings, including at least one in a high-need location ii. Partner with the Massachusetts Attorney General’s Office for trainings (KYR, active bystander) iii. Continue distribution of KYR cards and resource materials iv. Develop educational materials explaining judicial vs. administrative warrants c. Community Coordination: Strengthen local alignment i. Clarify and publish ICE-related policies in coordination with Melrose Police ii. Confirm and document policies for Melrose Public Schools and Melrose Wakefield Hospital d. Community Engagement: Deepen participation and support i. Facilitate community forums to explain policies and answer questions ii. Ensure legal training resources are accessible to residents iii. Host or co-host active/aware bystander trainings with community partners e. Foundations: Build internal capacity i. Provide training for commissioners on human and civil rights fundamentals 4. What, if anything, has changed for your Board/Commission Budget for FY 27? a. The need for resources, trainings, and community engagement has increased. MHRC has established a strong foundation for outreach aligned with the City's commitment to protecting residents' rights. With funding, the Commission can expand multilingual materials, replenish KYR cards, and host public forums, trainings, and interpretation services. b. Without a restored budget, MHRC's ability to provide consistent programming, respond to community needs, and proactively address discrimination and misinformation will remain limited. c. Request: Restoration of an annual operating budget of $2,500 to support: i. Printing and translation of materials ii. Community events and trainings iii. Outreach supplies and tools iv. Administrative support Fiscal Year 2027 Board/Commission Memo to City Council Board/Commission: Commission on Women Name of Chair: Karen Blackburn & Alli Goldberg 1. Board/Commission Overview: The Melrose Commission on Women (“MCW”) works to investigate, understand, educate, and promote constructive action in areas of interest and concern to all women and girls, including trans women and girls, in our community. As a central voice in the community, MCW promotes opportunities, fosters equity and belonging, and provides the community with a vehicle for information, advocacy and action on issues affecting all women. Understanding that our community is open to all, we advocate and support diversity across all aspects of our lives - gender, race, sexual orientation, religion, culture, age, abilities, and socio-economic background. 2. FY 26 Accomplishments/Challenges: Despite not having a budget due to the fiscal realities of the city, the MCW had a productive year. Building on the success of our financial literacy event to close out the previous fiscal year, we once again focused on bring women together to engage with and learn from one another. We hosted two book club events centered on women’s brain health—understanding some of the factors that contribute to Alzheimer’s in women and the role nutrition plays. Both events were held at The Residence at Melrose Station and close to 50 people attended. We are currently planning a June event focused on the role fitness plays in preventing Alzheimer’s and leading a healthy life. We welcomed three new commissioners, who each bring a variety of expertise and passion to this work. The most significant challenge has been finding creative ways to introduce more of the community to our work and events. We’ve been unable to utilize our Facebook account for several years but have finally developed a workaround that should make raising awareness of our events and engagement opportunities much easier. 3. FY 27 Priorities: With our commissioners having incredible full lives outside of this work, we aim to keep our programming focused and simple. In FY27 we plan to revisit our interview series with MMTV, EmpowerHER, where we interviewed leaders in our community on issues of importance to women. We’ll continue with our thematic book events and will explore other programming ideas depending on issues and opportunities facing our primary constituents. 4. What, if anything, has changed for your Board/Commission Budget for FY 27? Having a budget for FY27 will be a huge help in ensuring our programming is not solely reliant on donated time and items. Fiscal Year 2027 Board/Commission Memo to City Council Board/Commission: Liquor License Commission Name of Chair: Joseph P. Nevin, Jr. 1. Board/Commission Overview: FY 2026 was a solid year. Melrose currently has 21 liquor licenses issued – 12 Restaurants (3 wine & malt beverages and 9 full alcohol), 3 Retail full alcohol licenses, 1 Farmer/Brewer license and 5 Private Clubs. The Liquor License Commission met on a monthly basis. All licenses were renewed in December 2025. 2. FY 26 Accomplishments/Challenges: a. New Licenses – Three new establishments opened • Restaurant Full Alcohol – Bangkok Thai • Restaurant Wine & Malt Beverages – Table 4 & Big Fin Poke • Retail Full Alcohol – Franklin Market b. Farmers market multiple one day permits/multiple vendors – summer & winter c. One day permits – We issue approximately 25 – 40 one day permits annually. d. We had one Commissioner depart the Commission (Kevin Cronin) and added a new Commissioner (Diane Casey). We thank and greatly appreciate Commissioner Cronin’s time, dedication and service to the commission and welcome Commissioner Casey. 3. FY 27 Priorities: a. Review current Melrose Liquor Licensing Commission General Rules and Regulations for Licensing of Alcoholic Beverage Sales in the City of Melrose, last amended March 30, 2015. b. Review current license fees and those of surrounding communities. c. License Renewals. d. Website update. 4. What, if anything, has changed for your Board/Commission Budget for FY 27? No change. Fiscal Year 2027 Department Memo to City Council Department: Clerk’s/Elections Name of Department Head: Tanji Cifuni 1. Department Overview and Mission: The City Clerk is the official keeper of the history and records of Melrose. Our mission remains dedicated to maintaining and protecting historical records as safely as possible while also servicing the public by providing information in an efficient and timely manner. At the literal and figurative main entrance to City Hall, the Clerk’s office is a busy, vibrant gateway municipal services. Often the first point of contact with the public is to respond to questions and concerns that arise with our residents. The 4-person department consists of a City Clerk, an Assistant City Clerk, an Elections Administrator and a Senior Clerk. City Clerk Tanji Cifuni Asst. City Clerk Linda Reed Election Clerk James Harris Senior Clerk Kathy Maihack Records kept by the office include: • Vitals Statistics: Births, Deaths, Marriages, Affidavits & Correction of Vitals • Election and Census records • Business Certificate Filings and Dissolution • Original filings of Zoning Board of Appeals, Planning, Site Plan and Slope Protection Decisions (29 cases) • All notifications of meetings of municipal governmental bodies (253 meetings) • Common Victualler Licenses, Second Hand Dealers Licenses, Class I & II Motor Vehicle Licenses, Gasoline Storage Certificates, Food Truck and Hackney license • Dog Licenses • Insurance Claim filings • Raffle permits • Conflict of Interest completion records • Oaths of Office and Committee • All City Council documents: Orders, ordinances, resolutions and motions minutes, agenda for all meetings, Council related Mayoral communications and all City of Melrose Board and Commission appointments (25 council meetings) 2. FY 26 Accomplishments/Challenges: FY 27 Budget Memo page. 1 • Conducted a successful local election in November with 11,227 voters turning out which is 51% of the total registered voters ( Early Voters 4857 and Election Day 6370) • Distribution of annual online Conflict of Interest training information to all City employees including public safety and public school personnel. • Rolled out a new software platform for city and school agenda and minutes across the city. This was a large undertaking and the roll out of the program was successful. • Annual training of election workers with almost 100 percent attendance • Continued organization, inspection and preservation of municipal records • Electronic distribution of monthly Campaign Finance newsletter • Refresh and update to departmental webpages • Updated our licensing and permit fees for the department • Created and or edited our annual license applications • Coordinated a SAFE audit with the State ( Paid for by the State ) on our election procedures on a daily basis as well as Election Day • Revamped the nomination packages for the local election • Mailed out over 16,000 census first week in January and to date have received and processed a little over 10,000 over the last few months. We will be mailing out a REMINDER confirmation card to all registered voters that have not mailed in their census in the next week. • Send updated Registered Dog Licenses to BOH the first day of the Month to post on website • Send the State Representative the list of all newly registered voters on the first day of each month 3. FY 27 Priorities: Updating the 28 Election Poll pads for the Primary and November State Elections Running a smooth State Primary and November election Increasing the voter turnout for State elections 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? At this time, we did not run against any negative financial constraints because we plan accordingly. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? Election Office If a School Committee member runs for office then we manage the election process and make sure that the candidate files their campaign finance reports in a timely manner. City Clerks office • Perform the oaths for the School Committee members • We also make sure that all school staff members complete the annual conflict of interest training FY 27 Budget Memo page. 2 • Post Agendas and minutes for all School Subcommittee meetings 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? The City Council, Clerks Office and Elections office was not negatively or positively affected by the result of the override election at this time. FY 27 Budget Memo page. 3 Total number of transactions Total Sterilized dogs @$23 each 1597 $36,728 Intact dogs @$25 each 131 $3,275 Late Fee @ $18 each 150 $4,178 Replacement Tag @ $5 each - Total 2 = $10.00 2 $10 Marriage Certificates @ $20 each - Over the counter 75 $1,500 Birth Certificates -@ $20 each - Over the counter 642 $12,840 Death Certificates -@ $20 each - Over the counter 474 $9,480 Marriage Certificates - @ $22 each- Online 72 $1,584 Birth Certificates - @ $22 each - Online 419 $9,218 Death Certificates - @22 each - Online 288 $6,336 Marriage Intentions -@75 each 28 $2,100 Mail-In Vital Requests -@ $22 each 40 $880 Gas and Storage -Different amounts per location 29 $3,137 Fees -@ $50 each 15 $750 Amendments - @ $75 each 10 $750 Planning Board -Different amounts per job 2 $2,165 Board of Appeals Commerical - @ $500 each 1 $500 Board of Appeals Residential @ $350 each 10 $3,500 Business Certificates - @ $75 each 35 $2,625 Change of Business - @ $15 each 2 $30 Common Victualler - @ $175 each 40 $7,000 Class II Motor - @ $150 each 5 $750 Second Hand Dealer - @ $150 each 3 $450 Livery -$175 each 1 $175 Raffles - @ $50 for new $10 for renewal 2 $60 Copies - @ 1.00 each 9 $9.00 Total $110,030 FY 27 Budget Memo page. 4 Fiscal Year 2027 Department Memo to City Council Department: Council on Aging Name of Department Head: Erica Drummond 1. Department Overview and Mission: The Melrose Council on Aging (COA) aims to connect older adults with programs, resources, and services in our community to generate a positive impact on daily living. The COA serves older adults aged 60+. Members of the Milano Center have the opportunity to participate in fitness programs, social engagement activities, and educational presentations. Members can also take advantage of resources like the COA’s social services team and transportation program. 2. FY 26 Accomplishments/Challenges: a. Marked progress on strategic planning goals that were created from the 2022 Needs Assessment including creation of resources for housing options, an ADU information session, assisting members with MBTA discount passes, a digital literacy program on rideshare apps, a YMCA information session, Senior Strolls with the Friends of the Middlesex Fells, the continuation of our weekly walking club, resource creation for food insecurity, a monthly men’s breakfast to increase male membership, distribution of a resource guide and accessible walking maps, hosting our annual Open House and Resource Fair, increasing fitness class offerings, and creating participant led programming like armchair travel. b. Progress towards an Age-Friendly/Dementia-Friendly city designation with plans to officially apply by the end of the fiscal year c. As of 4/24/2026, the Milano Center has served 1,199 individuals who have recorded 14,104 check ins. d. As of 4/24/2026, the Council on Aging transportation program has provided 2,034 rides to Melrose residents, with 524 of those going to medical destinations. e. Challenges included an update to our weekly schedule to maximize parking efficiency, increased costs of goods and services, and special limitations within the Milano Center building. 3. FY 27 Priorities: a. Updates to the Council on Aging city webpage to include tax relief resources, support groups, durable medical equipment, Memory Café, and all program offerings b. “Milano on the Move” programming to work more collaboratively with local resources, businesses, and city departments c. Memory Café – continuing this monthly resource for caregivers and their loved ones d. “Aging in Place” panel e. “Enriching Retirement” programming f. Member-led programming FY 27 Budget Memo page. 1 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? Changes to the department’s budget include several line item increases to create level funding from FY25, increases to salaries and wages to keep positions competitive, and increases to the “Dues & Memberships” line item to reflect the higher costs of services. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? N/A 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? The Proposition 2 ½ Override has ensured that the Council on Aging’s Milano Center can continue to operate at levels residents have come to expect. This includes the transportation program, social services, fitness offerings, social engagement activities, and educational opportunities. Specifically, the Milano Center will reduce fitness class fees from $5 per class to $2 per class in order to maximize participation in these vital programs. Without the Proposition 2 ½ Override, this price reduction would not be possible. In addition to level funding from FY25, the Council on Aging is also benefiting from $40,000 in capital funding from the override to install lighting along the driveway. Upon completion, this project will provide safe access to participants who walk to evening events, as well as increasing the overall security of the property. FY 27 Budget Memo page. 2 Fiscal Year 2027 Department Memo to City Council Department: Veterans’ Services Name of Department Head: Tammy Shovelton 1. Department Overview and Mission: Melrose Veterans’ Services administers all aspects of Massachusetts Chapter 115—including emergency funds for urgent needs—helps veterans and families understand and file for federal, state, and local benefits, liaises on VA claims and appeals, hosts benefits-review meetings to explain changes, coordinates Veterans Day and Memorial Day commemorations, cares for and preserves Melrose’s veterans monuments, and operates a monthly food mart where veterans and family members select the groceries they need. These efforts cut red tape, improve food security, protect historic memorials, and reduce hardship while honoring the service of our veteran community. 2. FY 26 Accomplishments/Challenges: In FY26, Melrose Veterans’ Services relocated its office from the Milano Center to City Hall to improve access and coordination; restored the Otis W. Bishop Memorial Plaque; conducted several outreach events; actively supported 77 veterans on VA claims; ensured 16 veterans or dependents received Chapter 115 assistance; and launched Monthly Veteran Socials to strengthen community connection. We also formally codified and publicly published the Veterans Property Tax Work-Off Program 3. FY 27 Priorities: Sustain and expand outreach through monthly socials, neighborhood pop-up benefits clinics, and quarterly workshops; provide comprehensive care and preservation of all veterans memorials citywide with a documented inspection/maintenance schedule; and host Thanksgiving and Christmas community dinners for Melrose veterans and families with on-site benefits navigation, and follow-up case management—strengthening access to benefits, food security, and community connection. 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? In FY27, the Veterans’ Services Department will implement a 3% salary increase, increase mileage funding to support home visits and event logistics, expand war memorial maintenance, strengthen outreach programming, and increase the veteran’s benefits line. We are also raising the allocation FY 27 Budget Memo page. 1 for employee professional development to ensure staff can meet evolving state and federal standards in benefits administration, claims processing, compliance. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? NA 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? Thanks to the override, the Veterans’ Services Department has restored outreach funding and raised targeted spending levels where needs are most acute—professional development (required training), mileage for home visits and outreach, war memorial maintenance, veterans’ benefits assistance, and employee education/seminars—while decreasing software and licensing costs through consolidation and efficiencies. These adjustments sustain service quality, expand access to benefits, and ensure we can meet growing demand and deliver timely support to Melrose veterans and their families. FY 27 Budget Memo page. 2 Fiscal Year 2027 Department Memo to City Council Department: Mayor (121) Name of Department Head: Mayor Jen Grigoraitis 1. Department Overview and Mission: The mayor is the chief executive officer of the City of Melrose, elected by the voters at large every four years. The mayor oversees all City operations and is responsible for appointing department heads, city officers, and the members of multi-member bodies (Boards & Commissions). Jen Grigoraitis is the 24th Mayor of Melrose, the first woman elected mayor, and assumed office on January 8, 2024. The mayor has oversight over all City departments, with all department heads with the exception of the superintendent of schools, reporting to the mayor. Per city charter, the mayor serves as an ex officio member of the Melrose School Committee, which hires and supervises the superintendent. The mayor’s office engages with a variety of stakeholders, including residents; federal, state, and local elected officials; members of City boards and commissions; and local media Staff also regularly provide information and resources to residents via email, phone and in-person visits. The Mayor’s Department is currently staffed by the following employees: • Mayor Jen Grigoraitis • Chief of Staff, Lauren Grymek • Communications & Events Manager, Thomas Dalton • Part-Time Executive Assistant to the Mayor and Constituent Services Representative, Diane MacDonald The Mayor’s Department continues to utilize and manage Property Tax Work Off Participants who provide front desk coverage to answer and transfer phone calls within City Hall, greet and assist walk- ins, and assist with administrative tasks in the absence of a full-time Executive Assistant. 2. FY 26 Accomplishments/Challenges: Constituent Services and Events: Throughout FY 26, Mayor Grigoraitis and her staff met with hundreds of residents in a variety of settings and forums including: in-person Mayor’s Office Hours; coffee hours at senior and public housing facilities (the Steele House, the Cefalo Complex, the Cochrane House, the McCarthy House, the Fuller and Gould Houses, and the Residence at Melrose Station); and new events such as Slice of the City neighborhood pizza socials and a New Resident Open House at City Hall. The mayor also conducted in-person office hours with residents throughout the year. These events provided an opportunity for residents to speak directly with the mayor about their concerns, priorities, and hopes for the community. At the five Slice of the City events held over the summer and fall, residents joined the mayor and city councilors for informal gatherings at parks and green spaces in their wards of the city while enjoying pizza from a neighborhood restaurant. FY 27 Budget Memo page 1 The mayor’s office works closely with departments who regularly provide social services support and outreach, including the Council on Aging and the Veterans’ Services Department. These departments oversee City resources including the Melrose Emergency Fund, the monthly Veterans Food Mart and the Veterans Relief Fund, and assist with SNAP benefits and applications, emergency funding and housing resources. Through this social services team, the mayor’s office led the city’s response to the temporary termination of SNAP benefits to approximately 50 Melrose residents in early 2026. Thanks to the generosity of so many Melrosians who sustainably donate to the Melrose Emergency Fund, the city was able to provide grocery store gift cards to residents in need over eight weeks, as well as share resources on non-profit supports available for the impacted Melrosians. The Mayor’s Office is the primary respondent to calls and emails from residents looking for information and resources. On a typical weekday the Mayor’s office receives an average of 15 calls and dozens of emails and website contact forms plus walk-in visits from residents looking for general City information and assistance, ideas and requests of the Mayor, and help and resources. One of the office’s Property Tax Work Off participants has extensive public sector case management experience and we have created a case coordinator role filled by this individual so that they can assists with calls regarding housing and food insecurity. Most of the calls regarding housing come from residents residing at the Melrose Housing Authority and the Mayor’s office can easily resolve and assist these residents thanks to the collaborative working relationship with the Housing Authority’s Executive Director. Our PTWO case coordinator is tracking calls for social services support to help us best assess future options. Communications: The Mayor’s Office serves as the primary communications hub for residents and stakeholders. The Office provides: a weekly email newsletter to approximately 2,800 individual subscribers; weekly City Hall submissions and press releases to the Melrose Weekly News and Melrose Messenger; a monthly email newsletter of activities and events run by local non-profits; frequent social media updates to over 2,200 followers on both Facebook and Instagram ; and episodes of the Melrose Minute podcast via MMTV. The Mayor’s Office also serves as the primary communications department for all City Departments, responding to media inquiries and interviews, assisting with writing of press releases and social media posts, advising on web content and helping to promote and publicize city programs and events. The Mayor’s Office continued to support and promote an incredible number of community events, including the following during FY 26: 1. Summer Stroll 2. Victorian Fair 3. Home for the Holidays 4. Sustainability Day 5. DPW Day (May) - expanded to serve the entire community this year 6. Third Annual 8th Grade Civics Day (June) 7. Melrose High Grad Night (June) 8. Pride flag raising at City Hall (June) 9. Juneteenth flag raising at City Hall (June) FY 27 Budget Memo page 2 10. Disability Pride City Initiatives & Special Projects: The Mayor’s Office continues to oversee and liaise with the City’s boards and commissions; to date the mayor has submitted 67 new mayoral appointments and reappointments throughout Fiscal Year 26 to resolve backlogs of empty seats and lapsed terms reaching back years. Staff regularly meets with chairs to strategize and plan for community programs, services and initiatives. Through the Chief of Staff and CFO, the Mayor’s office oversaw and coordinated the City’s FY 2027- 2031 Capital Improvement Program including the (CIP) Final Report. Since 1995, the CIP Committee has reviewed and recommended funding for capital projects on an annual basis. Capital projects are major, non-recurring expenditures that typically cost $25,000 or more and have a useful life of five or more years. For this iteration of the CIP, the committee reviewed over 100 project requests submitted by six departments. Creating a CIP is both a requirement of the city charter and a DLS recommended best practice for municipalities. The CIP is NOT a funding source; it is instead a guiding document on how the City should consider and prioritize planned capital investments as funding sources become available. Additionally, the Mayor’s office applied for and was awarded a Technical Assistance Planning Grant from the Metropolitan Area Planning Council to conduct a strategic planning process for Memorial Hall and how we best utilize that building. The Chief of Staff has been the lead representative on the City side for this project, which has included a community survey, meetings with MAPC and various stakeholders and a community forum, to inform a strategic plan for how best to utilize Memorial Hall for the future. 3. FY 27 Priorities: Building Capacity in Sustainability and Youth Services: The Mayor’s Office will be asking the City Council to formally codify a Sustainability Commission to guide the administration’s work on energy savings and climate stewardship; and to bring back a Birth to Five advisory group to unify and enhance our local programs and opportunities for Melrose’s youngest residents. In addition, plans are underway to host the Slice of the City and New Resident Open House events again. In FY 27, the Mayor’s office will continue to pursue Vision Zero priorities, and we are currently waiting for the grant funding to be finalized. Communicating About the Override: After Melrose voters entrusted the city with additional revenue in the November 2025 override referendum, the Mayor’s Office and City Hall have undertaken unprecedented levels of public engagement and information-sharing to accurately and comprehensively demonstrate the impact of the override. The city website features several detailed lists and descriptions of override-funded services and projects, and communications spanning from press submissions to email newsletter to physical signage and flyers have clearly acknowledged the impact of the override on the viability and delivery of improved or sustained city services. Budget Transparency with ClearGov: Since Mayor Grigoraitis took office, City Hall has prioritized providing the most transparency into the city budget of any administration to date. The administration has regularly provided the City Council with updates as we move through several fiscal years and have regularly added documentation on the FY 27 Budget Memo page 3 City website. The administration continues to work towards even more access: this month, the City’s visual budget will be available on the city website, thanks to our use of ARPA funds to support the adoption of ClearGov, a platform which will enable us to share the budget with the public in a more comprehensive and digestible manner Public Safety Facilities Advisory Committee: The Public Safety Facilities Advisory Committee is appointed by the Mayor and staffed by the Public Safety Buildings Project Manager, who reports directly to the Mayor. The PSFAC was formed in 2024 to advise the mayor’s administration on the Public Safety Facilities renovation and replacement projects approved by Melrose voters in a November 2023 debt exclusion vote. 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? There are three line items within Department 121 which are changing for FY 27: (011211-511000) S&W: The Salary & Wages line item is increasing 9.1% to reflect the salary schedule set forth for salary of the Mayor according to Melrose Revised Ordinances, Chapter 48-1. Mayor. Part A, Salary and cost of living adjustments and any anticipated step-ups for three staff members in the department. On February 5, 2024, the City Council voted to increase the annual salary of the Mayor’s position from $125,000, which had been in effect since January 1, 2014, as follows: $137,500 - Effective January 1, 2026; and $150,000 - Effective January 1, 2027. Mayor Grigoraitis declined the increase for FY 26 due to the budget challenges facing the City at that time. (011212 – 525401) Website: The Website line item is increasing 33.3%. Oversight and maintenance of the City Website was previously in the City Council (112) Department under Website (011122 – 525401) and in FY 26 the work and annual costs were moved into the Mayor’s Department under a new line item. The increase in annual costs represents the full annual amount to host and maintain the City’s website. In FY 26 some of the costs were covered by remaining APRA funds which are no longer available. (011212 – 529000) Prof Serv: The Professional Services line item is increasing 50% to account for opportunities to support community outreach that would include things such as additional mailers and posters to communicate information to residents; hiring interpreters for events; and adding one- time community meetings and events as needed. It will also allow the Mayor’s Office to provide support for City-administered and managed community events including photography, marketing and publicity. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? There are no direct costs housed in Department 121 which support the Melrose Public Schools. However, the Communications Manager works on school-related communications, press releases and other public-facing information as requested by the mayor and the superintendent of schools. 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? FY 27 Budget Memo page 4 The Professional Services line item is increasing 50% to account for opportunities to support community outreach that would include things such as additional mailers and posters to communicate information to residents; hiring interpreters for events; and adding one-time community meetings and events as needed. It will also allow the Mayor’s Office to provide support of City- administered and managed community events including photography, marketing and publicity. FY 27 Budget Memo page 5 Fiscal Year 2027 Department Memo to City Council Department: Legal Department 151 Name of Department Head: Shannon Phillips, City Solicitor 1. Department Overview and Mission: The Legal Department functions as a full-time law office for the City of Melrose providing legal services to the Mayor, City Council, School Committee, Department Heads, Boards and Commissions and other municipal officials. We regularly advise and represent the City in areas such as zoning, employment, labor law, Title IX issues, civil service, procurement, permitting and licensing, education law, ethics, code enforcement, public records, and open meeting law. We prepare and review public contracts, leases, deeds, easement documentation and other legal documents, assist in drafting ordinances and policy, and represent the City and schools in a variety of courts and administrative agencies. This office also manages, coordinates and responds to public records requests received by the City of Melrose, as well as processes and manages all insurance and claims for the City. Aside from these duties, this office oversees and regularly advises on labor relations and is responsible for negotiating with twelve different collective bargaining units between the City and Schools. The mission of this Department is to provide sound and effective legal advice and representation to the City on a daily basis- Mayor, City Council, School Committee, Boards, Commissions and public officials- to allow for informed decisions to be made that help navigate potential risks and ensure legal compliance with state and federal laws. In doing so, we protect the City’s interests by helping to avoid costly litigation, maintain the public’s trust in local government, and ensure municipal policies and actions are legally defensible. 2. FY 26 Accomplishments/Challenges: • Developed an orientation and training for newly elected officials on legal responsibilities as municipal officials; • Managed and responded to an increased volume of public records in a timely and effective manner; • Managed Insurance and claims processes for the City; • Assisted the School Committee in process and negotiations related to the hiring of a new Superintendent; • Assisted with legal issues related to the Prop 2 ½ override question and its passage by voters. 3. FY 27 Priorities: • Assist in the implementation and creation of a more streamlined contract/ procurement process for the City; • Settle any pending Collective Bargaining Agreements; and • Stay current on changes in legislation, litigation, municipal practice, to proactively prevent issues and concerns in the City and Schools. FY 27 Budget Memo page. 1 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? • The filling of a position (split between HR and Legal) which will take some of the administrative burden for certain tasks- claims processing and management, public records management and responses, processing payroll and invoices- off of current staff and assist the Department in being able to more efficiently focus on providing legal guidance proactively on areas of legal concern. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? • Educator’s Professional Liability Insurance, Property Insurance, some legal expenses 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? During the FY26 budget cycle, the role of Executive Assistant – a position that has existed for more than 20 years- was eliminated from this Department given financial constraints. With the Prop 2 ½ override approved last November, a new position is being proposed to be shared between Human Resources and Legal, given HR’s expansion to administer school- related leaves and benefits. Half of the salary and benefits for this position will be funded out of this Department’s Budget for FY27. FY 27 Budget Memo page. 2 Fiscal Year 2027 Department Memo to City Council Department: Library - 611 Name of Department Head: Linda C.W. Gardener 1. Department Overview and Mission: The Melrose Public Library provides public library services to the Melrose community. The library provides access to information through physical books, both in print and on CD; downloadable ebooks and e- audiobooks; magazines and newspapers, online databases and more. We provide access to the internet and computers, book groups and other programming for all ages and spaces to work, study or relax. Our mission is to provide a portal for all to explore, imagine and engage. The library is where literacy, local history and community connect! 2. FY 26 Accomplishments/Challenges: FY2026 began 2.5 months after the Public Library re-opened in its renovated/reconstructed space. The year has been full of both accomplishments and challenges. We began the year with the loss of one of our 13 full time positions due to the early separation incentive. This, combined with being unable to add anticipated staff for the larger, active new building, has proven to be very challenging. Staff worked hard to acclimate both themselves and the public to the new environment and received both positive and constructive feedback, which we continue to build upon. Work on the building continued after we opened, with punch list items and necessary changes. Despite the challenges, we were excited to register over 2,000 library cards in the first year open. After the successful Override vote, we were able to be open on Sundays once again, which was very well received. We have been consistently in the top 3 NOBLE libraries for items circulated. We were also able to bring in more outside programs, including children’s events that had between 100 – 200 attendees. The Local History Room is now available for in-person visits by appointment, and we continue to work on digitizing the collection to make it more accessible. Our library e-newsletter is published monthly which includes a “Did you know” section to help make residents aware of new services available at the library. The April issue let everyone know that we now have a variety of activities that kids can use in the Children’s Room, including board games, card games and coloring kits. We are happy to be able to offer patrons needing internet access a choice between our traditional public computers and a laptop that can be checked out for in-house use. This allows patrons who do not own a laptop to have the same flexibility as patrons who do when deciding where in the building to do their work. We collaborated with the Melrose Residence to have a group of their residents come and get a chance to look around the library and get library cards, and several staff participated in the Bridge’s Community Read day. FY 27 Budget Memo page. 1 3. FY 27 Priorities: We are looking forward to continuing to improve our offerings in FY27 through the following priorities: Comprehensive collections – We will have a focus on improving our Young Adult nonfiction collections to better meet middle and high school interests and needs. We will also work on strengthening areas of the collection throughout the building with more authors with diverse voices. Diverse services - We will continue to utilize the results of the FY26 Children’s Room survey to inform the direction of both active and passive programming, making adjustments as possible with staffing and budget. We will digitize additional specific portions of the Local History collection, including photographs capturing local history. User-Centric Facilities - We will explore opportunities to increase library access for senior members of the community who may have difficulty coming to the library. Purpose-designed rooms in the library will be used to offer educational craft programs for all ages. Superb staffing – Staffing is a priority both in ensuring that staffing levels are adequate to meet our goals and the community’s needs and that staff have the opportunity to benefit from staff trainings and professional development, both of which will enhance our ability to provide excellent services to the community. Staffing is the foundation upon which all other priorities can be built. 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? Line 534800 (Recreational Supplies) has been eliminated, due to the increase in line 543800 (Program Supplies), which performs the same purpose. We will have funding to be open on Sundays for the full school year in FY27, which was cut in the original FY26 budget. The Program Supplies line is a significant increase from prior years, and will allow us to continue the enhanced program offerings initiated this year to better meet community desire. Salary & Wages has been increased (not including restoration of the full time position), allowing for additional part time staff which will enable us to meet more of our priorities and better respond to patrons’ needs. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? The library does not house any direct costs related to the Melrose Public Schools, although our collections are regularly used by Melrose students for school projects as well as personal interest. FY 27 Budget Memo page. 2 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? The library has regained funding for the Sunday hours which were lost prior to the Override vote. Our programming budget has been increased, which will allow us to continue providing a diverse array of programs for patrons of all ages. We will be able to hire some additional part time staff, which will enable us to better serve the community’s needs. FY 27 Budget Memo page. 3 Fiscal Year 2027 Department Memo to City Council Department: Human Resources Name of Department Head: Polina Latta 1. Department Overview and Mission: The Human Resources Department is committed to promoting fair and consistent employment practices across the City of Melrose. It supports employees and retirees by administering health and wellness benefits, ensuring compliance with federal and state regulations, and upholding the terms of collective bargaining agreements. The department also serves as the employer for the City and a key resource for effectively communicating employment-related matters to all City staff. Through high-quality service and by fostering a safe, respectful, and inclusive workplace, Human Resources aims to create an environment where employees from all backgrounds can succeed and thrive, ultimately helping to deliver outstanding services to the diverse community we serve. To accomplish these responsibilities, the department is staffed with: Polina Latta, Director of Human Resources and Labor Relations Diane Barrett, Benefits Coordinator for City and School Matt Travers, HR Systems & Operations Specialist 2. FY 26 Accomplishments/Challenges: School HR Support • Assisted with the recruitment and hiring, and onboarded, trained and supported a new School HR Coordinator, ensuring continuity of service and operational stability during transition. • Led development of the Melrose Public Schools HR Portal in partnership with School Administration and City IT, creating a centralized platform that improves employee access to HR, benefits, policies, training and support information. • Following the School HR vacancy, transitioned key school HR functions to the City HR Department to maintain continuity, strengthen compliance, improve consistency of practice, and enhance operational efficiency and employee experience across City and School operations. Contract Negotiations • Four Union contracts expire at the end of FY 26. The City is on schedule begin health insurance negotiations with the PEC for a successor health insurance agreement, which expired June 30, 2027. The HR Director serves as a member of the City’s collective bargaining team, alongside the City Solicitor and CFO. The team is currently engaged in active contract negotiations with four unions including: Library, Clerical, Laborers, and Fire, and will begin PEC negotiations related to health insurance. These negotiations focus on maintaining fiscal responsibility while supporting competitive, sustainable, and fair employee compensation and benefits structures. Workforce Restoration FY 27 Budget Memo page. 1 The second half of the year was a busy period for recruiting and promotions. The department supported the recruitment, hiring, and onboarding of 12 benefited new employees (3 were managers/department heads), processed over 40 non-benefited (part-time/seasonal) hires, and facilitated nearly 10 promotions as positions opened and qualified internal candidates advanced. ADA Support • Secured CART and interpreter services for high school graduation, significantly improving accessibility for students, families, and attendees. • Assisted with obtaining ADA grant funding in collaboration with DPW and the Commission on Disabilities to advance priority projects aligned with the 2022 ADA Self-Evaluation and Transition Plan, including accessibility improvements at Hoover, Horace Mann, and Winthrop schools. • Advanced citywide ADA compliance and accessibility by expanding closed-captioning requirements for virtual meetings, collaborating with City Clerk and Chief of staff to expand closed-captioning guidance, and updating municipal and school ADA resource pages, and strengthening coordination between Commission on Disabilities and City departments. 3. FY 27 Priorities • Collaborate with IT and Auditor’s office to streamline and automate HR processes to improve workflow efficiency between Departments, leveraging existing technology tools and the MUNIS HR module. • In collaboration with IT, Mayor’s office, and other departments, prepare for and support compliance with Digital Accessibility requirements under the ADA, through proactive planning and implementation. • Continue supporting the school through the implementation of standardized HR processes to strengthen compliance, enhance internal controls, and establish a unified HR framework across City and School operations. • Modernize the performance evaluation system to make it more relevant and align it with performance management and payroll practices. 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? The HR Salary budget has increased, to support the School HR alignment. To successfully integrate the School HR function within the City’s Human Resources Department and distribute responsibilities among existing HR staff without the need to hire additional professional personnel, it was proposed that certain routine and clerical duties were reassigned to a new Administrative Assistant role to be shared with the Legal Department. This adjustment allows professional HR staff to focus on higher-level and more complex responsibilities, improves operational efficiency, reduces costs by eliminating the need for higher-cost professional staff to perform administrative tasks and improves employee experience across City and School operations, which helps with staff retention. The Health Contractual budget has increased due a number of factors, including broader economic conditions and the evolving healthcare landscape. This budget is inherently dynamic and difficult to fully control. At any given time, it reflects a snapshot of current membership enrollment, which is shaped by employee life events as well as broader socioeconomic trends. FY 27 Budget Memo page. 2 In addition to economic pressures, the budget is influenced by annual Open Enrollment changes, Opt-Out participation, Medicare premium adjustments, and individual employee status changes throughout the year. For FY27, the rate increases for non-Medicare plans range from 4.1% to 13.6%, while Medicare plans premiums have increased between 4.0% and 7.5%. The Workers’ Compensation medical budget was increased to $30,000. Approximately 60% of the current budget is attributed to prescription costs for a long-term recipient. This expenditure reflects a contractual obligation and does not impact service delivery, and is a more accurate representation of the actual cost, which helps avoid year budget shortfalls. The Unemployment budget has been decreased to $100,000, which is more fiscally appropriate, in the absence of layoffs. Employee Benefits, Worker’s Compensation and Unemployment are budgets that are contractual and legally mandated budget obligations for the City of Melrose. They don’t directly impact service delivery. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? The HR Department is responsible for managing the Employee Benefits, Workers’ Compensation, and Unemployment budgets, which support both City and School employees and retirees. 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? As a result of the approval of Proposition 2½, the City secured funding to restore 17 school positions, 5 DPW positions and 2 Police officer positions that had previously remained unfilled. The HR Department plays a key role in the full recruitment and hiring lifecycle for City employees, as well as enrollment benefits for all City and School positions. As a result, additional funding was reinstated to the City’s Health Contractual budget, Advertising and Pre-employment exams budgets. Timely filling of vacancies with qualified candidates directly supports service delivery across City departments. FY 27 Budget Memo page. 3 Fiscal Year 2027 Department Memo to City Council Department: Department of Public Works Name of Department Head: Elena Proakis Ellis, Director 1. Department Overview and Mission: The Melrose Department of Public Works provides quality services to the community in the areas of drinking water, wastewater, solid waste, recycling, parks, forestry, fleet, highway, cemetery, facilities, engineering, and administration, while promoting health, safety, sustainability, and fiscal responsibility through the teamwork and commitment of an honest and dependable workforce. The DPW’s budget is a combination of several components. The general fund operating budget is broken down into budgets for: 1) Administration and Engineering 2) Facilities Maintenance 3) Highway 4) Snow Removal 5) Sanitation 6) Parks and Forestry 7) Automotive 8) Wyoming Cemetery In addition, the DPW manages three enterprise funds with independent budgets: Water, Sewer, and Solid Waste/Recycling. 2. FY 26 Accomplishments/Challenges: Since the beginning of Fiscal Year 2026, these are some of the items DPW has completed: • Potholes filled: 189 locations • Storms responded to: 42 inches of snow (not including salting operations, plowable storms only) • Vehicles in fleet maintained: 144 pc. of equipment • Tonnage of trash/recycling: o 4,633.70 tons of trash o 1,648.67 tons of recycling • Parks/fields/open spaces maintained: 82 locations • Total work orders resolved: 3,496 (908 facilities and 2,588 operations) • Invoices processed: 1,235 purchase orders • Recycled 230 mattresses as part of the mattress recycling drop-off program The Department of Public Works also played a critical role in several large projects/events such as: • Capital projects including paving, water main replacement, sewer main improvements, and drainage improvements FY 27 Budget Memo page. 1 • Support of City events including school sports, elections, memorials, Earth Week, Victorian Fair, and private facility rentals • Applied for and received multiple grants for infrastructure and environmental initiatives, including acceptance in to the Massachusetts State Building Association’s Accelerated Repair Program for the Melrose High School Learning Commons Roof and roofing and other building improvements at the Franklin School. 3. FY 27 Priorities: The DPW’s priorities for FY27 include getting back up to full staffing levels by filling critical vacancies with quality staff, implementing important infrastructure and facilities projects that have been funded by grants and by the FY26 supplemental budget, and keeping up on essential services provided daily by the department. 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? The DPW’s FY27 budget is largely unchanged from the FY26 supplemental budget, with a return to full staffing and level-funding of many of our contractual and materials/supplies line items, except where contract pricing showed significant increases in competitively bid on-call contracts. Salary line items show step increases but do not yet reflect the outcome of ongoing contract negotiations with both our laborers and clerical unions. Several staff members have been shifted between DPW Divisions to more accurately reflect the workload of the department and routine assignments of those roles. These moves resulted in no net change in our total number of employees funded through the general fund and through each of our enterprise funds. Rising energy costs are reflected in our facilities budget and continue to be outside of the City’s control. We continue to implement energy efficiency projects and look for savings wherever feasible, such as through demand management programs. Finally, some of the capital line items (paving, sidewalks, facilities) from the FY26 supplemental budget have been maintained into FY27, allowing the department to continue implementing critical infrastructure repairs and replacements as needs arise and to plan for small projects in the coming year. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? Many line items within DPW’s Facilities budget are directly related to school spending. These include items such as: • Custodial and maintenance staff • Contracted work such as cleaning and inspections within school buildings • Maintenance and repairs of school facilities • Capital repairs and upgrades of school buildings • A portion of administrative staff time and resources to oversee all of the above FY 27 Budget Memo page. 2 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? The successful override has allowed DPW to fully fund our prior staffing levels, critical to providing essential services to the City, and has grown our ability to respond to capital needs. The DPW (including Engineering, Operations, and Facilities) submitted nearly 100 projects to the capital improvement plan program. These are necessary upgrades and repairs all over Melrose that require attention, such as paving, roof replacements, Melrose High School bathrooms, drainage improvements, etc. The DPW is better able to plan for and address these needs with adequate funding, allowing us to be more proactive and less reactive. Furthermore, the availability of free cash is allowing the DPW to get back into a cycle of vehicle replacements that is sorely needed, especially during winter operations when failing equipment can result in immediate safety hazards. FY 27 Budget Memo page. 3 Fiscal Year 2027 Department Memo to City Council Department: Auditor - 135 Name of Department Head: Kerriann Golden CFO/City Auditor 1. Department Overview and Mission: The mission of the Auditor’s Office is to provide accurate, timely, and comprehensive financial information to support long-term fiscal planning and informed decision-making for the benefit of the community. At the core of this mission is the Office’s responsibility to safeguard the city’s financial assets while upholding the highest standards of accountability, transparency, and stewardship. The Auditor’s office is responsible for the following: -General ledger management and oversight of all finance functions -Financial reporting to Department of Local Services and Federal Government -Processing of weekly payroll and maintenance of weekly employee pay and benefits. -Process Accounts Payable and 1099 reporting -Compliance with Municipal, State and Federal Finance regulations. -Training employees on Munis software for payroll, accounts payable and reporting -Providing information and participating in Collective Bargaining Negotiations for the 6 City Unions. -Internal Controls There are 3 positions in the department- - CFO/City Auditor - Assistant City Auditor - Accounts Payable Clerk - Payroll Manager will be transferred to the Treasurer’s Office for FY27 2. FY 26 Accomplishments/Challenges: -Affirmed the City’s bond rating (AA+ Stable outlook) -For the 2nd consecutive year, received Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting on the FY24 Annual Comprehensive Financial Report (ACFR). -Certified Free Cash of $5,558,450 -Developed draft Financial Policies with the Treasurer/Collector and Assistant Auditor. -Financial Process audit by DLS -Piloted ACH payments to our chapter 115 benefit recipients FY 27 Budget Memo page. 1 -Completed the Capital Improvement Plan -1099 reporting to the IRS -Met all Federal and State reporting requirements 3. FY 27 Priorities: -Finalize Financial Policies -Assist in hiring a Payroll Manager and transition role to the Treasurer’s Office -Implement Phase 2 of ACH vendors -Update documentation and review all internal controls -Training of all Finance Staff (Tyler PACE) to find efficiencies 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? The payroll position is being transferred from the Auditor’s Office to the Treasurer’s Office. This will allow the auditing department to shift our focus to enhancing reporting and conducting more internal audits of processes. Overall, I think this transition will result in more efficiencies with payroll reporting The contractual category is increasing by $34,737. The requested increase is our budget reporting module as well as investment in Tyler PACE (Munis). PACE stands for Planned Adoption, Consulting and Education. Tyler PACE will do a optimization test of our accounting software (Munis) to ensure we are using it most efficiently, provide consultation and training on how to set up and use modules. The goal of this program is to ensure the system operates most efficiently and that everyone is properly trained. If more processes can be automated, it will allow for better turnaround time and efficiency. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? Annual Audit – The annual audit is paid through the Auditor’s budget. The audit covers all funds on the city general ledger including the school department. OPEB Reporting – The annual valuation is paid for out of the Auditor’s budget. This valuation covers all employees and retirees of the City and School. Tyler Pace – Tyler Pace will allow for training of all administrative staff on modules within Munis. The cost for this for all departments (HR, IT, Treasury, School, Assessing and Auditing) will be in the Auditing budget. Staff time - The auditor’s office processes account for payable warrants and 1099 reporting, processes payroll, enters new hires on the weekly payroll. We provide support on Munis, the accounting software. As part of the School End of Year Report and reported on Schedule 1 and 19 is the Per Pupil Administrative cost average. Section 10.04 of the Massachusetts Department of Secondary Education (DESE) Regulations for School Finance, and Section IV of DESE's Guidelines for Student and Financial Reporting provide the option of charging and reporting municipal administrative costs based on the statewide average cost per student of these services. For FY 27 Budget Memo page. 2 FY2026, the rate set by DESE is $152.77 * enrollment of 3,985 for FY26 – The total administrative cost average per pupil is $608,788.50. 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? The override will allow us to restore education money and attend training in our professional association. It will also allow us to invest in Tyler Pace and our employees to identify efficiencies in our software and provide comprehensive training and support. FY 27 Budget Memo page. 3 Fiscal Year 2027 Department Memo to City Council Department: Assessors Name of Department Head: Sarah MacLellan 1. Department Overview and Mission: The mission of the Melrose Assessing Department is to provide fiscal stability by promptly, fairly, and equitably determining the valuation of all real and personal property located in the city for the purpose of taxation. In addition, the department administers motor vehicle excise taxes, real, personal, and motor vehicle excise tax abatements, and all property tax exemptions as allowed by law. The Department serves property owners, residents, local and other municipal officials, real estate professionals, and state government. The core impacts of the Department’s functions are as follows: • Establish the tax base that funds local services – the tax levy in Melrose represents approximately 72% of the city’s total revenue. • By maintaining an accurate and updated records database, ensure all property assessments are fair and equitable, and that each property owner pays their appropriate share of the levy. • Provide transparency and accountability in how property values and are determined. • Administer property tax exemptions for specific groups including veterans, older adults, blind individuals, surviving spouses, and others. • Offer processes for taxpayers to review, question and appeal their property assessment if they believe their property is incorrectly valued. 2. FY 26 Accomplishments/Challenges: Accomplishments: • Successfully managed a significant increase in taxpayer inquiries and in-person visits related to the override, providing clear guidance and timely responses to residents • Certified and incorporated over $780,000 in new growth into the tax base • Implemented newly adopted local-option veterans’ exemption increases efficiently and accurately • Maintained compliance with all Massachusetts Department of Revenue reporting and certification requirements Challenges: • For FY 2026, the Assessing Department’s Training and Education budget was reduced by 50%, limiting the department’s ability to keep staff current with evolving assessment practices, changes in state laws and guidance from the Mass. Dept. of Revenue, and preparation for cases before the Appellate Tax Board, while requiring only prioritization of limited essential training for the year FY 27 Budget Memo page. 1 • Reduced funding also limited cross-training and professional development for the clerk and assistant assessor roles, making it more difficult to build depth across roles and continue improving service to the public 3. FY 27 Priorities: For FY 2027, the department’s main priority is to achieve full compliance with the Mass. Dept. of Revenue’s 5-year Recertification with Melrose, ensuring accurate, equitable valuations and timely reporting. The department also plans to reinvest in staff training and professional development, while also building capacity with cross-training. The department will continue to provide responsive and transparent service to residents and taxpayers and focus on capturing new growth. 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? The proposed budget for Assessors includes a reinstatement of the training and education line item. This will allow the department to resume the required coursework to maintain assessor certification, while also supporting ongoing professional development to stay current with evolving assessing methodologies, emerging technology, and Dept. of Revenue standards. This re-investment ensures continued certification compliance and equitable property assessments, and improves the department’s ability to provide reliable service to the public. The revaluation budget line was increased 5% to keep pace with rising annual recurring vendor contract costs. This will allow the department to complete assessments and achieve certification on schedule and keep property data updated to ensure fair and equitable assessments. The proposed budget replaces the prior mileage reimbursement model with a mileage stipend for the Chief Assessor. This streamlines administrative processes by eliminating the need for mileage submissions and aligns the department’s practice with comparable communities, allowing for more efficient use of staff time. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? No direct costs 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? The override had a direct positive impact on the Assessors Department by restoring and stabilizing its operating budget. It allows the department to reinstate professional development funding, address rising contractual costs and implement more efficient administrative practices. As a result, the department will be well-positioned to maintain certification requirements, ensure accurate and equitable property assessments and provide efficient and reliable service to the public. FY 27 Budget Memo page. 2 Fiscal Year 2027 Department Memo to City Council Department: Treasurer Collector 145- Treasurer/Collector 711 – Municipal Debt 296 – Parking 751 – Municipal Interest 916 – Medicare City Portion 752 – Projected Debt and Temporary Interest Name of Department Head: Kathryn Armata 1. Department Overview and Mission: The mission of the Treasurer Collector’s office is to ensure timely collection of revenues, invest and disburse funds appropriately, and maintain fiscal responsibility while supporting the City’s operational and borrowing needs. The Treasurer Collector department has six positions; three Collections Clerks, a Treasury/Parking Clerk, an Assistant Treasurer and the Treasurer Collector. The Collectors are the outward facing team. They interact with clients, law firms, and processing companies. They are responsible for providing professional and courteous responses to inquiries, the processing of real estate, personal property and motor vehicle excise tax, and water/sewer/trash payments. They also issue Municipal Lien Certificates. The team members each specialize in a specific type of billing but are crossed-trained across all collections to ensure ongoing operations when short staffed. The Assistant Treasurer is responsible for cash management duties, and her client base is the City departments. The Assistant Treasurer books all cash receipts of the City, funds all vendor and payroll warrants, and processes the payroll warrants of the City and Schools. She also manages the annual tailings process (uncashed checks). The Treasury side of the operation includes the Treasury/Parking Clerk who is responsible for managing the collection and dispute of parking tickets and processing deduction changes in the payroll system. The Treasury/Parking Clerk also serves as back up to the Assistant Treasurer for payroll processing and provides backup at the Collections window when there is a staffing shortage. The department will be adding the position of Payroll Manager, which currently sits in the City Auditor’s department, to the team in the near future. The transition is being made due to a recommendation included in the Department of Labor Services (DLS) review of financial operations conducted near the beginning of the Mayor’s term. In addition, the department is responsible for issuing and managing City debt, investment of City funds, managing relationships with banking and investment partners and our debt advisor and bond counsel, reconciliation of all bank and investment accounts, quarterly government filings, the liening of outstanding water bills to real estate bills, issuing W2’s, and continuously working to enhance processes and procedures. 2. FY 26 Accomplishments/Challenges: FY 27 Budget Memo page. 1 Prior to the issuance of the Q3/Q4 actual billing our reports showed a significantly higher than usual receivables level on the Water/Sewer accounts. The Water/Sewer Clerk proactively reached out to every outstanding client via phone to remind them of the overdue amount and respond to any questions about payment plan options and the liening process. Overall, the calls were appreciated and approximately $300,000 was collected prior to going to lien. The effort was positive to the City from a collections viewpoint and to the clients who avoided additional fees, interest and possible escrow adjustments. During the fiscal year, the Collections team added an on-line request portal to the options available on cityhallsystems.com. For a $2 fee, the portal allows clients to order tax payment information, bill copies and other requested research (forms are also available at the Collections window). Over the last several months, a committee of the CFO/City Auditor, Assistant Auditor, City Solicitor and Treasurer Collector has been working to convert the City’s Financial Policies to DLS suggested format. The process should be completed and the policies sent to the Mayor for approval around fiscal year end. We transitioned the Veterans’ monthly payments from physical checks to electronic payments and upgraded the card swipe at the Collectors window that is more user friendly to chip cards. Currently, we are collaborating with the Audit team to transition certain vendor payments to electronic form via a third- party provider. The project, which will be rolled out in phases, will enable us to meet the increasing vendor demand for electronic payment in a secure manner. In December 2025, the City issued $30.655 million of 25 year General Obligation Bonds (GOs) and a $26 million Bond Anticipation note (BAN) to fund the first construction phase of the Public Safety Building project. The lead up to the offering required collaboration among many departments to complete the offering document and prepare for the review meeting with Standard & Poor’s. The City was able to maintain its rating of AA+ and we were pleased with the market participation and results of the auction. 3. FY 27 Priorities: The use of a third-party accounts payable partner will be a staged rollout to minimize the impact on day- to-day operations. The Treasury team is committed to supporting the Audit team in this effort. There will be a large focus on hiring and training the new Payroll Manager over the next several months. The position is now vacant and duties being managed by the Assistant Auditor. We are meeting with her regularly to set up a smooth transition with a good starting knowledge base. If it doesn’t occur by year end, we will bid out the Deputy Collector duties as well as collections processor relationship. Although we are satisfied with our current business partner, it is good to review the relationship periodically to ensure we are getting the best service for a competitive price. There are a limited number of providers in this area of municipal services. Preparing and executing on a successful second round of long-term financing for the Public Safety Building project will take place in the fall of 2026. The goal is to maintain or improve the City’s rating of AA+ and obtain competitive market pricing. 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? There are no significant changes to the Treasurer Collector (145) budget. The largest increase is in the Salary line of based on anticipated step-ups, the addition of the Payroll Manager, and an estimate for contractual changes. The Treasurer Collector budget consists primarily of payroll expenses and FY 27 Budget Memo page. 2 equipment maintenance and processing costs. The postage line item takes into account the number of elections to be held in the fiscal year and other large volume mailings (such as excise tax bills). The driver for the $5,000 reduction in budget is the fact that there will only be two state elections in FY27. Printing costs will be lower due to a change in the Tax Title process that shifts some advertising costs to constable delivery fees in the Title Fees line. The Parking budget (296) is budgeted to increase 3.4% primarily due to a salary step up and $2,000 increase in the professional services line item. The debt budget (711) is slightly lower because payments on matured non-exempt bonds (that rolled off the schedule) were higher than the new issue exempt principal obligation being added to the payment schedule. Interest (751) is $1.816 million higher than FY26 due to the addition of the $1.9 million exempt interest related to the FY26 debt issuance offset by interest on matured bonds that rolled off the schedule. Projected Debt and Temporary Interest (752) is higher due to the maturing $26 million BAN being much larger the previous year’s BAN maturity. Medicare (916) – Medicare expense is calculated on total wages less FSA contributions, dental, health and life insurance premiums, and opt-outs of the City health plan. Currently, the City is negotiating multiple union contracts. We are conservatively budgeting a 5% increase to include estimated contract increases and the rehiring of certain roles made available by the Override. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? There are no direct costs of the Schools in the Treasurer Collector or Parking department budgets. In FY27, the principal payments on School related debt will be $2,978,909.35 and interest costs will be $621,420.84. A significant amount of the payments (principal $1,888,909.35 and interest $89,199.56) is associated with the two exempt bonds for the Middle School that will be fully paid in FY29. The balance is spread over multiple projects undertaken over the years. 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approve on your Department’s Budget for FY 27? Treasurer Collector -145 - The majority of the costs of the Department are for payroll, processing, and equipment maintenance. The Override did not impact the budget. Parking - 296 – The Override had no impact on the budget. Debt – 711,751,752 - The Override had no impact on the budget. Medicare 916 – Increased payroll expenses associated with hires allowed by the Override will increase budgeted Medicare costs. FY 27 Budget Memo page. 3 NORTHEAST METROPOLITAN REGIONAL VOCATIONAL SCHOOL FY 2027 BUDGET Presented to the School Committee April 9, 2026NEMT Executive Summary Northeast Metropolitan Regional Vocational School FY27 Budget 0 Northeast Metropolitan Regional Vocational School FY27 Budget Summary-Highlights FY27 Budget The FY27 budget proposal includes the following highlights and assumptions: Based on our Chapter 70 formula calculation, Northeast Metro Tech is projected to receive $16,719,585 in aid for FY27. This amount is $526,008 higher than our budgeted aid in FY26. We anticipate FY27 transportation revenue of $1,600,000 , which is $200,000 more than the revenue we received in FY26. FY25 FY26 Budget Budget FY27 Appropriation Change % Change Chapter 70 Aid $ 14,072,974 $ 16,193,577 $ 16,719,585 $ 526,008 3.25% Transportation Aid (Reimbursement Fund) $ 1,200,000 $ 1,400,000 $ 1,600,000 $ 200,000 14.29% Total State Revenue $ 15,272,974 $ 17,593,577 $ 18,319,585 $ 726,008 4.13% Expenses Northeast Metropolitan Regional Vocational School's total operating expense before debt service for FY27 is projected to be $39,439,737 ; 6.98% or $2,574,954 over the FY26 total operating budget of $36,864,783 . FY25 FY26 Budget Budget FY27 Request Change % Change Northeast Metro Tech $ 31,650,800 $ 36,864,783 $ 39,439,737 $ 2,574,954 6.98% with debt service $ 33,513,000 $ 43,361,038 $ 48,516,400 $ 5,155,361 11.89% This total request can be attributed to increases in Salary, Contracted Services, Supplies, and Equipment over the FY26 budget amount. Northeast Metropolitan Regional Vocational School's salary request for FY27 is $23,456,828 ; $1,439,543 or 6.54% over the FY26 budget of $22,017,285 . The increase in the salary request can be attributed to the following conditions: FY25 FY26 Actual Budget FY27 Request Change % Change Total Salary $ 19,922,061 $ 22,017,285 $ 23,456,828 $ 1,439,543 6.54% Highlighted Salary Expenses Notes FTE Change Steps and Lanes/Salary Increases $ 946,577 New Biotech Teacher $ 117,198 New CCL Teacher $ 104,603 New Marketing Teacher $ 92,016 New Medical Assisting Teacher $ 104,603 New Custodian $ 73,915 New Security $ 52,626 New Special Ed Teacher $ 112,403 New Reading Teacher $ 110,602 Salary Savings $ (275,000) 1 Northeast Metropolitan Regional Vocational School FY27 Budget Summary-Highlights FY27 Budget Total Increase of Highlighted Expenses $ 1,439,543 Northeast Metropolitan Regional Vocational School's FY27 Contractual Services budget is $14,015,242 ; 7.30% or $953,293 more than the FY26 budget of $13,061,949 . The increase in the contracted services request can be mainly attributed to the following expenses and conditions: FY25 FY26 Actual Budget FY27 Request Change % Change Total Contracted Services $ 12,046,225 $ 13,061,949 $ 14,015,242 $ 953,293 7.30% Highlighted Contracted Service Expenses Notes Increase in Funding Contractual Increase to Transportation, Added 24th bus $ 350,350 Increases in Health Insurance Cost $ 636,495 Increase In Building Insurance Coverage $ 250,563 New Copier Lease $ 60,000 Increase in Special Events Line $ 25,000 Increase in Game Officials Due to Sports Success $ 14,000 Increase in Graduation Expenses $ 13,000 Reduction to Compensated Absence Fund $ (275,000) Increase In FICA Split Funding $ 50,000 Increase In Retirement Contribution $ 43,611 Removal of Modular Lease $ (150,000) Reduction in Building Service Contracts/Repairs Covered By Warranty $ (64,725) Total Increase of Highlighted Expenses $ 953,293 Northeast Metropolitan Regional Vocational School's Supplies and Materials budget for FY27 is $1,890,644 ;22.90% or $352,268 more than the FY26 amount of $1,538,376 . The increase in supplies is due to the consumable supplies budget requested by department heads during the budget process. FY25 FY26 Actual Budget FY27 Request Change % Change Total Supplies $ 1,639,113 $ 1,538,376 $ 1,890,644 $ 352,268 22.90% Highlighted Supply Expenses Notes Increase in Funding Increase In Cosumable Supply Raw Materials-Stock for New Building $ 352,268 Total Increase of Highlighted Expenses $ 352,268 Northeast Metropolitan Regional Vocational School's FY27 equipment/technology budget is $77,023 ; - 68.84% or $(170,150) less than the FY26 budget amount. The increase in equipment is attributed to: FY25 FY26 Actual Budget FY27 Request Change % Change 2 Northeast Metropolitan Regional Vocational School FY27 Budget Summary-Highlights FY27 Budget Total Equipment $ 145,763 $ 247,173 $ 77,023 $ (170,150) -68.84% Highlighted Equipment Expenses Increase in Funding Reduction In Equipment Request Due to Project $ (170,150) Total Increase of Highlighted Expenses $ (170,150) Regionalization exists as a measure to offer services at a reduced cost to its member districts. Knowing the financial constraints faced by each member City and Town, Northeast aims to limit the annual operating assessment increase. We are able to attain that goal by using $800,000 from our other funding sources to offset total expenditures, therefore reducing the assessment. FY25 FY26 Funding Summary Actual Budget FY27 Request Change % Change Northeast Metro Tech Total Operating Expense $ 32,185,546 $ 36,864,783 $ 39,439,737 $ 2,574,954 6.98% Total Chapter 70 Revenue Applied to Budget $ 14,072,974 $ 16,193,577 $ 16,719,585 $ 526,008 3.25% Total Transportation Applied $ 1,600,000 $ 1,400,000 $ 1,600,000 $ 200,000 14.29% Total Other Funds (E&D) $ 300,000 $ 900,000 $ 800,000 $ (100,000) -11.11% Total Assessment Requested Before Debt Service $ 16,212,572 $ 18,371,206 $ 20,320,152 $ 1,948,946 10.61% Total Debt Service $ 1,737,600 $ 6,496,255 $ 9,076,663 $ 2,580,408 39.72% $ 29,396,815 $ 4,529,354 cross check Northeast Metro Tech Requested Assessment $ 22,390,182 $ 24,867,461 $ 29,396,815 $ 4,529,354 18.21% DeficitBefore the capital assessment, the total assessment#REF! increase#REF! results in an increase#REF! of 10.61% #REF! . After application of the debt service payment, the total assessment increase to the member communities is 18.21% . FY25 FY26 District Actual Budget FY27 Request Enrollment Change $ Change % Change Chelsea $ 2,039,983 $ 2,273,334 $ 2,685,454 -11 $ 412,120 18.1% Malden $ 2,778,419 $ 3,251,977 $ 4,211,460 22 $ 959,483 29.5% Melrose $ 1,619,030 $ 1,951,636 $ 2,066,354 -4 $ 114,718 5.9% North Reading $ 939,751 $ 1,042,462 $ 978,721 -7 $ (63,740) -6.1% Reading $ 858,300 $ 1,295,702 $ 1,292,317 -4 $ (3,384) -0.3% Revere $ 3,285,660 $ 3,616,676 $ 4,479,006 10 $ 862,330 23.8% Saugus $ 2,621,975 $ 2,557,570 $ 3,075,825 4 $ 518,255 20.3% Stoneham $ 1,650,461 $ 1,653,036 $ 1,940,084 4 $ 287,048 17.4% Wakefield $ 2,370,610 $ 2,445,557 $ 2,834,622 5 $ 389,065 15.9% Winchester $ 143,050 $ 275,451 $ 415,254 4 $ 139,802 50.8% Winthrop $ 1,245,687 $ 1,255,602 $ 1,491,810 3 $ 236,208 18.8% Woburn $ 2,837,256 $ 3,248,457 $ 3,925,906 9 $ 677,449 20.9% Funding from Cities/Towns $ 22,390,182 $ 24,867,461 $ 29,396,815 35 $ 4,529,354 18.21% 3 Northeast Metropolitan Regional Vocational School FY27 District Assessment FY27 Budget Total Operating District Minimum Transp. Budget Adjustment Assessment Capital/Debt Total Students Enrollment Contribution Assessment Before Capital Assessment Assessment w Percentage Chelsea $ 1,062,641 $ 14,356 $ 57,219 $ 1,134,216 $ 1,551,238 $ 2,685,454 242 17.1% Malden $ 2,742,882 $ 12,992 $ 51,781 $ 2,807,655 $ 1,403,806 $ 4,211,460 219 15.5% Melrose $ 1,563,416 $ 4,449 $ 17,733 $ 1,585,598 $ 480,755 $ 2,066,354 75 5.3% N. Reading $ 744,017 $ 2,076 $ 8,275 $ 754,369 $ 224,353 $ 978,721 35 2.5% Reading $ 977,143 $ 2,788 $ 11,113 $ 991,044 $ 301,273 $ 1,292,317 47 3.3% Revere $ 2,561,137 $ 16,966 $ 67,623 $ 2,645,726 $ 1,833,281 $ 4,479,006 286 20.2% Saugus $ 2,264,419 $ 7,178 $ 28,610 $ 2,300,207 $ 775,619 $ 3,075,825 121 8.5% Stoneham $ 1,457,264 $ 4,271 $ 17,024 $ 1,478,559 $ 461,525 $ 1,940,084 72 5.1% Wakefield $ 2,143,921 $ 6,110 $ 24,354 $ 2,174,385 $ 660,237 $ 2,834,622 103 7.3% Winchester $ 314,666 $ 890 $ 3,547 $ 319,102 $ 96,151 $ 415,254 15 1.1% Winthrop $ 1,082,754 $ 3,619 $ 14,423 $ 1,100,796 $ 391,014 $ 1,491,810 61 4.3% Woburn $ 2,987,089 $ 8,305 $ 33,102 $ 3,028,496 $ 897,410 $ 3,925,906 140 9.9% Total $ 19,901,349 $ 84,000 $ 334,803 $ 20,320,152 $ 9,076,663 $ 29,396,815 1416 100% cross check $ 9,076,663 Total FY27 Operating Budget Request $ 39,439,737 Expenditures Net school Spending $ 36,620,934 Transportation $ 2,484,000 Capital Projects Fund $ - E&D $ - Supplementary Requests $ 334,803 Bond Anticipitory $ 9,076,663 $ 9,076,663 Total FY27 Request $ 48,516,400 $ 48,516,400 Available Revenues Chapter 70 Funds $ 16,719,585 Transportation Fund $ 1,600,000 1.6 mil from transportation E&D Transp $ 800,000 E&D to offset transportation increase E&D Operating $ - Total Revenues $ 19,119,585 Total Assessment $ 29,396,815 cross check $ 29,396,815 4 Northeast Metropolitan Regional Vocational School FY27 Comparison of Assessments FY27 Budget Northeast Metropolitan Regional Vocational School Comparison of Assessments Operating Operating Variance Total Budget Total Budget Budget Budget Variance $ Variance % FY 2026 FY2027 Operating w Capital FY2026 w Capital FY2027 Gross Budget $ 34,144,463 $ 39,439,737 $ 5,295,274 $ 43,361,038 $ 48,516,400 $ 5,155,362 11.89% Less Revenues Chapter 70 Aid $ 16,193,577 $ 16,719,585 $ 526,008 $ 16,193,577 $ 16,719,585 $ 526,008 3.25% Transportation $ 1,400,000 $ 1,600,000 $ 200,000 $ 1,400,000 $ 1,600,000 $ 200,000 14.29% Other Sources $ 900,000 $ 800,000 $ (100,000) $ 900,000 $ 800,000 (E&D + Capital) $ (100,000) -11.11% Total Revenues $ 18,493,577 $ 19,119,585 $ 626,008 $ 18,493,577 $ 19,119,585 $ 626,008 3.39% Net Assessments $ 17,178,832 $20,320,152 $ 3,141,320 $ 24,867,461 $ 29,396,815 $ 4,529,354 18.21% Chelsea $ 1,083,216 $ 1,134,216 $ 51,000 $ 2,273,334 $ 2,685,454 $ 412,120 $ 1,551,238 Malden $ 2,325,285 $ 2,807,655 $ 482,370 $ 3,251,977 $ 4,211,460 $ 959,483 $ 1,403,806 Melrose $ 1,580,018 $ 1,585,598 $ 5,580 $ 1,951,636 $ 2,066,354 $ 114,718 $ 480,755 North Reading $ 844,893 $ 754,369 $ (90,524) $ 1,042,462 $ 978,721 $ (63,740) $ 224,353 Reading $ 1,055,796 $ 991,044 $ (64,752) $ 1,295,702 $ 1,292,317 $ (3,384) $ 301,273 Revere $ 2,318,366 $ 2,645,726 $ 327,360 $ 3,616,676 $ 4,479,006 $ 862,330 $ 1,833,281 Saugus $ 2,007,200 $ 2,300,207 $ 293,007 $ 2,557,570 $ 3,075,825 $ 518,255 $ 775,619 Stoneham $ 1,333,163 $ 1,478,559 $ 145,397 $ 1,653,036 $ 1,940,084 $ 287,048 $ 461,525 Wakefield $ 1,984,563 $ 2,174,385 $ 189,822 $ 2,445,557 $ 2,834,622 $ 389,065 $ 660,237 Winchester $ 223,707 $ 319,102 $ 95,396 $ 275,451 $ 415,254 $ 139,802 $ 96,151 Winthrop $ 982,769 $ 1,100,796 $ 118,027 $ 1,255,602 $ 1,491,810 $ 236,208 $ 391,014 Woburn $ 2,632,230 $ 3,028,496 $ 396,266 $ 3,248,457 $ 3,925,906 $ 677,449 $ 897,410 Total $ 18,371,206 $ 20,320,152 $ 1,948,946 $ 24,867,461 $ 29,396,815 $ 4,529,354 $ 9,076,663 total debt asmt Enrollment Students Students Variance Contribution % Per Pupil Cost Oct 1, 2024 Oct 1, 2025 (FY26) (FY27) of Assessment Chelsea 253 242 -11 17.09% $ 11,097 Malden 197 219 22 15.47% $ 19,230 Melrose 79 75 -4 5.30% $ 27,551 North Reading 42 35 -7 2.47% $ 27,963 Reading 51 47 -4 3.32% $ 27,496 Revere 276 286 10 20.20% $ 15,661 Saugus 117 121 4 8.55% $ 25,420 Stoneham 68 72 4 5.08% $ 26,946 Wakefield 98 103 5 7.27% $ 27,521 Winchester 11 15 4 1.06% $ 27,684 Winthrop 58 61 3 4.31% $ 24,456 Woburn 131 140 9 9.89% $ 28,042 Total Enrollment 1381 1416 35 100.00% 5 Northeast Metropolitan Regional Vocational School FY27 Minimum Contribution FY27 Budget FY26 Minimum FY27 Minimum Change % increase % of Total Chelsea $ 1,006,421 $ 1,062,641 $ 56,220.00 5.6% 5.34% Malden $ 2,265,488 $ 2,742,882 $ 477,394.00 21.1% 13.78% Melrose $ 1,556,039 $ 1,563,416 $ 7,377.00 0.5% 7.86% North Reading $ 832,144 $ 744,017 $ (88,127.00) -10.6% 3.74% Reading $ 1,040,316 $ 977,143 $ (63,173.00) -6.1% 4.91% Revere $ 2,234,590 $ 2,561,137 $ 326,547.00 14.6% 12.87% Saugus $ 1,971,686 $ 2,264,419 $ 292,733.00 14.8% 11.38% Stoneham $ 1,312,522 $ 1,457,264 $ 144,742.00 11.0% 7.32% Wakefield $ 1,954,816 $ 2,143,921 $ 189,105.00 9.7% 10.77% Winchester $ 220,368 $ 314,666 $ 94,298.00 42.8% 1.58% Winthrop $ 965,164 $ 1,082,754 $ 117,590.00 12.2% 5.44% Woburn $ 2,592,467 $ 2,987,089 $ 394,622.00 15.2% 15.01% Total $ 17,952,021 $ 19,901,349 $ 1,949,328 10.86% 100.00% Total Combined Minimum Cont Debt Service Total Assessment Minimum + Debt Difference Increase Increase Increase Increase Chelsea $ 56,220 $ 361,119.84 $ 417,340 $ 412,120.06 $ (5,219.78) Malden $ 477,394 $ 477,113.43 $ 954,507 $ 959,483.14 $ 4,975.70 Melrose $ 7,377 $ 109,137.66 $ 116,515 $ 114,717.59 $ (1,797.06) North Reading $ (88,127) $ 26,783.59 $ (61,343) $ (63,740.20) $ (2,396.79) Reading $ (63,173) $ 61,368.26 $ (1,805) $ (3,384.18) $ (1,579.44) Revere $ 326,547 $ 534,970.51 $ 861,518 $ 862,330.03 $ 812.52 Saugus $ 292,733 $ 225,248.13 $ 517,981 $ 518,254.84 $ 273.71 Stoneham $ 144,742 $ 141,651.69 $ 286,394 $ 287,048.24 $ 654.55 Wakefield $ 189,105 $ 199,243.26 $ 388,348 $ 389,065.41 $ 717.15 Winchester $ 94,298 $ 44,406.84 $ 138,705 $ 139,802.40 $ 1,097.57 Winthrop $ 117,590 $ 118,181.11 $ 235,771 $ 236,207.62 $ 436.51 Woburn $ 394,622 $ 281,183.19 $ 675,805 $ 677,448.92 $ 1,643.73 $ 1,949,328 $ 2,580,408 $ 4,529,736 $ 4,529,354 $ (381.63) FY26 Debt FY27 Debt Service Service Change Chelsea $ 1,190,118 $ 1,551,238 $ 361,120 Malden $ 926,692 $ 1,403,806 $ 477,113 Melrose $ 371,618 $ 480,755 $ 109,138 North Reading $ 197,569 $ 224,353 $ 26,784 Reading $ 239,905 $ 301,273 $ 61,368 Revere $ 1,298,310 $ 1,833,281 $ 534,971 Saugus $ 550,371 $ 775,619 $ 225,248 Stoneham $ 319,874 $ 461,525 $ 141,652 Wakefield $ 460,994 $ 660,237 $ 199,243 Winchester $ 51,744 $ 96,151 $ 44,407 Winthrop $ 272,833 $ 391,014 $ 118,181 Woburn $ 616,227 $ 897,410 $ 281,183 Total $ 6,496,255 $ 9,076,663 $ 2,580,408 6 Northeast Metropolitan Regional Vocational School Total Budget Graph FY26 Budget FY17 School Committee Superintendents Office Guidance Office FY16Total BudgetBudgeted FY17 FY18 Staff FY18 $226,635 $1,246,758 $1,281,732 Debt Service Description Expended Staff Budget Request Request Change $9,076,663 Principals Office Library Media Business Office School Committee $ 184,447 2.0 $ $2,602,592 216,090 2.0 $ 226,635$101,405$ 10,545 $626,155 Superintendents Office $ 1,482,029 3.0 $ 1,333,817 3.0 $ 1,246,758Nurses $Office (87,059) Principals Office $ 2,029,231 17.0 $ 2,622,644 18.0 $ 2,602,592$217,619$ (20,052) Business Office $ 529,770 6.0 $ 603,508 6.0 $ 626,155 $ 22,647 Guidance Office $ 1,159,034 12.0 $ 1,185,160 12.0 $NE 1,281,732Athletics $ 96,572 Library Media $ 87,173 3.0 $ 190,695 1.0 $ $742,978 101,405 $ (89,290) Nurses Office $ 124,728 2.0 $ 210,703 2.0 $ 217,619 $ 6,916 NE Athletics $ 666,919 $ 707,994 $ 742,978Student$ Body 34,985 Student Body Capital Projects $ 193,820 $ 194,620 $ 212,067$212,067$ 17,447 Fixed Charges $- $ 7,299,123 $ 8,216,538 $ 8,922,113 $ 705,576 Maintenance $ 2,492,715 12.0 $ 2,554,189 13.0 $ 2,628,447 $ 74,257 Chapter 74 VocationalSTEM Programs $ 7,458,129 67.5 $ 8,033,983 69.5 $ 8,807,191 $ 773,207 Transportation TechnologyCVTE$251,943 $ 894,797 5.0 $ 955,256 5.0 $ 979,713 $ 24,457 $2,694,000 Academic$87,096 $ 4,401,110 44.5 $ 4,696,654 Fixed 43.5Charges $ 4,805,300 $ 108,646 Safety Program $ 23,660 $ 21,148 $ 21,148 $ - Foreign Language ELL $8,922,113 Special Ed $ 1,560,211 16.0 $ 1,688,381 20.0 $ 2,094,661 $ 406,280 $890,184 Foreign Language ELL $ 627,967 7.0 $ 749,824 8.0 $ 890,184 $ 140,360 CVTE Special Ed $ 74,549 $ 84,689 $ 87,096 $ 2,407 STEM $2,094,661 $ 243,718 2.0 $ 255,239 2.0 $ 251,943 $ (3,296) Transportation $ 2,220,033 $ 2,343,650 $ 2,694,000 $ 350,350 OPEB Safety Program $ 100,000 $ - $ - $ - Academic Capital Projects $21,148 $ 500,000 $ - $ - $ - $4,805,300 Total Budget $ 34,353,162 199.0 $ 36,864,783 205.0Maintenance$ 39,439,737 $ 2,574,954 Chapter 74 Vocational $2,628,447 Programs $8,807,191 Technology $979,713 7 Northeast Metropolitan Regional Vocational School Total Budget FY27 Budget FY26 FY25 Budgeted FY26 FY27 Staff FY27 Description Expended Staff Budget Request Request Change % Change School Committee $ 184,447 2.0 $ 216,090 2.0 $ 226,635 $ 10,545 4.88% Superintendents Office $ 1,482,029 3.0 $ 1,333,817 3.0 $ 1,246,758 $ (87,059) -6.53% Principals Office $ 2,029,231 17.0 $ 2,622,644 18.0 $ 2,602,592 $ (20,052) -0.76% Business Office $ 529,770 6.0 $ 603,508 6.0 $ 626,155 $ 22,647 3.75% Guidance Office $ 1,159,034 12.0 $ 1,185,160 12.0 $ 1,281,732 $ 96,572 8.15% Library Media $ 87,173 3.0 $ 190,695 1.0 $ 101,405 $ (89,290) -46.82% Nurses Office $ 124,728 2.0 $ 210,703 2.0 $ 217,619 $ 6,916 3.28% NE Athletics $ 666,919 $ 707,994 $ 742,978 $ 34,985 4.94% Student Body $ 193,820 $ 194,620 $ 212,067 $ 17,447 8.96% Fixed Charges $ 7,299,123 $ 8,216,538 $ 8,922,113 $ 705,576 8.59% Maintenance $ 2,492,715 12.0 $ 2,554,189 13.0 $ 2,628,447 $ 74,257 2.91% Chapter 74 Vocational Programs $ 7,458,129 67.5 $ 8,033,983 69.5 $ 8,807,191 $ 773,207 9.62% Technology $ 894,797 5.0 $ 955,256 5.0 $ 979,713 $ 24,457 2.56% Academic $ 4,401,110 44.5 $ 4,696,654 43.5 $ 4,805,300 $ 108,646 2.31% Safety Program $ 23,660 $ 21,148 $ 21,148 $ - Special Ed $ 1,560,211 16.0 $ 1,688,381 20.0 $ 2,094,661 $ 406,280 24.06% Foreign Language ELL $ 627,967 7.0 $ 749,824 8.0 $ 890,184 $ 140,360 18.72% CVTE $ 74,549 $ 84,689 $ 87,096 $ 2,407 2.84% STEM $ 243,718 2.0 $ 255,239 2.0 $ 251,943 $ (3,296) -1.29% Transportation $ 2,220,033 $ 2,343,650 $ 2,694,000 $ 350,350 14.95% Capital Projects $ - $ - $ - Debt Service $ 5,211,350 $ 6,496,255 $ 9,076,663 $ 2,580,408 39.72% Total Budget $ 38,964,512 199.0 $ 43,361,038 205.0 $ 48,516,400 $ 5,155,361 11.89% 8 Northeast Metropolitan Regional Vocational School Total Expense Summary FY27 Budget FY26 FY27 FY25 Budgeted FY26 Staff FY27 Description Expended Staff Budget Request Request Change % Change Total Professional Salary $ 16,423,882 157.0 $ 18,152,282 161.0 $ 19,291,745 $ 1,139,463 6.28% Total Support Salary $ 919,011 13.0 $ 1,026,921 13.0 $ 1,035,287 $ 8,366 0.81% Total Other Salary $ 2,579,168 29.0 $ 2,838,082 31.0 $ 3,129,796 $ 291,714 10.28% Total Contracted Services $ 12,046,225 $ 13,061,949 $ 14,015,242 $ 953,293 7.30% Total Supplies and Materials $ 1,639,113 $ 1,538,376 $ 1,890,644 $ 352,268 22.90% Total Equipment $ 145,763 $ 247,173 $ 77,023 $ (170,150) -68.84% Total Debt Service $ 5,211,350 $ 6,496,255 $ 9,076,663 $ 2,580,408 39.72% Total Budget $ 38,964,512 199.0 $ 43,361,038 205.0 $ 48,516,400 $ 5,155,361 11.89% $77,023 $9,076,663 0.16% 18.71% $1,890,644 $19,291,745 3.90% 39.76% Total Professional Salary Total Support Salary Total Other Salary $14,015,242 Total Contracted Services 28.89% Total Supplies and Materials $3,129,796 6.45% Total Equipment Total Debt Service $1,035,287 2.13% 9 Northeast Metropolitan Regional Vocational School Total Summary FY27 Budget FY26 FY27 FY25 Budgeted FY26 Staff FY27 Description Expended Staff Budget Request Request Change % Change Total Salary $ 19,922,061 199.0 $ 22,017,285 205.0 $ 23,456,828 $ 1,439,543 6.54% Total Non Salary $ 19,042,451 $ 21,343,753 $ 25,059,571 $ 3,715,818 17.41% Total Budget $ 38,964,512 199.0 $ 43,361,038 205.0 $ 48,516,400 $ 5,155,361 11.89% $23,456,828 $25,059,571 48.35% 51.65% Total Salary Total Non Salary 10 Northeast Metropolitan Regional Vocational School FY27 Budget Presentation to FinCom May 26, 2026 GOAL OF THE FY27 BUDGET • The FY27 budget is designed to minimize the financial impact on our member communities while addressing the challenges created by limited increases in state funding and rising Net School Spending requirements. • At the same time, the budget seeks to ensure sufficient funding to support student learning, maintain high educational standards, and continue providing a high-quality vocational and academic experience for all students. MINIMIZING FINANCIAL IMPACT • Regionalization allows the District to provide high-quality educational services at a lower overall cost to our member communities, while ensuring equitable access to programs and opportunities for all students. • While the target of 3% has been discussed in past budgets, due to the decrease in the chapter 70 allocation and net school spending requirements, we have had to adjust that target, as 3% is no longer feasible. Our new goal is to restrict assessment increases to the minimum allowable contribution by mandate and the debt service. • In FY27 we were able to achieve that goal, and the District has taken multiple steps to reduce the financial burden on member communities wherever possible.CHALLENGING FISCAL ENVIRONMENT • FY27 presents another challenging fiscal environment for the District. The budget is affected by lower-than-anticipated Chapter 70 state aid and a significant increase in the required Net School Spending threshold. • Under the DESE Net School Spending formula, which determines the minimum amount a district must spend on educational programs and services, Northeast Metro Tech is required to spend $2,475,336 more than in FY26 to meet the mandated threshold. • Typically, increases in Net School Spending are largely offset by Chapter 70 state funding, allowing the District to limit additional financial contributions from member communities. • However, in FY27 the Chapter 70 increase totaled $526,008, leaving a remaining funding gap of $1,949,328 that must be supported through increased contributions from the member municipalities.Chapter 70 Trend-Heading in The Wrong Direction Chapter 70 Increase Required District Contribution Increase Student ChangeDEBT SERVICE PAYMENT NORMALIZATION • We were able to reduce the debt service payment in FY26 to $6,496,255 as we utilized a one time payment of $2.7 million dollars from our Excess and Deficiency funds to reduce that burden to our members in anticipation for a difficult fiscal year. • In FY27, the payment returns to its normal level. ANALYZING FINANCIAL IMPACT-DEBT SERVICE Debt ServiceANALYZING FINANCIAL IMPACT-DEBT SERVICE AND REQUIRED MINIMUM CONTRIBUTION INCREASE Debt Service and Minimum Total FY26 Assessment Increase Contribution Increase $ 6,000,000 $ 6,000,000 Total, $ $ 5,000,000 $ 5,000,000 4,529,736 $ 4,529,354 Minimum $ 4,000,000 Contribution $ 4,000,000 Increase, $ 1,949,328 $ 3,000,000 $ 3,000,000 $ 2,000,000 $ 2,000,000 Debt Service $ 1,000,000 Increase, $ $ 1,000,000 2,580,408 $ - $ - FY27 Debt Service Increase Minimum Contribution Increase Total Assessment MINIMIZING FINANCIAL IMPACT: HISTORICAL ASSESSMENT ANALYSIS Assessment Increase MINIMIZING FINANCIAL IMPACT: HISTORICAL ASSESSMENT ANALYSIS Year Previous Current Assessment Assessment % Change Assessment Increase FY18 $13,858,182 $14,115,769 $257,587 1.86% FY19 $14,115,769 $14,451,886 $336,117 2.38% FY20 $14,451,886 $14,727,254 $275,368 1.91% FY21 $14,727,254 $15,015,717 $288,463 1.96% FY22 $15,015,717 $15,465,903 $450,186 3.00% FY23 $15,465,903 $17,464,552 $1,998,648 12.92%* FY24 $17,464,552 $17,950,172 $485,620 2.78% FY25 $17,950,172 $22,390,182 $4,440,010 24.74%* FY26 $22,390,182 $24,867,461 $2,477,279 11.06% FY27 $24,867,461 $29,396,815 $4,529,354 18.21%MINIMIZING FINANCIAL IMPACT: STATE FUNDING Chapter 70 Aid Transportation AidMINIMIZING FINANCIAL IMPACT: REVENUE Ø Based on our Chapter 70 formula calculation, Northeast Metro Tech is projected to receive $16,719,585 in aid for FY27. This amount is $526,008 higher than our aid in FY26. Ø The District also anticipates receiving $1,600,000 in transportation reimbursement, representing an increase of $200,000 over FY26. We will receive those funds in this fiscal year that will be used to offset the FY27 budget. Ø Additionally we intend to use $800,000 from our Excess and Deficiency funds (E&D), which will be used to directly reduce assessment costs, mainly reducing the transportation cost assessed to our members due to the increase of busses required to transport our students to the new facility. ØIn total, we plan to use $2,400,000 of other funds to reduce the member assessment. PROVIDING AN ADEQUATE LEVEL OF FUNDING FY27 presents the following fiscal challenges: Meeting contractual salary obligations, including step and lane increases required under collective bargaining agreements • Supporting new instructional staff needed to accommodate enrollment growth and expanded programming, including new teachers in Biotechnology, Construction Craft Laborer, Marketing, Medical Assisting, Reading, and Special Education • Funding additional custodial and security staff necessary to operate and maintain the new school facility • Addressing increased transportation costs, including the addition of a 24th bus to support growing student enrollment • Funding rising health insurance and operational costs associated with maintaining the new building • Providing adequate supplies and materials to support expanded vocational programs and the new facility These investments ensure that Northeast Metro Tech can continue to provide high-quality vocational and academic programming while supporting the needs of a growing student population. PROVIDING AN ADEQUATE LEVEL OF FUNDING FY27 TOTAL OPERATING BUDGET REQUEST FY25 FY26 FY27 FY26/FY27 Expense Budget Budget Request Change % Change $23,456,82 Total Salary $20,551,718 $22,017,285 8 $1,439,543 6.54% $14,015,84 Total Contracted Services $12,061,541 $13,062,549 2 $ 953,293 7.30% Total Supplies $1,393,072 $1,538,376 $1,890,644 $ 352,268 22.90% Total Equipment $138,132 $246,573 $76,423 $ -170,150 69.01% Total Debt Service $5,211,350 $6,496,255 $9,076,663 $ 2,580,408 39.72% $48,516,40 NortheastTotal Metropolitan Budget Regional $39,355,813 Vocational $43,361,038 School's total operating0 $expense 5,155,361 with debt service11.89% for FY27 is projected to be $48,516,400; 11.89% or $5,155,361 over FY26 total operating budget of $43,361,038. FY27 BUDGET OFFSET SUMMARY FY25 FY26 Budget FY26 Budget Funding Summary Change Budget Final Request Final Request Northeast Metro Tech Total Operating Expense $34,144,463 $36,864,783 $39,439,737 $2,574,954 Total Debt Service $5,211,350 $6,496,255 $9,076,663 $2,580,408 Total Revenue Applied to $ 16,965,631 $18,493,577 $19,119,585 $626,008 Budget Northeast Metro Tech $22,390,182 $24,867,461 $29,396,815 Requested Assessment $4,529,354 Northeast Metropolitan Regional Vocational School's total assessment for FY27 is projected to be $29,396,815; 18.21% or $4,529,354 over FY26 total operating assessment of $24,867,461. This increase is mainly attributed to the increase in debt service payment of $2,580,408, and the increase of minimum required contribution. TOTAL FY27 ASSESSMENT SUMMARY (INCLUDES DEBT SERVICE) FY25 FY26 FY27 Total Student FY26 to FY27 District Assessment Assessment Assessment Increase Increase % Change $ Chelsea $ 2,039,983 2,273,334 $ 2,685,454 -11 $ 412,120 18.1% $ Malden $ 2,778,419 3,251,977 $ 4,211,460 22 $ 959,483 29.5% $ Melrose $ 1,619,030 1,951,636 $ 2,066,354 -4 $ 114,718 5.9% $ North Reading $ 939,751 1,042,462 $ 978,721 -7 $ (63,740) -6.1% $ Reading $ 858,300 1,295,702 $ 1,292,317 -4 $ (3,384) -0.3% $ Revere $ 3,285,660 3,616,676 $ 4,479,006 10 $ 862,330 23.8% $ Saugus $ 2,621,975 2,557,570 $ 3,075,825 4 $ 518,255 20.3% $ Stoneham $ 1,650,461 1,653,036 $ 1,940,084 4 $ 287,048 17.4% $ Wakefield $ 2,370,610 2,445,557 $ 2,834,622 5 $ 389,065 15.9% $ Winchester $ 143,050 275,451 $ 415,254 4 $ 139,802 50.8% $ Winthrop $ 1,245,687 1,255,602 $ 1,491,810 3 $ 236,208 18.8% $ Woburn $ 2,837,256 3,248,457 $ 3,925,906 9 $ 677,449 20.9% Funding from $ Cities/Towns $ 22,390,182 24,867,461 $ 29,396,815 35 $ 4,529,354 18.21% FY27 OPERATIONAL/DEBT SERVICE BREAKOUT City/Town Total FY27 Total FY27 Total FY27 Final Operating Assessment Debt Service Assessment Chelsea $ 1,134,216 $ 1,551,238 $ 2,685,454 Malden $ 2,807,655 $ 1,403,806 $ 4,211,460 Melrose $ 1,585,598 $ 480,755 $ 2,066,354 N. Reading $ 754,369 $ 224,353 $ 978,721 Reading $ 991,044 $ 301,273 $ 1,292,317 Revere $ 2,645,726 $ 1,833,281 $ 4,479,006 Saugus $ 2,300,207 $ 775,619 $ 3,075,825 Stoneham $ 1,478,559 $ 461,525 $ 1,940,084 Wakefield $ 2,174,385 $ 660,237 $ 2,834,622 Winchester $ 319,102 $ 96,151 $ 415,254 Winthrop $ 1,100,796 $ 391,014 $ 1,491,810 Woburn $ 3,028,496 $ 897,410 $ 3,925,906 Total $ 20,320,152 $ 9,076,663 $ 29,396,815 CITY OF MELROSE Auditor’s Office City Hall, 562 Main Street Melrose, Massachusetts 02176 Telephone - (781) 979-4110 To: Melrose City Council From: Kerriann Golden, CFO/City Auditor Date: May 28, 2026 Re: Fiscal Year 2027 School Appropriation Please be advised that the number presented in the Fiscal Year 2027 Operating budget of $49,332,180 encompasses the anticipated increase in Chapter 70 of $332,180. On April 14th, 2026, The Melrose School Committee voted a Fiscal Year 2027 School budget based on a City Appropriation of $49,000,000. On April 16th, 2026, the Massachusetts House of Representatives Ways & Means Committee recommended an increase in Chapter 70 of $332,180 for Melrose. The increase in Chapter 70 was included in the Fiscal 2027 appropriation to Melrose Public Schools and will be available to the school once both the City and State’s budget is approved. 4/14/26 School Committee Appropriation 49,000,000.00 4/16/26 Chapter 70 increase recommendation 332,180.00 Total Fiscal 2027 School Appropriation 49,332,180.00 Fiscal Year 2027 Department Memo to City Council Department: Department of Public Works Name of Department Head: Elena Proakis Ellis, Director 1. Department Overview and Mission: The Melrose Department of Public Works provides quality services to the community in the areas of drinking water, wastewater, solid waste, recycling, parks, forestry, fleet, highway, cemetery, facilities, engineering, and administration, while promoting health, safety, sustainability, and fiscal responsibility through the teamwork and commitment of an honest and dependable workforce. The DPW’s budget is a combination of several components. The general fund operating budget is broken down into budgets for: 1) Administration and Engineering 2) Facilities Maintenance 3) Highway 4) Snow Removal 5) Sanitation 6) Parks and Forestry 7) Automotive 8) Wyoming Cemetery In addition, the DPW manages three enterprise funds with independent budgets: Water, Sewer, and Solid Waste/Recycling. 2. FY 26 Accomplishments/Challenges: Since the beginning of Fiscal Year 2026, these are some of the items DPW has completed: • Potholes filled: 189 locations • Storms responded to: 42 inches of snow (not including salting operations, plowable storms only) • Vehicles in fleet maintained: 144 pc. of equipment • Tonnage of trash/recycling: o 4,633.70 tons of trash o 1,648.67 tons of recycling • Parks/fields/open spaces maintained: 82 locations • Total work orders resolved: 3,496 (908 facilities and 2,588 operations) • Invoices processed: 1,235 purchase orders • Recycled 230 mattresses as part of the mattress recycling drop-off program The Department of Public Works also played a critical role in several large projects/events such as: • Capital projects including paving, water main replacement, sewer main improvements, and drainage improvements FY 27 Budget Memo page. 1 • Support of City events including school sports, elections, memorials, Earth Week, Victorian Fair, and private facility rentals • Applied for and received multiple grants for infrastructure and environmental initiatives, including acceptance in to the Massachusetts State Building Association’s Accelerated Repair Program for the Melrose High School Learning Commons Roof and roofing and other building improvements at the Franklin School. 3. FY 27 Priorities: The DPW’s priorities for FY27 include getting back up to full staffing levels by filling critical vacancies with quality staff, implementing important infrastructure and facilities projects that have been funded by grants and by the FY26 supplemental budget, and keeping up on essential services provided daily by the department. 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? The DPW’s FY27 budget is largely unchanged from the FY26 supplemental budget, with a return to full staffing and level-funding of many of our contractual and materials/supplies line items, except where contract pricing showed significant increases in competitively bid on-call contracts. Salary line items show step increases but do not yet reflect the outcome of ongoing contract negotiations with both our laborers and clerical unions. Several staff members have been shifted between DPW Divisions to more accurately reflect the workload of the department and routine assignments of those roles. These moves resulted in no net change in our total number of employees funded through the general fund and through each of our enterprise funds. Rising energy costs are reflected in our facilities budget and continue to be outside of the City’s control. We continue to implement energy efficiency projects and look for savings wherever feasible, such as through demand management programs. Finally, some of the capital line items (paving, sidewalks, facilities) from the FY26 supplemental budget have been maintained into FY27, allowing the department to continue implementing critical infrastructure repairs and replacements as needs arise and to plan for small projects in the coming year. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? Many line items within DPW’s Facilities budget are directly related to school spending. These include items such as: • Custodial and maintenance staff • Contracted work such as cleaning and inspections within school buildings • Maintenance and repairs of school facilities • Capital repairs and upgrades of school buildings • A portion of administrative staff time and resources to oversee all of the above FY 27 Budget Memo page. 2 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? The successful override has allowed DPW to fully fund our prior staffing levels, critical to providing essential services to the City, and has grown our ability to respond to capital needs. The DPW (including Engineering, Operations, and Facilities) submitted nearly 100 projects to the capital improvement plan program. These are necessary upgrades and repairs all over Melrose that require attention, such as paving, roof replacements, Melrose High School bathrooms, drainage improvements, etc. The DPW is better able to plan for and address these needs with adequate funding, allowing us to be more proactive and less reactive. Furthermore, the availability of free cash is allowing the DPW to get back into a cycle of vehicle replacements that is sorely needed, especially during winter operations when failing equipment can result in immediate safety hazards. FY 27 Budget Memo page. 3 Fiscal Year 2027 Department Memo to City Council Department: IT Department Name of Department Head: Tom Smulligan 1. Department Overview and Mission: The IT Department plays a critical role in ensuring the continuity of day-to-day city and school operations by maintaining the health and reliability of our network and server infrastructure. This includes keeping all network equipment properly configured and operational, ensuring servers remain online and secure, and maintaining robust backup and disaster recovery systems across both municipal and school environments. In addition to supporting ongoing operations, the department partners with city and school leadership to plan, design, and implement new technology systems. This includes providing guidance on new construction and renovation projects to ensure buildings are equipped to meet modern technological and connectivity needs. 2. FY 26 Accomplishments/Challenges: In Fiscal Year 2026, the IT Department made strong progress in improving technology, security, and instructional support across both the City and School District. We upgraded public address systems at the High School and Roosevelt School, supported MCAS testing with updated Chromebooks and carts, and enhanced learning environments through High School Art and CAD lab upgrades, new projectors at MVMMS, and a district-wide staff Chromebook rollout. We also completed student Chromebook refreshes at Lincoln Elementary and High School. From a security and infrastructure standpoint, we improved camera systems across multiple schools and upgraded door access controls at City Hall to strengthen building security and management. At the same time, we faced several challenges. The retirement of our primary Munis operator required a transition of critical system knowledge. We also experienced ongoing school technology staffing shortages and implemented necessary network security and topology changes in our production environment. Despite these challenges, the department continued to deliver key improvements that support education, operations, and public safety. 3. FY 27 Priorities: For Fiscal Year 2027, the IT Department will focus on strengthening instructional technology, expanding security systems, and improving resiliency across municipal operations. FY 27 Budget Memo page. 1 At the High School, we plan to upgrade interactive classroom displays to support modern teaching and collaboration. We will also continue phased Chromebook upgrades at the elementary level to ensure students have reliable, up-to-date devices. From a facilities and safety perspective, we will expand door access control systems across additional buildings and continue upgrading school public address systems to enhance communication and emergency response. To better serve our community, we will implement language line services across all city departments, improving accessibility for non-English-speaking residents. On the infrastructure side, we will prioritize municipal phone system resiliency upgrades to ensure continuity of operations, along with firewall modernization and high availability enhancements to strengthen network reliability. Finally, we will continue to advance our cybersecurity posture, including expanded adoption of FIDO2 authentication, to better protect city and school systems from evolving threats. 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? For Fiscal Year 2027, the IT Department’s budget reflects targeted investments in both capital improvements and physical security, with $525,000 allocated for capital projects and $325,000 dedicated to security enhancements. These investments support continued modernization of critical infrastructure, including classroom technology, network systems, and communication platforms. The security funding allows us to expand physical protections such as door access control systems and camera coverage across city and school buildings, strengthening our ability to monitor, secure, and manage facilities effectively. As a result, service delivery will benefit from improved system reliability, enhanced building security, and a more consistent technology environment across departments. These upgrades also help us to better support staff and students while reducing operational risk and improving response capabilities. Overall, the FY27 budget enables the department to maintain current service levels while making strategic investments in infrastructure and physical security that support long-term operational stability and safety. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? The IT Department budget includes several costs that directly support the Melrose Public Schools and help ensure reliable day-to-day operations across the district. These costs include firewall protections, phone systems, student Chromebooks, teacher and staff devices, network infrastructure, projectors and interactive displays, PA systems, door control systems and maintenance, and broader security-related improvements. FY 27 Budget Memo page. 2 These investments support both instructional technology and the underlying infrastructure needed to keep schools connected, secure, and operational. They also help ensure that staff and students have the tools and systems necessary to support teaching, learning, communication, and building safety. 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? The Proposition 2 1/2 override approved by Melrose voters in November has had a positive impact on the IT Department’s FY27 budget by restoring and increasing our capital improvement funds. This additional funding allows the department to continue addressing deferred technology needs and move forward with planned upgrades to infrastructure, instructional technology, and security systems. As a result, we are better positioned to maintain reliable service, improve system stability, and support both city and school operations more effectively throughout the year. Overall, the override provides meaningful flexibility to invest in long-term technology needs that directly support operational continuity and modernization. FY 27 Budget Memo page. 3 Fiscal Year 2027 Department Memo to City Council Department: Office of Planning and Community Development Name of Department Head: Lori Massa 1. Department Overview and Mission: It is the mission of the Office of Planning and Community Development (OPCD) to protect and enhance the quality of life in Melrose. To accomplish this mission OPCD provides long range planning, manages select capital improvement projects, recommends and implements zoning amendments, creates GIS maps and spatial analysis, applies for and administers grants and community development programs and implements special projects. Additionally, OPCD supports the administrative and technical work of several Boards and Commissions in the City and reviews all major land use proposals, including subdivision plans and conservation regulations. Details are in the accomplishment section below. Long range plans that the Departments creates and implements: • Melrose Forward Community and Master Plan 2017-2027 • Housing Production Plan 2022-April 13, 2027 • Open Space & Recreation Plan 2023-2033 • Wayfinding & Creative Placemaking Plan • Net Zero Action Plan 2022-2027 Staff: • Lori Massa, AICP, Planning Director • Jane Pitts, Account Manager & GIS Analyst (shared with DPW & Assessing) • Maya Noviski, Senior Planner • Adam Forrester, Assistant Planner • Ingrid Winkler, Conservation Agent • James Horne, Energy Advocate – grant funded position • Denise Gaffey, Project Manager for the Public Safety Building Construction Projects Staff are members of committees: • North Suburban Consortium (NSC) for HOME fund disbursement with 8 neighboring communities • Metropolitan Area Planning Council (MAPC) • MAPC Inner Core Committee • MAPC Metro Mayors Coalition Housing Taskforce • Local School Health and Safety Committee • Affordable Housing Trust Fund • Capital Improvement Program 2. FY 26 Accomplishments/Challenges: Boards and Commissions So far this fiscal year managed: FY 27 Budget Memo page. 1 • Planning Board: o Handled 4 applications for approval including 62 residential units (9 affordable), commercial space and an Accessory Dwelling Unit that required Site Plan Approval; o Design Review Subcommittee review of signage, and follow-up of exterior material and conditions of approval for 6 other cases o Managing follow-up on conditions of approval for 9 previously approved projects under development including assisting with upcoming lotteries for affordable housing units. o These projects will increase our tax base, revitalize underutilized and vacant buildings, and help fill the local demand for more housing. • Zoning Board of Appeals (ZBA): o 32 new cases including two 40B Comprehensive Permits o Managing follow-up on conditions of approval for three 40B Comprehensive Permits • Conservation Commission handled cases for permitting, wetlands regulation enforcement, compliance and other activities including: o Working with the Police Department and DPW to reduce incidents of illegal dumping in certain areas where such dumping frequently occurs o Implementing a new technique for water quality treatment at Ell Pond with filters at inlets o Participated in community events including the Victorian Fair, educating those in the community on the important values of wetlands and Conservation land o Drafted a new policy regarding encroachments onto Conservation land o Reviewing and addressing encroachments by property owners onto adjacent Conservation land to ensure these areas remain protected • Affordable Housing Trust Fund Board o Created and accepted Mission and Guidelines o Processed and accepted first grant application o Held a meeting with housing groups to discuss the Board’s newly created guidelines • Historic District Commission o 4 cases to review and make determinations on exterior changes within the Local Historic District – currently downtown from Emerson Street to Foster Street o Wrote the Preliminary Study Report and undergoing process to designate 244 Main Street as the Benjamin Lynde House Local Historic District • Historical Commission o Staffing the HC for cases that fall under the newly approved demolition review ordinance o Developing criteria for determinations and the application form • Redevelopment Authority o Expended the remaining funds and taking steps to officially dissolve the board Housing and Permitting • Applied for and received designation for Melrose to be a Housing Choice Community • Wrote Demolition Review Ordinance • Requested and received Temporary Safe Harbor Status under the 40B law and updated the State’s Subsidized Housing Inventory • Put forth adoption and implementation of the ‘Mullin Rule’ for the City’s land use boards/commissions • Increased application fees for OPCD staffed Boards/Commissions and updated the City Codes, Rules and Regulations, and application forms • Implemented and maintaining the City’s Vacant Storefront Program • Housing monitoring and data submission FY 27 Budget Memo page. 2 o Submitted housing data to MAPC to meet regional goals o Submitted housing data to the Census o Monitor inclusionary affordable units for continued compliance and rent request approvals o Managed the restrictions of a re-sale of an affordable condominium that was transferred from the NSC to the City as required by the agreements Graphic Information Systems (GIS) • Cemetery project advancement which includes substantial data cleaning and digitization into a database that links to a map that will be available online. • Continue to maintain the City’s GIS data and online map, which provides residents and staff spatial data, and connections with the building permit software, assessors’ records and maps, and aerial images of the City. • Submission of the annual report of parcel data to MassGIS, including updates to N911 address additions and changes. • Maintained and updated the City’s infrastructure layers, including water, sewer, stormwater, conservation areas, and FEMA-related data. • Created maps for special projects such as the demolition review ordinance analysis, affordable unit locations for the Affordable Housing Trust and utilities and operations (snow and trash route) map updates. Energy and Sustainability • The Energy Advocate has held outreach events and individual coaching to homeowners, renters/landlords, and income-eligible residents to help them navigate and take advantage of Mass Save incentives for insulation, air sealing, weatherization, heat pump hot water heaters, and heating system upgrades. • Help with the administration of the Melrose Community Power program to protect residents from astronomical increases in energy costs. • Submitted the Green Communities Annual Report to continue this designation. • Applied for grants related to energy efficiency and renewal energy projects as noted below. Long Range Planning • Continuing to advance the School Facilities Master Plan • Surplus Municipal Land Study (Ripley School and Police Station) – in progress • Working with the Engineering Department on updates to the Ell Pond stormwater management project, Mystic River Watershed Resilient Facilities Project (MVP) with Housing Authority, & Municipal Vulnerability Preparedness (MVP) Planning 2.0 project • Working with the Mayor’s Office and MAPC on the Memorial Hall operations plan Grants and Project Management • Completion of the majority of the MassWorks grant management for the reconstruction of the culvert by Ell Pond, which has been installed. Our request to extend the deadline to use the remaining funds of the grant was approved by the State so that the site restoration can be done once the private development is farther along. FY 27 Budget Memo page. 3 • Design and construction management of the Milano Park Project with Coronavirus State Fiscal Recovery Fund Earmark and the Redevelopment Authority Funds • Housing Production Plan Implementation Zoning Work with a Community Planning One Stop Grant – hiring consultant and work will start soon. • Applied for and received the Climate Leader Community TA Grant for designing the MVMMS and MHS heat pumps in auditorium/admin & solar on the DPW salt shed • Applied for a Green Communities Grant for Phase 2 of the MVMMS BMS Control & Energy Advocacy Outreach Efforts • Melrose’s Community Development Revolving Programs – awarding applicants signage grants 3. FY 27 Priorities: • Housing Production Plan Implementation Zoning Work • Housing Production Plan Update – if funding awarded • Downtown Parking Study – if funding awarded • Towners Pond hydro-raking – if funding awarded • Implementing the recommendations of the study for the Riley School and Police Station Sites • Finalizing the School Facilities Master Plan • Continuing the review and follow-up of the applications to the Boards & Commissions • Cemetery Digitization Project Completion • Grant reporting and collaboration with DPW on the awarded grants for green infrastructure projects 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? The changes in OPCD’s budget for FY27 are the expected salary increases and the movement of the energy initiative line item into professional services to better reflect the current use of the money now that the grant for the Energy Advocate and related outreach is in place. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? The administration of the School Facilities Master Plan, grants for green capital projects for school buildings, and participation on the School Health and Safety Committee are current activities that support the Melrose Public Schools which occupy a portion of the staff time in the Office of Planning and Community Development. 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? The Override has allowed us to include visioning sessions with school staff for the School Facilities Master Plan, which will greatly enhance the quality of the recommendations of the study having this input on programing space deficiencies, the quality of the existing spaces, and learner/developmental impacts of space. We are being fiscally conservative by not filling the role of the Sustainability Manager position, which has been vacant since 2023. We are trying to keep up with the related grant opportunities that allow for the FY 27 Budget Memo page. 4 replacement of failing building systems with energy efficient systems that also have the financial benefits of utility cost reductions. FY 27 Budget Memo page. 5 Fiscal Year 2027 Department Memo to City Council Department: Health and Human Services Name of Department Head: Anthony Chui 1. Department Overview and Mission: The Melrose Health and Human Services (HHS) Department operates through a regional agreement with the Towns of Wakefield and Stoneham, sharing staff positions and coordinating joint programming. The Melrose Board of Health, made up of three members, meets monthly and as needed to set policy, adopt regulations, and enforce local and state public health laws. In FY26, the department continued to strengthen its core public health responsibilities while expanding efforts to support social services and community well-being. Staff conducted restaurant inspections, issued permits, oversaw public and semi-public pools, and monitored farmers markets and temporary events. The department also managed environmental health functions that included dumpster compliance, nuisance complaints, rodent investigations, and closures of massage and bodywork establishments when required. HHS addressed a wide range of housing and human services concerns, including routine housing inspections, hoarding situations, elder neglect or abuse referrals, and cases involving housing instability, such as residents navigating Section 8 and other voucher programs. These efforts were closely connected to ongoing case management and support services provided by the department’s Human Services team. Animal Control services were also part of this work, responding to domestic animal concerns, investigating neglect or abuse-related complaints, and supporting community safety. School nursing services are also part of the HHS Department and played a key role in supporting student health throughout the year. School nurses provided daily medical care, managed chronic conditions, responded to emergencies, and collaborated with families, school staff, and community partners to keep students healthy and ready to learn. Mental health, behavioral health, and access to social services remained top priorities across all areas of work. To address these needs, the HHS Department worked in partnership with other city departments, community organizations, and dedicated volunteers to strengthen supports and improve the overall health of Melrose residents. FY 27 Budget Memo page. 1 2. FY 26 Accomplishments/Challenges: The department made significant progress across public health, school health, and community services. Public Health Nurses convened a regional training for summer camp leadership to review Massachusetts Department of Public Health regulations and enforcement requirements. They continued to offer regular blood pressure clinics and supported workforce development by serving as preceptors for nursing students. As fiscal agent for the Public Health Excellence grant serving six communities, the department sustained professional development and continuing education for health inspection staff. School Nurses remained a vital resource for students, families, and school staff, providing daily support across physical health, mental health, behavioral health, and chronic disease management. The department also conducted extensive research and analysis on kratom, supporting the Board of Health in its decision to prohibit local sales based on safety concerns and staff recommendations. Food safety work remained strong, with all required inspections completed and several new establishments opening during FY26. The department also faced several challenges throughout the year. School Nurse shortages created periods when some schools were under-covered, requiring frequent coordination and flexibility to maintain essential services. Staff continued to manage rising service demands, including more complex environmental, housing, and human services cases. 3. FY 27 Priorities: The department’s priorities for FY27 focus on strengthening core public health services and expanding community outreach. A key goal is to increase opportunities for animal control and animal health education through the new regional Animal Control partnership, including more proactive enforcement and potential community events. The department will continue to maintain strong inspection and school nursing programs to ensure safety, compliance, and consistent support for students and families. Additional priorities include expanding the reach of the Youth Action Team to engage more young people in prevention and wellness initiatives and completing a comprehensive review and revision of all existing Board of Health regulations to ensure they remain current, effective, and aligned with community needs. 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? The FY27 budget includes several important changes that strengthen the department’s ability to meet growing community needs. Funding from the Proposition 2½ Override supports the addition of a floating School Nurse, which provides essential coverage across all school buildings. This improves service delivery by ensuring a nurse is always available on site to manage urgent medical needs, respond to multiple incidents at once, and maintain safe nurse‑to‑student ratios, especially in larger schools. The budget also expands the department’s capacity to address domestic animal issues through the addition of a Regional Animal Control Officer shared with Wakefield and Stoneham while still being cost- effective. This enhancement improves enforcement of existing regulations such as the leash law, strengthens follow‑up on animal bite reports, and supports investigations of potential neglect or abuse. It also allows the department to take a more proactive role in community education and to explore new public outreach activities, including the possibility of hosting rabies clinics. FY 27 Budget Memo page. 2 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? The Health and Human Services budget includes several key costs that directly support the Melrose Public Schools. All School Nurse positions are funded through the Health Department, ensuring that each school has the medical support needed to keep students safe and able to learn. In addition to clinical care, School Nurses manage chronic conditions, respond to emergencies, support mental and behavioral health needs, and collaborate with families and staff. The department also provides indirect support to the school community through substance use prevention and mental health initiatives. This includes analysis of Youth Risk Behavior Survey data, programming such as Screenagers, alcohol awareness campaigns, gambling‑prevention materials, and other health education efforts that strengthen student well‑being and complement the work of the schools. 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? The Proposition 2½ Override will help strengthen the Health and Human Services budget for FY27 and allowed the department to address two significant operational needs. First, the budget supports the addition of a full-time floating School Nurse to ensure consistent coverage across all school buildings. Due to the nature of student medical needs, the City is required to have a nurse on site to maintain safety. When a nurse is out, the nurse‑to‑student ratio increases sharply, especially in larger schools such as the middle and high school. The additional floating nurse will help maintain safe staffing levels, reduce the strain caused by unexpected absences, and ensure timely response when multiple medical incidents occur simultaneously. The override also enhances the department’s ability to respond to domestic animal issues through the addition of a Regional Animal Control Officer shared with Wakefield and Stoneham. This increased capacity strengthens enforcement of existing regulations such as the leash law, supports timely follow‑up on animal bite reports, and allows for investigations related to possible neglect or abuse. With this added staff support, the department can also take a more proactive role in community education and explore opportunities for public‑facing initiatives such as rabies clinics. FY 27 Budget Memo page. 3 Fiscal Year 2027 Department Memo to City Council Department: Inspectional Services Name of Department Head: Albert Talarico 1. Department Overview and Mission: The Inspectional Services Department consists of the Director, one Administrative Assistant, and three part-time inspectors (Building, Electrical, and Gas/Plumbing). The Department’s mission is to ensure public safety and protect the quality of life in Melrose through the enforcement of life safety codes, consumer protection laws, health regulations, and land use laws. We are committed to communicating clearly, educating the public, and providing professional, responsive service. We strive to uphold these standards with integrity while serving a diverse community. 2. FY 26 Accomplishments/Challenges: Over the past year, we made significant improvements to our permitting system, Simplicity. We worked closely with the software provider to expand access and allow other departments to review and approve building permit applications. We successfully integrated the Treasurer’s Office, Office of Planning and Community Development, Fire Department, and Engineering Department into the permitting workflow at no additional cost. This enhancement improves the collection of outstanding taxes, reduces interdepartmental miscommunication, and ensures more thorough permit review prior to approval. Overall, these changes have increased accountability, streamlined operations, and improved customer service. 3. FY 27 Priorities: Continue to educate the public on the Department’s role through improvements to the City website, while maintaining a high level of customer service. 4. What has changed in the Department’s Budget for FY 27? As a result of these changes, what are the corresponding service delivery impacts? Due to prior budget constraints, several line items were reduced. We are requesting that these items be restored to their original levels. • Printing Services (reduced by 18.8%) Reduced from $400 to $325 annually. Impact is minimal if limited to one year. FY 27 Budget Memo page. 1 • Books and Subscriptions (reduced by 30.6%) Reduced from $1,000 to $750 annually. This is manageable unless new state code updates require the purchase of additional materials. • Weights & Measures Supplies (reduced by 33.3%) Reduced from $1,500 to $1,000 annually. Minimal impact if limited to one year. • Education and Seminars (reduced by 50%) Reduced from $2,600 to $1,300 annually. This reduction presents challenges, as inspectors are required to complete continuing education and maintain certifications. While manageable for one year, this is not sustainable long-term. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? None. 6. What impacts, if any, has the Proposition 2 ½ Override Melrose voters approved in November had on your Department’s Budget for FY 27? The override has allowed us to maintain current staffing levels, which supports workload management, emergency response, customer service, and staff retention. FY 27 Budget Memo page. 2 Fiscal Year 2027 Department Memo to City Council Department: 931 Capital Outlay Name of Department Head: Kerriann Golden Included in the operating budget is funding for projects/equipment that were identified as needs as part of the Capital Planning process and other one-time needs. Fire EMS Equipment $109,000.00 Fire Department Priority Group A This project requests funding to replace aging and end-of-life EMS equipment essential for resuscitation and life-saving operations. The request includes Lucas 3.1 CPR devices (Stryker) – one for each frontline apparatus. These devices provide automated, consistent chest compressions during cardiac arrest events, improving patient outcomes and reducing firefighter fatigue and injury risk.; AED-Pro units (Zoll) – assigned to Car 1, Car 2, S1, K1, Ladder 1, Engine 2, Engine 3, and one for each fire station (3), replacing all current AEDs which have reached end-of-life and are no longer supported.; Exterior AED mounting cabinets – weatherproof, alarmed cases to mount AEDs on the outside of each fire station, providing 24/7 public access to early defibrillation in cardiac emergencies. This project updates department equipment to modern standards, improves interoperability with EMS provider Armstrong Ambulance, and expands community access to life-saving cardiac tools. Fire Turnout Replacement Gear $58,500 Fire Department Priority Group A This project seeks multi-year funding to replace firefighter turnout gear (coat and pant ensembles) that will reach end-of-life over the next four fiscal years. Turnout gear is a primary safety barrier protecting firefighters from flames, heat exposure, carcinogens, and environmental hazards. The current department gear is worn and stored across all three fire stations and deployed on every emergency response call. National Fire Protection Association (NFPA) standards limit turnout gear to a 10-year life cycle, making replacement mandatory once gear exceeds that age. replacement mandatory once gear exceeds that age. City Yard Gas Pump replacement - $50,000 Priority Group B Infrastructure needs to be updated at the City Yard. The gas pump is used by both city and school vehicles for refueling. Police Vehicles - $83,000 – 1 Cruiser - Priority Group A Updating of 1 line cruiser. The goal for this line item is to work towards maintaining a budget for a set replacement cycle. The cruiser being replaced is a 2019 Ford Interceptor. Masonry Work - $250,000 – Priority Group A -Various masonry projects around the city, including City Hall and Winthrop School Masonry projects identified on the CIP, inclusive of retaining walls and stairs. FY 27 Budget Memo page. 1 ARC electrical Study for City and School Buildings - $225,000 – Priority Group B Comprehensive engineering analysis of all facilities electrical power system. Milano Improvements - $75,000 - Group B Repairs to the Milano center exterior. The other portion of this project will be funded through an earmark. MVMMS Control Upgrade Phase 2: $100,000 -Group B National Grid has identified the MVMMS HVAC system controls as a critical energy efficiency project. The first phase has already been funded with FY26 supplemental funds, and this would be funding of phase 2. Hoover All Purpose Room (APR) - $75,000 – Group B The project will consist of asbestos abatement as well as installation of new flooring, replacement or cleaning of window treatments and repainting of the walls. The other portion will be funded through an earmark. The following items were not identified in the CIP, however have been identified as needs once the CIP was complete. Furniture and Fixtures - $100,000 City Departments This funding would provide funding to replace broken furniture in some of our public meeting spaces (City Council Chamber, Cassidy Conference room) as well as update furniture needs within departments. Furniture and Fixtures - $100,000 School Department This funding would allow for broken furniture to be updated in school buildings as well as add smaller items throughout schools (bulletin boards, library carts). School IT - $325,000 School Department Identified upgrades district wide to building security including Fob accessed doors and cameras. Projector upgrades at the high school. Parks - $200,000 School Playground (School/Parks Department) Replace the playground at Winthrop School. FY 27 Budget Memo page. 2 FY 27 Budget Memo page. 3 Fiscal Year 2027 Department Memo to City Council Department: 942 Stabilization Funds Name of Department Head: Kerriann Golden Department #942 Stabilization Funds Contract Stabilization - $400,000 – The request for this appropriation is for supplemental funding for contractual obligations that were not settled at the time the budget was set as well as contractual obligations that may arise during the Fiscal Year. Annual appropriation to fund City Stabilization Fund in the amount of $50,000. Currently, the cash balance of this fund is $4,696,211.87. The goal for this fund is to have a target balance of 5% of the operating budget. Annual appropriation to fund OPEB (Other Post Employee Benefits) trust in the amount of $50,000. Currently, the cash balance of this fund is $2,252,452. The net OPEB liability in FY2025 was $155,000,036 A special act was passed in 2005 that entitles retirees to an 85% contribution on health insurance premiums. Also, under our current PEC (Public Employee Committee) agreement, the city contributes 70% of the monthly cost of Medicare Part B premiums for retirees. This agreement is set to expire 6/30/27 and will be renegotiated. All benefits offered to employees and retirees are factored into the OPEB liability. FY 27 Budget Memo page. 1 AN ACT RELATIVE TO THE HEALTH INSURANCE OF ACTIVE AND RETIRED EMPLOYEES OF THE CITY OF MELROSE. Be it enacted by the Senate and House of Representatives in General Court assembled, and by the authority of the same, as follows: SECTION 1. Notwithstanding section 19 of chapter 32B of the General Laws or any other general or special law to the contrary, an employee who has retired or will retire from the service of the city of Melrose after the effective date of this act and is enrolled in an HMO type health plan offered by the city, the employee's spouse and dependents shall be entitled to an 85 per cent contribution from the city for the insurance premiums for as long as the retiree remains continuously enrolled in the plan notwithstanding any change in the health plan premiums paid by the city for active employees. SECTION 2. If the commonwealth mandates an increase in the minimum percentage contribution that active employees shall pay toward their health insurance, the increase shall be paid by active employees, and the percentage paid by retirees shall not be affected. SECTION 3. This act shall take effect upon its passage. Approved June 30, 2005. FY 27 Budget Memo page. 2 Fiscal Year 2027 Department Memo to City Council Department: 399 Essex Agricultural and Lexington Minuteman Name of Department Head: n/a Essex Tech and Lexington Minutemen Technical The Chapter 74 Nonresident Student Tuition Program provides students the opportunity to attend a school outside their district of residence to study a state-approved vocational technical education program that is not offered by their district of residence. Such programs are approved pursuant to M.G.L. c. 74 and 603 CMR 4.00 and are known as Chapter 74-approved programs. Tuition for students who attend a school outside their resident district under this program is paid by the city or town of residence at a rate established by the DESE. Transportation for students who attend a school outside their resident district under this program is provided by the city or town of residence. Students who seek admission to a school outside their district of residence must follow the admission process of the school to which they seek admission, including using the school-provided application for admission. School Preference While students may apply to any school which accepts applications from non-resident students, a district may, through its school committee, adopt a policy designating specific vocational schools as “preferred” vocational schools for purposes of the Chapter 74 Non-resident Student Tuition Program. This means that the district may direct students to apply to the preferred school(s) before applying to any other vocational school. If a student does not apply to a “preferred” vocational school, the superintendent may disapprove the application for nonresident tuition. Enrollment/Acceptance Essex Technical had a total of 6 new applicants — 3 were accepted and 2 were wait listed. There are 4 returning students for next year. Due to the timing of acceptances, the budget is based on an estimate of 8 students with transportation. Minutemen Technical had no new applicants. There is one returning student for next year. Please see the tuition rates below as set by DESE. FY 27 Budget Memo page. 1 FY 27 Budget Memo page. 2 City Council Meeting June 1st, 2026 Cari Berman, Superintendent & Ken Kelley, Deputy Superintendent 1 FY26 TO FY27 RESTORE MPS OPERATING BUDGET - SC CATEGORIES FY26 FY26 FY27 STAFF ORIGINAL SUPPLEMENTAL PROPOSED POST OVERRIDE ADDITIONAL POSITIONS ALLOCATION Franklin/ECC $2,122,157 $2,219,157 $2,322,846 1.0 FTE Teacher 1.0 1.0 FTE Teacher at Hoover 1.0 FTE Teacher at Roosevelt 1.0 FTE Teacher at Winthrop $16,030,819 $16,686,819 $17,230,011 1.0 FTE School Counselor at Lincoln 6.0 1.0 FTE Teacher (potential special ed./interv.) 0.5 FT Administrator (AP) at Lincoln Elementary 0.5 FT Administrator (AP) at Roosevelt MVMMS $7,774,386 $8,307,386 8.0 FTE Secondary Teachers $18,036,829 9.0 MHS $8,554,988 $8,917,988 1.0 FTE Administrator (STEM Director) Athletics/EC $1,009,766 $1,009,766 $1,029,961 Teaching and Learning $728,761 $2,198,261 $1,087,842 High Quality Instructional Mat. Special Education $9,052,012 $9,052,012 $9,715,118 Administration/DW $2,674,986 $3,375,286 $4,514,393 1.0 FTE Teacher (potential special educator) 1.0 Total $47,947,875 $51,766,675 $53,937,000 17.0 Increase FY26 to FY27 $3,818,800 $5,989,125 3 Addressing Key Priorities Class Size ● Add a 1.0 FTE Teacher to the Franklin Elementary School ● Restore 3.0 FTE Teachers at the Elementary Schools ● Restore 8.0 FTE Teachers at the Secondary Level Team Model at MVMMS ● Provide three teams to 6th grade students with the above mentioned staff ● Provide two teams to 7th grade students with the above mentioned staff Purchase and Implementation of High Quality Instructional Materials (HQIM) ● Secondary STEM Director, 6-12 ● Assistant Principals at Lincoln and Roosevelt ● Provision of classroom materials, diagnostic tools, and professional development for educators Providing Intervention ● 1.0 FTE Elementary School Counselor (based at Lincoln and supporting elementary schools, as needed) ● 2.0 FTE Held for positions of interventionists and/or special education ● Recent hiring of 2 Reading Specialists from the additional funding for FY26 4FY26 TO FY27 Class size projections (April 2026) PROJECTED MPS 26-27 ELEMENTARY ENROLLMENT GRADE K 1 2 3 4 5 PROJ. CLASSROOMS 13 12 13 14 13 13 ENROLLMENT 239 254 262 307 270 297 AVE. CLASS SIZE 18.4 21.2 20.2 21.9 20.8 22.8 PROJECTED MPS 26-27 SECONDARY ENROLLMENT GRADE 6 7 8 9 10 11 12 ENROLLMENT 298 267 263 300 262 251 252 NESDEC January 2026 5 FY26 TO FY27 DESE SERIES DESE SERIES CATEGORY SUMMARY VARIANCE FY26 FY26 SUPP FY27 FY26-FY27 % INC/DEC 1000 SERIES: ADMINISTRATION ADMIN $1,112,038 $1,149,653 $1,170,576 $58,538 5% TEACHING AND 2000 SERIES: INSTRUCTION LEARNING $37,904,271 $41,670,436 $43,214,833 $5,310,562 14% 3000 SERIES: OTHER STUDENT SVCS HEALTH $7,000 $7,000 $7,000 $0 0% TRANSPORTATION $2,340,936 $2,344,913 $2,414,667 $73,732 3% ATHLETICS $1,009,766 $1,009,766 $1,029,961 $20,195 2% 4000 SERIES: OPERATIONS/MAINT. UTILITIES/TECH $261,181 $272,224 $340,650 $79,469 30% 5000 SERIES: CROSSING/INSUR. INSURANCE $207,200 $207,200 $220,650 $13,450 6% 9000 SERIES: PROG. WITH OTHER SCHOOLS TUITIONS $5,105,483 $5,105,483 $5,538,662 $433,179 8% TOTAL $47,947,875 $51,766,675 $53,937,000 $5,989,125 12% $3,818,800 $2,170,325 6 FY27 - RECENT LOCAL CONTRIBUTIONS CITY LOCAL CONTRIBUTION This is the most recent 4 FYs showing the City's appropriation to the schools YEAR APPROPRIATION % % FY24-27 FY24 $38,511,659 FY25 $41,000,000 6.5% FY26 ORIG $42,523,875 3.7% FY26 SUPP $46,342,675 9.0% FY27 $49,000,000 5.4% 27.2% 7 FY27 MPS TEACHING AND LEARNING FY27 BUDGET Non Salary Total Salaries Expenses Total Budget Hoover $ 2,807,792.43 $ 17,340.00 $ 2,825,132.43 Horace Mann $ 2,510,256.74 $ 16,320.00 $ 2,526,576.74 RECOMMENDED MPS FY27 SC Categories Lincoln $ 4,433,235.73 $ 33,354.00 $ 4,466,589.73 Franklin/ECC $ 2,322,846.05 Roosevelt $ 4,251,578.71 $ 19,380.00 $ 4,270,958.71 Elementary $ 17,230,010.59 Winthrop $ 3,118,312.99 $ 22,440.00 $ 3,140,752.99 Secondary $ 18,036,829.17 Franklin Budget $ 2,306,781.05 $ 16,065.00 $ 2,322,846.05 Athletics/EC $ 1,029,961.35 Franklin non-budget $ 1,456,784.38 $ 6,200.00 $ 1,462,984.38 Teaching and Learning $ 1,087,842.36 Middle School $ 8,733,045.85 $ 59,160.00 $ 8,792,205.85 Special Education $ 9,715,117.60 High School $ 9,063,960.52 $ 180,662.80 $ 9,244,623.32 Administration/DW $ 4,514,392.88 Special Education $ 1,060,601.42 $ 8,654,516.18 $ 9,715,117.60 Total $ 53,937,000.00 Teaching and Learning $ 372,052.36 $ 715,790.00 $ 1,087,842.36 Administration $ 1,227,448.51 $ 51,210.00 $ 1,278,658.51 Systemwide $ 2,504,866.62 $ 730,867.75 $ 3,235,734.37 Athletics $ 1,029,961.35 $ 1,029,961.35 TOTAL $ 42,389,932.93 $ 11,547,067.07 $ 53,937,000.006 8 FY27 MPS: THE PATH FORWARD Transparency Items in Motion ● Budget listening sessions last winter ● Current negotiations with 3 CBAs ● FY27 line item budget shared in March ● MA State legislature deliberating FY27 between HWM and SWM ● MPS School Committee approved April 14, 2026 on schedule ● CH70 $13,578,856 + City and State projecting increase in CH70 funding of ● Referred to City Council for consideration $332,180, increasing total School as part of overall City FY27 budget appropriation consideration to $49,332,180 9 City Auditor CITY OF MELROSE AUDITOR’SCity Hall, OFFICE 562 Main Street Melrose, Massachusetts 02176 Telephone - (781) 979-4110 Fax - (781) 662-2182 Free Cash Orders for Fiscal Year 2026 “Free cash” is a term used to describe any remaining, unrestricted funds from the previous fiscal years. After it is “certified” by the state, free cash use requires a recommendation from the Mayor and an appropriation from the City Council. More information on free cash is available on the state’s website (https://www.mass.gov/info-details/free-cash). Council Order Item APPRO Balance of Free ID Amount Cash Dep/Fund Description Status Certified $5,558,450.00 2026-612 $20,020.00 5,538,430.00 Dept - 162 Poll Pads and a label Printer Approved Fund - 2026-614 $50,000.00 5,488,430.00 2543 Melrose Cultural Council Approved Chamber and City Event 2026-615 $25,000.00 5,463,430.00 Dept - 121 Support Approved 2026-1147 $170,000.00 5,293,430.00 Dept - 423 Sidewalk Plow A&O 2026-1148 $880,000.00 4,413,430.00 Dept- 931 DPW Vehicles A&O 2026-1149 $865,000.00 3,548,430.00 Dept-931 DPW Snow and Ice Deficit A&O Fund - 2026-1150 $244,944.00 3,303,486.00 1620 School Department A&O 2026-1151 $10,000.00 3,293,486.00 Dept- 422 Bike Racks A&O 2026-1145 $9,000.00 Dept - 141 Tax Impact Notices Mailing Submitted 3,284,486.00 2026-1164 $75,000.00 Dept - 175 Housing Production Plan Submitted 3,209,486.00 2026-1165 $70,000.00 Dept - 175 Downtown Parking Study Submitted 3,139,486.00 2026-1169 $30,000.00 Dept - 543 Welcome Home Veterans Sign Submitted 3,109,486.00 Fund – 2026-1170 $150,000.00 Affordable Housing Trust Submitted 2,959,486.00 8270 Boiler replacement and HVAC 2026-1171 $50,000.00 Dept – 693 Submitted 2,909,486.00 controls 2026-1172 $12,193.20 Dept- 300 Vape Detectors MVMMS Submitted 2,897,292.80 2026-1173 $72,180.00 Dept - 300 MHS Band Uniforms Submitted 2,825,112.80 Basketball & Lacrosse 2026-1174 $44,296.32 Dept-300 Submitted 2,780,816.48 Uniforms, Scorer table 2026-1175 $710,000.00 Dept- 401 Ell Pond Park Design Submitted 2,070,816.48 2026-1176 $400,000.00 Dept - 422 Lebanon TIP Project Submitted 1,670,816.48 2026-1177 $20,000.00 Dept - 401 School Signage Submitted 1,650,816.48 2026-1178 $3,000.00 Dept - 162 Census Mailer Submitted 1,647,816.48 *The first three appropriation requests listed were approved at the 4/6/26 City Council meeting. As requests are submitted by the administration and approved by the City Council, the table above will be updated accordingly and shared with subsequent orders. Memorandum To: Mr. Ken Kelley From: Mr. Jason Merrill Melrose High School Principal Date: 4/2826 Re: Vape Detectors - MVMMS Greetings, I would like to express the importance of purchasing vape detectors for MVMMS. They have proven to be an effective tool for MHS. Vaping is a national epidemic negatively affecting all students at the middle and high school levels. I am requesting to purchase vape detectors for all student bathrooms. This is a high need resource for student safety and success. Please let me know if you have any questions, Jason Merrill City Auditor CITY OF MELROSE AUDITOR’SCity Hall, OFFICE 562 Main Street Melrose, Massachusetts 02176 Telephone - (781) 979-4110 Fax - (781) 662-2182 Free Cash Orders for Fiscal Year 2026 “Free cash” is a term used to describe any remaining, unrestricted funds from the previous fiscal years. After it is “certified” by the state, free cash use requires a recommendation from the Mayor and an appropriation from the City Council. More information on free cash is available on the state’s website (https://www.mass.gov/info-details/free-cash). Council Order Item APPRO Balance of Free ID Amount Cash Dep/Fund Description Status Certified $5,558,450.00 2026-612 $20,020.00 5,538,430.00 Dept - 162 Poll Pads and a label Printer Approved Fund - 2026-614 $50,000.00 5,488,430.00 2543 Melrose Cultural Council Approved Chamber and City Event 2026-615 $25,000.00 5,463,430.00 Dept - 121 Support Approved 2026-1147 $170,000.00 5,293,430.00 Dept - 423 Sidewalk Plow A&O 2026-1148 $880,000.00 4,413,430.00 Dept- 931 DPW Vehicles A&O 2026-1149 $865,000.00 3,548,430.00 Dept-931 DPW Snow and Ice Deficit A&O Fund - 2026-1150 $244,944.00 3,303,486.00 1620 School Department A&O 2026-1151 $10,000.00 3,293,486.00 Dept- 422 Bike Racks A&O 2026-1145 $9,000.00 Dept - 141 Tax Impact Notices Mailing Submitted 3,284,486.00 2026-1164 $75,000.00 Dept - 175 Housing Production Plan Submitted 3,209,486.00 2026-1165 $70,000.00 Dept - 175 Downtown Parking Study Submitted 3,139,486.00 2026-1169 $30,000.00 Dept - 543 Welcome Home Veterans Sign Submitted 3,109,486.00 Fund – 2026-1170 $150,000.00 Affordable Housing Trust Submitted 2,959,486.00 8270 Boiler replacement and HVAC 2026-1171 $50,000.00 Dept – 693 Submitted 2,909,486.00 controls 2026-1172 $12,193.20 Dept- 300 Vape Detectors MVMMS Submitted 2,897,292.80 2026-1173 $72,180.00 Dept - 300 MHS Band Uniforms Submitted 2,825,112.80 Basketball & Lacrosse 2026-1174 $44,296.32 Dept-300 Submitted 2,780,816.48 Uniforms, Scorer table 2026-1175 $710,000.00 Dept- 401 Ell Pond Park Design Submitted 2,070,816.48 2026-1176 $400,000.00 Dept - 422 Lebanon TIP Project Submitted 1,670,816.48 2026-1177 $20,000.00 Dept - 401 School Signage Submitted 1,650,816.48 2026-1178 $3,000.00 Dept - 162 Census Mailer Submitted 1,647,816.48 *The first three appropriation requests listed were approved at the 4/6/26 City Council meeting. As requests are submitted by the administration and approved by the City Council, the table above will be updated accordingly and shared with subsequent orders. To: Kenneth Kelley, Deputy Superintendent of Schools From: Steve Black, MVMMS Assistant Principal, Ben Vermilyea, Band Director/Teacher Date: April 28, 2026 Re: Marching Band Uniforms Please accept this memo to support the purchasing of new Marching Band uniforms. The MHS Marching Band consists of approximately 65 students who compete in the New England Scholastic Band Association (NESBA) and perform at community events. The program is currently on a growth trajectory, recently winning first place in NESBA Division IV in 2024 and earning awards for Best Visual Performance and Best Color Guard this past year. Current Uniform Condition Our current uniforms have no official purchase record. While boosters estimated them to be 15 to 20 years old, a representative from Stanbury Uniforms determined they pre-date 2001, as they lack the manufacturing dates standard for the last 25 years. Although the Bandaiders booster group has worked diligently to clean and maintain them, the equipment no longer matches the caliber of our students' performances. Student Benefit New uniforms will directly benefit the student experience in the following ways: ● Performance Quality: Every student will have a properly fitting uniform, allowing them to move comfortably and perform at their highest physical level. ● Student Confidence: High-quality attire provides students with the confidence they deserve when performing before large audiences at venues like Fenway Park and Fred Green Field. ● Pride and Representation: New uniforms reflect the hard work of the students and the pride the Melrose community has for its band program. Long-Term Investment While this is a significant cost, high-quality uniforms are a long-term investment. With current enrollment trends rising, we’ve reached to several professionals who have helped us estimate the number of uniforms needed to ensure current and projected needs, ensuring a sustained investment. Our booster group is committed to the professional storage and maintenance required to ensure this new equipment lasts for decades to come. Thank you for your consideration and please feel free to reach out to us with any questions. City Auditor CITY OF MELROSE AUDITOR’SCity Hall, OFFICE 562 Main Street Melrose, Massachusetts 02176 Telephone - (781) 979-4110 Fax - (781) 662-2182 Free Cash Orders for Fiscal Year 2026 “Free cash” is a term used to describe any remaining, unrestricted funds from the previous fiscal years. After it is “certified” by the state, free cash use requires a recommendation from the Mayor and an appropriation from the City Council. More information on free cash is available on the state’s website (https://www.mass.gov/info-details/free-cash). Council Order Item APPRO Balance of Free ID Amount Cash Dep/Fund Description Status Certified $5,558,450.00 2026-612 $20,020.00 5,538,430.00 Dept - 162 Poll Pads and a label Printer Approved Fund - 2026-614 $50,000.00 5,488,430.00 2543 Melrose Cultural Council Approved Chamber and City Event 2026-615 $25,000.00 5,463,430.00 Dept - 121 Support Approved 2026-1147 $170,000.00 5,293,430.00 Dept - 423 Sidewalk Plow A&O 2026-1148 $880,000.00 4,413,430.00 Dept- 931 DPW Vehicles A&O 2026-1149 $865,000.00 3,548,430.00 Dept-931 DPW Snow and Ice Deficit A&O Fund - 2026-1150 $244,944.00 3,303,486.00 1620 School Department A&O 2026-1151 $10,000.00 3,293,486.00 Dept- 422 Bike Racks A&O 2026-1145 $9,000.00 Dept - 141 Tax Impact Notices Mailing Submitted 3,284,486.00 2026-1164 $75,000.00 Dept - 175 Housing Production Plan Submitted 3,209,486.00 2026-1165 $70,000.00 Dept - 175 Downtown Parking Study Submitted 3,139,486.00 2026-1169 $30,000.00 Dept - 543 Welcome Home Veterans Sign Submitted 3,109,486.00 Fund – 2026-1170 $150,000.00 Affordable Housing Trust Submitted 2,959,486.00 8270 Boiler replacement and HVAC 2026-1171 $50,000.00 Dept – 693 Submitted 2,909,486.00 controls 2026-1172 $12,193.20 Dept- 300 Vape Detectors MVMMS Submitted 2,897,292.80 2026-1173 $72,180.00 Dept - 300 MHS Band Uniforms Submitted 2,825,112.80 Basketball & Lacrosse 2026-1174 $44,296.32 Dept-300 Submitted 2,780,816.48 Uniforms, Scorer table 2026-1175 $710,000.00 Dept- 401 Ell Pond Park Design Submitted 2,070,816.48 2026-1176 $400,000.00 Dept - 422 Lebanon TIP Project Submitted 1,670,816.48 2026-1177 $20,000.00 Dept - 401 School Signage Submitted 1,650,816.48 2026-1178 $3,000.00 Dept - 162 Census Mailer Submitted 1,647,816.48 *The first three appropriation requests listed were approved at the 4/6/26 City Council meeting. As requests are submitted by the administration and approved by the City Council, the table above will be updated accordingly and shared with subsequent orders. Athletics Stephen J. Fogarty, AD MEMO To: Mr. Ken Kelley From: Stephen J. Fogarty, Director of Athletics RE: Student Uniforms and Score Table requests Date: 4/28/26 Dear Mr. Kelley, Melrose High School lacrosse and basketball team uniforms are in need of replacement. These two sports, specifically girls and boys lacrosse, and boys basketball, are the highest priority replacement needed at this time. Our students deserve to wear newer, more modern uniforms made of better and least restrictive fabrics. Our current score table is approximately 25 years old and too small to accommodate all of the game officials needed to host a home high school game. A newer and larger table would support competitive events for multiple high school sports. Best, Stephen J. Fogarty Mr. Stephen J. Fogarty Director of Athletics (781)462-3223 sfogarty@melroseschools.com Melrose Public Schools, 360 Lynn Fells Parkway, Melrose, MA. 02176 City Auditor CITY OF MELROSE AUDITOR’SCity Hall, OFFICE 562 Main Street Melrose, Massachusetts 02176 Telephone - (781) 979-4110 Fax - (781) 662-2182 Free Cash Orders for Fiscal Year 2026 “Free cash” is a term used to describe any remaining, unrestricted funds from the previous fiscal years. After it is “certified” by the state, free cash use requires a recommendation from the Mayor and an appropriation from the City Council. More information on free cash is available on the state’s website (https://www.mass.gov/info-details/free-cash). Council Order Item APPRO Balance of Free ID Amount Cash Dep/Fund Description Status Certified $5,558,450.00 Approved 2026-612 $20,020.00 5,538,430.00 Dept - 162 Poll Pads and a label Printer 4/6/26 Approved 2026-614 $50,000.00 5,488,430.00 Fund - 2543 Melrose Cultural Council 4/6/26 Approved 2026-615 $25,000.00 5,463,430.00 Dept - 121 Chamber and City Event Support 4/6/26 2026-1147 $170,000.00 5,293,430.00 Dept - 423 Sidewalk Plow A&O 2026-1148 $880,000.00 4,413,430.00 Dept- 931 DPW Vehicles A&O 2026-1149 $865,000.00 3,548,430.00 Dept-931 DPW Snow and Ice Deficit A&O 2026-1150 $244,944.00 3,303,486.00 Fund - 1620 School Department A&O 2026-1151 $10,000.00 3,293,486.00 Dept- 422 Bike Racks A&O 2026-1145 $9,000.00 3,284,486.00 Dept - 141 Tax Impact Notices Mailing A&O 2026-1164 $75,000.00 3,209,486.00 Dept - 175 Housing Production Plan A&O 2026-1165 $70,000.00 3,139,486.00 Dept - 175 Downtown Parking Study A&O 2026-1169 $30,000.00 3,109,486.00 Dept - 543 Welcome Home Veterans Sign A&O 2026-1170 $150,000.00 2,959,486.00 Fund – 8270 Affordable Housing Trust A&O Boiler replacement and HVAC 2026-1171 $50,000.00 2,909,486.00 Dept – 693 controls A&O 2026-1172 $12,193.20 2,897,292.80 Dept- 300 Vape Detectors MVMMS A&O 2026-1173 $72,180.00 2,825,112.80 Dept - 300 MHS Band Uniforms A&O Basketball & Lacrosse Uniforms, 2026-1174 $44,296.32 2,780,816.48 Dept-300 Scorer table A&O 2026-1175 $710,000.00 2,070,816.48 Dept- 401 Ell Pond Park Design A&O 2026-1176 $400,000.00 1,670,816.48 Dept - 422 Lebanon TIP Project A&O 2026-1177 $20,000.00 1,650,816.48 Dept - 401 School Signage A&O 2026-1178 $3,000.00 1,647,816.48 Dept - 162 Census Mailer A&O 2026-1202 $37,000.00 1,610,816.48 Dept - 175 Treatment of ponds Submitted 2026-1237 $17,000.00 1,593,816.48 Dept – 651 AED Units for Parks Submitted Projected overtime through year 2026-1238 $400,000.00 1,193,816.48 Dept – 221 end Submitted 2026-1239 $30,000.00 1,163,816.48 Dept – 221 Motor vehicle repair Submitted 2026-1242 $560,000.00 603,816.48 Fund - 8401 City Stabilization fund Submitted *Approved appropriation requests are noted with the date of the City Council meeting in which a final vote occurred. As requests are submitted by the administration and approved by the City Council, the table above will be updated accordingly and shared with subsequent orders.

Transcript

▶ 0:00 Devin Romanul: All right. Good evening. The time is 6:10 PM on Monday, June 1st, 2026. This is a meeting of the Appropriations and Oversight Committee. My name is Devin Romanel, the chair. Also joining me tonight are Vice Chair Vandiver, Councilors Chen, Finocchiaro, Karimcheddi, Gow, Obrowski, Park, Williams, and President Freeman. This serves as a notice of quorum for the record. In accordance with the open meeting law, this meeting is being broadcast live on MMTV. At this time, I'll motion by unanimous consent to approve without reading the minutes from our most recent meeting on May 21st. Seeing no objections, those meeting minutes are now approved. I'll now motion by unanimous consent to open the floor for public comment.

▶ 0:39 Devin Romanul: Seeing no objection, we are now open for public comment. This is the portion of the meeting where members of the public may speak on any item on our agenda. Comments expressing any other viewpoints are welcome as well. Are there any folks in the audience who wish to participate in public comment? Do we have anybody online? No one online. All right. If there's no objection, I'll motion by unanimous consent to close public comment. Seeing no objection, public comment is now closed. Up first on our agenda is Appropriation 2026-1145, an appropriation of free cash to the Assessing Department, 141, in the amount of $9,000 to cover the cost of mailing tax notices to all taxpayers in Melrose. Good evening, Chief McClellan. How are you?

▶ 1:23 Good evening, Chair Romanul and councilors. Thank you for having me tonight. So I'm Sarah McClellan, Chief Assessor and Chair of the Board of Assessors. The Assessing Department is requesting a $9,000 free cash appropriation to cover a requirement in the city's code of ordinances. So to provide background on this, the Assessors Department values all property in the city every year. But every five years, the Massachusetts Department of Revenue requires a full review and recertification of those values. For Melrose, that revaluation year is the upcoming fiscal year, 2027. So the revaluation process is fairly involved. It's basically an audit conducted by the Bureau of Local Assessment that ensures that our assessments are fair, equitable, and reflect

▶ 2:09 100% of full and fair cash value. The Bureau conducts a series of statistical tests, ratio studies, and a data quality review. The process involves extensive reporting, a public review period, and eventually final certification by the Department of Revenue. As part of the revaluation, we're required to notify our taxpayers of their proposed property values during what's called the public disclosure period. So the state allows communities to fulfill this disclosure requirement by posting the proposed values resulting from the revaluation on the city's website. However, Melrose has its own ordinance that requires the assessors to mail a written notice to every taxpayer in the city. So the $9,000 we're requesting would be used strictly for the cost of

▶ 2:54 printing materials and postage to send those notices out. This will ensure compliance with the local requirement, while enabling the department to focus on prioritizing the timely and accurate completion of that revaluation. The city is not able to set a tax rate until we receive the final certifications of values from the Department of Revenue. So, I'm happy to answer any questions that you have about that. Any councilors with questions? President Freeman. Yeah, thank you. I just have one quick question. Not so much about the appropriation itself, but about the practice. Is it standard with other cities and towns to require the mailing as well, or are cities and towns moving away from that practice and just using electronic

▶ 3:40 communications? So it's rare that it's required by ordinance, because this was from 1986. So it started in 1982, the revaluation, I believe, or right around that time. So it was new to the city, and it was more a way to inform residents when we didn't have all the other communication methods that we have now. But here and there, communities do do it voluntarily, especially when there's kind of things that have happened, like we've had the override recently and things like that. So it does help facilitate transparency and people, they'll be able to look over what their assessment is, and if they have any questions, they come to our office. During the actual disclosure period of the reval, taxpayers come into our office and look at their assessment and they--

▶ 4:39 Kimberly Vandiver: If they have any questions or if they feel that it's not correct or accurate, anything's inaccurate, they can address those at that time during the disclosure period, before the abatement period. So it actually helps protect our overlay for that year. Thank you very much. And I recognize you can't comment on this, but that perhaps is something we as council should look at moving forward, whether it should be a voluntary practice for the city. Thank you. Mm-hmm. Terrific. Up next, I have Vice Chair Vandiver. Thank you. This is a really interesting topic. We just went through an override and I think there's certainly a value to educating people. There's a lot of confusion about what drives property values over time and

▶ 5:17 Kimberly Vandiver: your value versus someone who just bought and how those are compared. But I'm just curious about this as an avenue, and if you could speak to, from your experience, how many people do usually engage with this process when we send the mailings out, and what's their reception like, as far as do you think we're reaching an extra 5% of people in the city who would otherwise have questions and now they understand things? Or, how much do you think it really impacts? So with the mailing? Oh, well, the mailing will be-- Anytime we do mailings, people are very responsive to it. But we haven't done a mailing of this nature. With the last reval, it was something that was overlooked. But now it's realized as it's part

▶ 6:03 of the... ordinance like we have. It's an ordinance and we need to abide by it. But generally, with the disclosure process, just with the online, the regular process, at the same time as the public disclosure process, we do a press release and we do other communications so that the community is aware that we're in reevaluation and the impact. It's kind of like an impact notice to the community, but through the other channels. So I'm not sure what the difference will be, but I think it's going to be a greater impact because whenever we do a mailing people, it's just like their tax bill. It's like people will all receive it and react to it if they want to, if they want to look at anything or, they are always free to come into our

▶ 6:56 Jason Chen: office or call us or email us or anything with questions. Thank you. Yeah. Other councilors? Councilor Chen. So what I hear you say is other towns are, they don't have ordinances to send mail, but they're still engaging residents through email and maybe some mail, and people can opt in to receive hard copy or email. And I think to maybe President Freeman point, there's a larger discussion that we should have about how do we save on postage costs and still engage people on a variety of mailings that we do. So maybe not for this discussion, but something that we'd want to engage you with. So other communities, annually don't usually do any kind of written communication. Because their ordinances don't require-

▶ 7:42 It's rare, yes. That's very rare. Some, like Weston, the Weston assessor, they voluntarily do it just to provide, because they have a lot of activity with people wanting to know their assessment and the changes and everything, so they just provide it voluntarily, and they budget for that every year. So they budget for that mailing in their assessing budget every year just to provide, that's how they want to provide transparency. But it's rare that it's a written communication. Any time that anybody wants to come in and get their property card, they're welcome to it at any time, which is a detailed property record card. But publicly, on the assessor's website, you can get your kind of condensed version of your property record card and your assessment.

▶ 8:35 Devin Romanul: That's always available. With that, I motion to move to the bottom line. Motion made by Councilor Chen. Second. Seconded by Councilor Karamcheti. Point of order. This is a free cash request- Oh, right ... not a- Oh, right, yes. Did I say move to the bottom line? Or did I say- That was the motion ... motion to approve. Motion to approve. Motion to approve made by Councilor Chen. I'll second the motion to approve. Seconded by Councilor Karamcheti. On discussion of first item, Councilor Finocchiaro. Thank you. I just wanted to ask you, is there, like, an educational component, too, with the impact notice? Mm-hmm. There is. Yeah, so it will describe the... So it will have each taxpayer's assessment,

▶ 9:17 like new assessment for fiscal year 2027. It's kind of going to be like a mail merge. So once the new values are certified for the fiscal year '27 by the DOR, we'll get those values back and it'll be like a mail merge, and then we'll send it out. So it'll have your new value, and then it will say, "We've done a reevaluation this year, and on average, the single-family properties went up by X amount or down by this amount, and the condos went up this amount." So we usually do a little blurb about that. And each year, like you can see from five years ago, our disclosure did that as well, but that's more posted like in our press release in our public disclosure period, yeah. Great. I think that's really important for the residents to see.

▶ 10:05 Yeah. Thank you. Next I have Councilor Park. Thank you. Just two quick questions. One is, is this mailing done once a year? Is it an annual? So the ordinance, it only specifies to have it done in the reevaluation year, which is quinquennial, it's every five years with the Department of Revenue that we have this reevaluation period. Okay. So we only do it once every five years. Okay. And this mailing will go out to every residential property in Melrose. No. It'll go to every taxpayer in Melrose. Taxpayer, okay. So that will include personal property accounts, it will include commercial property accounts, industrial. Yeah. Got it. Okay. So it's fair to say then $9,000 will cover every taxpayer in Melrose, correct?

▶ 10:53 It'll just be a letter mailed, yeah. So it's the processing, the mailing, the printing. Yeah, like bulk mailing. Okay. Wonderful, thank you. I just wanted to let the record show that if we were to have any other department come up with a mailing for every taxpayer in Melrose, it should cost about $9,000. There you go. You have it bench noted. All right. All my colleagues' questions having been answered and a motion made, Madam Clerk, will you please call the roll? Yes. Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Karamcheti? Yes. Councilor Kowal? Yes. Councilor Abramsky? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul?

▶ 11:37 Yes. All in favor? Motion passes. All right, the motion passes. That will move on to full council. Thank you so much. And moving on to our departmental budget presentation portion of our programming. Up first, Department 141, the Assessor's Office. Okay. So next I'm presenting the fiscal year 2027 budget for the assessor's department, and I realize that you have received my memo, but I wanted to provide an overview of the department and its functions. So the assessor's office is currently staffed full-time by myself, an assistant assessor, and a senior clerk. We also have a GIS manager for five hours weekly, and we have a property tax work-off employee. So the core function of the office is the

▶ 12:18 fair and equitable valuation of all taxable property in the city in accordance with mass law and Department of Revenue guidelines. Throughout the year, we conduct market analysis, sales review, data collection projects, and property inspections to help us determine property values and ensure that assessments are applied consistently across all property classes. So the department is responsible for maintaining accurate records for all real and personal property in the city. This includes tracking property ownership, reviewing building permits, conducting inspections, updating records to reflect new construction, renovations, additions, demolitions, and other property changes. So one of our top priorities is providing transparent, responsive

▶ 13:01 customer service and helping people understand that assessment process, property values, exemptions, abatements, and other programs that are available to them. I just want to recognize the staff in our office who consistently provide exceptional service to the public. Over the past year, I've received emails, phone calls, and in-person comments from residents and taxpayers praising our staff's responsiveness, knowledge, and dedication to helping. The office also administers exemptions, abatements, tax deferrals, and all other forms of tax relief authorized by state law and local option. Department staff reviews applications, determines eligibility, and assists residents in understanding and accessing

▶ 13:41 benefits available to them. The assessing department is also responsible for identifying and certifying new growth, which includes new construction and improvements that add value to the city's tax base. In addition, the office ensures compliance with state laws and regulations, prepares reports required by the Mass DOR, supports the annual tax rate setting process, and represents the city in assessment appeals in front of the state's appellate tax board. Just to highlight some of the changes for the fiscal year '27 budget. In the salary and wages line, we have added an increase of five additional hours per week for the head clerk position. The clerk role in the assessing office is one of the last remaining 30-hour a

▶ 14:24 week positions in City Hall currently. So with the recent expansion of some of the exemption programs and the higher volume of general inquiries and traffic due to the override, adding the five hours to the work week for this role will help meet the increased demand for services. The salary and wages line also includes a replacement of the prior mileage reimbursement model with a mileage stipend for the chief assessor, myself. This streamlines administrative processes by eliminating the need for mileage submissions and aligns the department's practice with comparable communities, allowing for more efficient use of staff time. The reevaluation budget line increased 5% to keep pace with rising annual recurring vendor contract costs.

▶ 15:12 Many of the vendors and subscriptions that we use to perform the work in our office have increased pricing basically by inflation annually. So the increase to the reval line will allow the assessing office to continue to work with these important vendors. And then finally, the fiscal year '27 budget for assessors includes a reinstatement of the training and education budget line. This allows the department to resume the required coursework to maintain assessor certification, while also supporting ongoing professional development to stay current with evolving assessing methodologies, emerging technology, and Department of Revenue standards. This reinvestment ensures continued certification compliance

▶ 16:02 Elizabeth Kowal: and equitable property assessments and improves the department's ability to provide reliable service to the public. And that's about it, so I can take any questions that you have. Thank you so much. Up first, I have Councilor Kowal. Hi. Thanks for being here tonight. Yeah. I'm just looking at your memo and reading through your memo and- Yeah ... your FY27 priority, you talk about achieving full compliance with the Mass Department of Revenue's five-year recertification. Are we not in compliance now, or is this looking forward that we have to keep doing things to be in compliance? Yeah. So it's only once every five years- Okay ... that they conduct all these kind of testing. That we did a data quality review where they look at all of our data

▶ 16:45 and make sure that it's in compliance with their standards. Okay. Our assessment to sales ratios have to be within their standards. So there's a whole number of things, and it's just only every five years. Every year we submit our values, but they don't do the same level of testing. They do look at the values and make sure that the assessment to sale ratios. So we look at the sales from, so for '26, we were looking at calendar year '24 sales. Okay. So they'd be looking at, to make sure that those ratios were within their standard, just for an interim year. But for a reval year, they're looking at a lot of different data points and testing and all kinds of... It's just a much deeper analysis. So we are in compliance annually,

▶ 17:36 or else we couldn't- Right ... we can't set a tax rate. So that was my next question- Yeah ... is what is the liability if we are not in compliance? We can't set a tax rate. Okay. And we have to have our classification hearing. So I give a classification hearing in the fall where the council choose the shift or no shift- Yeah ... between theYou know what the residential factor will be, and then the state will certify the values, they certify the tax rate, and then we can move on from there and send tax bills out. Otherwise, we can't. Thank you. That's very helpful. Up next, I have Councilor Williams. Thank you. Could you please give a little more information about the consultants or contractors,

▶ 18:21 vendors, excuse me, in the reevaluation line? Like who are they, and what services do they provide? So, some of the major ones that we have are just our software. So we have what used to be Patriot Properties, which is now- Mm ... Catalyst, which is when you go online to see your property card. So all of those vendors, we will have a contract with them, so they kind of incrementally will be increasing their pricing of their software fees. So, we have software for them. We have software for Real Estate Research Company, which is the personal property vendor that we use, to keep the database and to do inspections and things like that. So they've increased. We also use, I don't know if you've heard of CoStar, which is like a

▶ 19:10 Ryan Williams: data research for more income-producing properties and that kind of thing. So those are some of the vendors that we use. Yeah. Some data collection. But yeah. Thank you. Yeah. And my second question is, can you characterize the $780,000 in new growth? How much of that came from large commercial or large residential buildings versus additions or sort of single-family home upgrades? Do you have any- So I don't have that in front of me right now, but I do believe it's in my classification presentation from last year. Okay. Yeah. I'll check it out. Which is posted on my website. Great. Yeah. Thank you. Terrific. Up next, I have Councilor Chen. Thanks. To follow Councilor Williams' question, on the

▶ 20:01 Jason Chen: revaluation, you want 5% greater than your 2026 revised budget, but this year we're already on track to spend 35K more. So we're at 138,000. So I wanted to make sure that we're 5% more than the correct amount, or if there's a reason why we spent 35K more actual than our revised in 2026. Yeah, sure. So, it is basically because of the timing of the payment. So we have encumbrances, wouldn't you say, Carrie? So, we would encumber some of the funds, and sometimes it just depends on when we do our data collection sometimes or when we do some of the major work that we do in the... A lot of our, so our data collection happens in June. Got it. So then we can't pay them until July or after, so that it doesn't post until the following fiscal year. Is that right, Carrie?

▶ 20:56 Basically? I mean, and it looks like it's into the next year or... Come join us. Yes. So Friday, I think Lauren Grimek sent an email out regarding these munis columns and what they mean. So that 2026 projection line item, that is actually just a canned number that munis pulls, and it takes the budgetary appropriation, and then it adds any purchase orders for the past year. So what Sarah's saying is that at the end of fiscal 2025, she was still going through her reval process but wasn't able to pay the bills until after July. And so it's just taking those two numbers and adding it. Unfortunately, it's a very confusing number, and it's just a canned number that our accounting software pulls. But the 2026 actuals

▶ 21:53 Jason Chen: is what we actually spent, which is 35K more. So looks like you're expecting a couple hundred... I don't want to be an accounting troll here, but- Mm-hmm ... I just want to make sure that the 35K extra is one-time expense- Yes ... in preparation for the five-year revaluation, and the timing of cash flows makes it so it got hit in the 2026 budget, but it actually applies for 2027. 2025. So what happened was at the end of 2025, she had an encumbrance that she had to pay because her contract runs June to May, so she had to carry forward money. Okay. I see. And yeah. Got it. So then it got paid in 2026, and unfortunately- Okay ... it's just pulling that in the actuals as well. Thank you. Yep. Thanks, Carrie.

▶ 22:40 Devin Romanul: Yep. Terrific. What is the will of the committee? Make a motion to move the bottom line. Second. Motion to move the bottom line made by Councilor Finocchiaro. Mm-hmm. Second by Councilor Karamcheti on discussion. Seeing none, Madam Clerk, will you please call the roll? Yes. Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Karamcheti? Yes. Councilor Kowal? Yes. Councilor Abramsky? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor? Motion is approved. We'll move the bottom line. Thank you so much. Moving on to the next department on our agenda, number 135, Auditor. Thank you for joining us, Chief Golden.

▶ 23:22 Yeah. Thank you for having me. I will be up here for a little bit tonight, I think. So I think you all received my memo. I am Carrie Golden, the CFO City Auditor. As far as the auditor's budget, we are responsible for providing financial information to make both short and long-term financial decisions and to safeguard the city's assets. We are charged with watching every single outgoing dollar to the city as well as reviewing the incoming money that comes through the treasurer collector's office. The broader financial team is the assessor, the treasurer collector, and myself.In the auditing department, we currently have four employees for fiscal 2026. It's myself, the CFO, and then we have an assistant city

▶ 24:15 auditor, we have an accounts payable manager, and then we have a payroll manager. Our payroll manager resigned in April for a new opportunity, and so we are taking this opportunity as part of the FY27 budget to move that to the treasury office. Department of Local Services conducted an audit during fiscal 26, and they informally opined that treasury should be responsible for payroll, which makes sense because the treasurer-collector does our W-2s and all of the reporting. So they'll manage the end-to-end process. And then they have more training opportunities within that office. We have a very limited staff with the four of us. Some of our highlights for our budget for fiscal 2026. We affirmed the city's bond rating, which was great news.

▶ 25:14 We had that in November for one of our big borrowings. So we were very pleased to maintain that bond rating, and we haven't seen many agencies get an increased bond rating. For the second year in a row, we've achieved the GFOA Certificate of Achievement in Excellence in Financial Reporting. We started doing an ACFR or a CAFR back in 2023. So we've received that. 2023, we did not, but 2024 and 2025, we did. So that's recognition from the GFOA out in Chicago, which is great. We had certified free cash of just under $5.6 million. A goal of ours was to develop and formalize financial policies. They've always been informal practices, so the treasurer-collector and I and a team have been working on going through those for the past year.

▶ 26:16 And then one of the big things we're working on right now is processing ACH payments to our vendors through a third-party contract, which will be huge. We piloted it with our Chapter 115 benefit recipients, and it was well-received. This will allow us to work with Paymode, the vendor, and I think it's 340 vendors that we've identified, so streamlining processes. As far as FY27, the largest change is obviously removing that position from my budget. And you'll see in the departmental summaries that it's just appearing as a new position under the treasurer-collector's office. But one of the things we're hoping to do in fiscal 2027, with just changes of responsibilities with HR, payroll, and the finance staff, is to

▶ 27:12 invest in training for us. So our proprietary software is Tyler ERP or Munis. We often refer to it as Munis. They offer a course catalog of trainings, and it's a set number of trainings. I think it's 15. And we can choose from a 30-page catalog to have them on-site to provide training. And they also do an optimization of the software, which will be huge, because HR, I think she was here last week, Polly, they took on the function of HR from the schools, and so it would be great to have a whole group in to streamline processes. As far as my budget, most of it is compliance with the annual audit. That's our largest line item. We have CBIS. We will be contracted with them through FY29. Or no, FY28, I'm sorry.

▶ 28:17 And at that point, we'll put it out to bid to look for a different auditor, not because of performance or anything, but just for best practices. And then we have our annual OPEB reporting. So this year, we have to do our other post-employment benefit revel, as well as GASB 74 and 75. So it's a little more expensive this year. And then we have an outside consultant who helps us with some of our accounting projects as well. So I'm happy to answer any questions. Terrific. Any questions from my colleagues? Seeing none, what is the will of the committee? Make a motion to move to the bottom line. Second. Motion to move to the bottom line made by Councilor Karamcheti, seconded by Councilor Finocchiaro. On discussion?

▶ 29:11 Seeing none. Madam Clerk, will you please call the roll? Yes. Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Karamcheti? Yes. Councilor Coleman? Yes. Councilor Abrumsky? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All right. We'll move the bottom line on 1:35. We set a record. All right. Up next, Department 942, Stabilization Fund. Thank you. So Department 942, Stabilization Funds, is a recognition of a small appropriation to some of our stabilization funds. So the city has a multitude of stabilization funds. This specific request, so there's $50,000 that is going to just the city's general stabilization fund.

▶ 30:05 And that, I believe, is part of the city charter as well, that we have that as part of the annual operating budget.And then the other piece is other post-employment benefits, and we request an appropriation of $50,000. We will have to start making more material contributions, but this has just kind of been a longstanding, well, since 2013, I think, they've both been in the budget for those amounts. And so our OPEB liability for fiscal 2025 was $155 million . So it's just a drop in the bucket. The contract stabilization, that's a new line item this year, and that was just to recognize things that were outstanding as we were setting the budget between vendor contracts as well as city employee contracts.

▶ 31:02 So I'm happy to answer any questions. Perfect. Councilor Finocchiaro? Thank you. I was just wondering why it was only $50,000. It's just something that they've been doing and- Yeah. So we have to figure out something that is sustainable but look to increase OPEB funding definitely. Okay. Yeah. That's a big budget. Yeah. Once the pension assessment is funded, which is projected to be 2038, then you have to fund just the normal cost of those employees going forward, and then the delta, most communities are contributing that to OPEB. You have no idea what that will be? It will depend on the time. It is probably like eight million dollars annually. Yeah. All right. Councilor Chen. What happens to cities who don't pay anything into their OPEB trust?

▶ 31:59 Who yells at them? I don't think anyone does. The rating agency definitely looks at it. The last two times we've done the bond rating with S&P, they've written it up, just saying concerns with outstanding liabilities between pension, OPEB, and long-term debt. And $50,000, we think keeps us off the- No, I don't think it keeps us off of any list. It's just recognizing that there needs to be some contribution. Yeah. And so through the supplemental budget, we were able to put an extra $500,000 in there for FY26, which is great. Even though the projection shows $50,000? Yeah, it should be $550. Vice Chair Vandiver. Just point of order, and so that it's in the column 2026 revised budget is where

▶ 32:59 Jason Chen: the $550 shows up? Yes. In case I'm just... Yes. Thank you. Other councilors? What is the will of the committee? Motion to move the line one. Second. Motion to move the bottom line made by President Freeman, seconded by Vice Chair Vandiver on discussion. Seeing none, Madam Clerk, will you please call the roll? Oh, hold on. Oh, Councilor Chen. The difference between $50,000 and $500,000 is a lot, and if we're not sure if $50,000 is enough or if that's okay, I'm not sure why we think $500,000 is enough or not enough. Yeah. It seems, not you, but just seems like an arbitrary ambiguity that everyone's dealing with, and- Yes ... I could think of better uses for $500,000 than- There- ... getting this-

▶ 33:55 Yeah. There are some communities, depending on the type of community, like your Wellesley, Winchester, all the W towns, that have made significant contributions to OPEB. And the hope is that eventually it will grow into a balance that will fund-- It will be a trust that will fund future liabilities. Other councilors before we... Councilor Chen, I just didn't want to cut you off. No further questions? All right. Madam Clerk, will you please call the roll? Yes. Vice Chair Vandiver? Yes. Councilor Chen? Present. Councilor Finocchiaro? Yes. Councilor Karamcheti? Yes. Councilor Kowal? Yes. Councilor Abramsky? Yes. Councilor Park? Present. Councilor Williams? Yes. President Freeman? Yes. Chair Report?

▶ 34:52 Yes. All in favor. All right. We will move the bottom line on 942. Up next, 931, capital outlay. Yes. So this is a new budget that is being presented this year. And this is a result of the capital planning process that we went through this year, which kicked off in December. I sent a memo today, and it will be added to the order for the record. And it just kind of itemizes out the items that were selected. So if you look at priority group A, we've identified plans to address all of those things. And some of them are through the budget, some of them are through free cash. And then the other part was some things that came up after the capital planning process that were added. I think one of them is furniture,

▶ 35:55 and it's to update this space and update some of our public spaces that we utilize for meetings. But the memo kind of outlines what projects were ranked on the CIP and what priority group and what projects fell outside of that.I'm happy to answer any questions. Councilor Fornagiero. Thank you. And I might have missed this on the memo, but is there a breakdown, like how much of the operating budget is being used versus the free cash or for each item? So all of the items within this budget are all on a budgetary basis. Okay. And the free cash appropriations are what you have been approving- Okay ... all along. Okay. Yeah. Okay. Other councilors? Councilor Chen. I generally agree with the approach of putting recurring capital

▶ 36:54 Jason Chen: and expenses into budgets. Mm-hmm. So, but this being the first year, would we expect this amount to be the same in future budgets if money were no object? Like these are- Yes ... recurring, maybe small assets and things that don't rise to the level of large capital, but we just know that things break and we want to fix them. Yes. And we don't need to line item them out. Right. So was there a, for masonry- Mm-hmm ... if we were to look back at all of our masonry repairs in the past five years, we would see something, or we would've wished that we had spent 250K- Yeah ... adjusted for inflation, is that the- Yeah, I think easily we could spend that on an annual basis. That was just identifying some of the projects that were in group A and group B.

▶ 37:44 It's retaining walls at schools, it's the stairs outside here, and just the facade of some of the buildings. But yeah, that's something we could easily spend every year. So school IT, we would spend 325,000 every year on school IT? That is identified, fob, security cameras, smart boards. I think, yes, easily we could spend that. Those sound more like one-time improvements that would more be free cash or a CIP item rather than a recurring capital outlay that would be a part of a city budget or a departmental budget. Right. And so that's why in some of the departments, there's actual capital outlay. So if you go to DPW highway, there's some capital outlay there. And so you're right, these are things that we kind of identified

▶ 38:43 Ryan Williams: as things that some of them we may like to see, but some of them are one time in nature. But the amount should be steady over time, right? Yes, we would like- And it should only include- Yes. Yeah, it might be 10 different- Okay ... new projects that are appearing there. Yeah. Up next, I have Councilor Williams. I just didn't want to cut you off- ... if you had further questions. Scared of you. I would like to make an admission that I don't like this. Okay. It's a little confusing to me to have certain capital items be contained in the operating budget as opposed to appropriations, which is what I think we're all used to. It's like we have this very long list of lots of capital projects, and some of them are in the

▶ 39:50 Ryan Williams: capital outlay operating budget, and some of them are free cash requests. And, I think it makes it a little harder to figure out what the true cost of a department is if we're pulling, say... Oh, my internet just completely crapped out. That's great. Well, pulling, say, $300,000 out of the school budget and putting it into the capital overlay. School's probably a bad example because we know that gets moved around a lot. But Parks and Masonry is one. I kind of don't know what I'm looking at. And if it were less money, I would sort of go, "No problem," but it's a lot of money. And so it just makes me really uncomfortable because I feel like I'm shortcutting the normal process of hearing a request for something,

▶ 40:50 Ryan Williams: thinking about it, debating it, and passing it with this big blanket, like now we are just going to say, I don't know, furnish and fix. Like Councilor Chen was saying, some of the stuff like, a furniture line item in the city's general budget sort of makes sense to me, and I wish we had a painting line item for this room and other rooms. So, some of it I am comfortable with and some of it I'm not comfortable with, but mostly I find it confusing. Okay. That's just feed- That's good feedback. Yeah ... that's just feedback. Yeah. I do really like the idea of having capital line items. I just think they should be contained in the budgets that they're touching as much as possible. Yeah. And I think we were trying to correlate this with the CIP

▶ 41:41 Ryan Williams: and priority group A and B. If you kind of look at those projects, you'll find some of them in here called out. And because it's not guaranteed funding, then a department will come and say, "Our funding was cut." And- Yeah ... yeah. No, and I think that it's sort of a learning process too. Yeah. Because we've had this capital improvement plan. We've never really funded it appropriately. Yeah. We've never had money. So, yeah. And then the question becomes, how do we operationalize that? So I like the spirit, but I'm not really comfortable with this approach. Thank you. Next I have Vice Chair Vandiver. Thank you. Well, I think along some of the same lines. I really appreciate-- I think this is something that we have talked about

▶ 42:38 Kimberly Vandiver: for some years or since I've been a councilor, wanting to have a capital budget. Mm-hmm. Because, to recognize that in addition to people costs and IT and other things along that nature, we have large capital expenditures that we do need to make on an ongoing basis, right? And if we don't set aside a certain pool of money for that in the operating budget, then it's very reliant on one season of the year and one by one bringing these projects through. So I think this is actually really good, I think, in my opinion. I think as other councilors have commented, there may be ways to make it more a little easier to follow. Maybe we could generalize lines, like we have the Hoover APR on here as a line.

▶ 43:29 Kimberly Vandiver: I don't know if we need to generalize that into that category of the request that every year is going to repeat, but one year it's Hoover, and one year it's something else. Hmm. Or if it's enough to just have the dollar amount be similar year to year. I think it's a really great directional change, and I'm looking forward to seeing, if we go through this way, what it actually looks like in the actuals and then how it progresses over a year or two. So, I'm in favor of the general direction. Thank you. Thank you. Terrific. Up next, I have Councilor Van Aguero. Thank you. So my question is, what would prevent us from, instead of having this as part of the operating budget, taking this amount and,

▶ 44:23 Cal Finocchiaro: basically putting it into a stabilization fund or using it in the upcoming year and having it as appropriation requests so that we can kind of approve them one by one versus just putting it all in the operating budget? Yeah. I think the goal with some of this was to get some of the summer projects done and fund things that historically we've waited for free cash, which wouldn't happen till next May or June. And just this summer's the busiest time for DPW to get the schools prepared, and- Just because we have a certain amount of requests as appropriation, I mean, free cash, so it's like, just wondering why we're cut. I mean, I understand why you're building it as the budget so we can have it, but I

▶ 45:08 Cal Finocchiaro: guess my other question is... Put my glasses on. I guess 325 for the schools? Yes. So can we move that line item to something else? Could 325 be moved to another line item if needed- Mm ... or does it have to be within schools? It's within the schools. Yeah, so just school tech. That's what it's specified for. And the good news with this is if something came in under budget during the year, then I think per charter, as of May 1st or May 15th, we can transfer to another project because it's within the budget, whereas free cash, it just rolls to fund balance. This would, if a project came in under budget or there was money, we could then transfer it to another project. So as the auditor, do you prefer having this in the budget

▶ 46:00 versus- I prefer this, just for tracking purposes and stuff, because when it gets i-in a departmental appropriation, you can still call it out in capital outlay, but for me, as we were working on the CIP process this year, it would be easier to go in and just pull the cost from a line item to report back into the CIP. I mean, essentially, whether it's free cash or in the operating budget, we'd be using the money- Right ... essentially. Right. It would be built in. Yes. Yeah. So this would be FY27 money, and free cash is just the result of FY25 operations. Yeah. Thank you. Yep. Thank you so much. And I'll note that in other places, per Councilor Williams' point, for visibility purposes, we have had other departments that operate in

▶ 46:50 Devin Romanul: the schools. We had requested as colleagues to the administration to call out areas of, say, DPW or parks, where they're doing operations and expenses in the school district. And so there's some visibility as to where there's operations and money spent on the city side versus the school side. So perhaps down the line, there's an opportunity to integrate that same approach for capital budgets, per Councilor Williams' request to kind of get more visibility into departmental side. Where it's actually going. Yes. But anyway. Yes. Thank you for that. Thank you for lodging my opining. Up next, I have President Freeman. Thank you very much. And through the Chair, I understand Councilor Williams' point,

▶ 47:25 Bradley Freeman: and I agree with it that this is a little clunky, I think, and that's probably a reflection of this is the first time we've done this. Yes. And to Councilor Vandiver point, I do think this is a really good direction for us to move in, spending some of the extra revenue we are bringing to the city now on capital projects. I think one of the things we've all talked about is how can we demonstrate to the citizens that the override money is being put to use for the city, and this is a great way to do it with shovel-ready projects. And I think just for a point of clarification, because you said this is FY27 money. Yes. So if we were not to approve this, these projects wouldn't be able to be done in the next fiscal year. We'd have to wait almost two years

▶ 48:03 Bradley Freeman: for this fiscal FY27 money to be certified as free cash to come up before the council again. Or yeah, next May- Or next May ... FY26. Yes. So projects like this, playgrounds, various improvement projects, because of the timing we have left, if we want these projects to move forward this year using FY27 money, this is the vehicle for it. And there's really not a free cash in excess to do these projects using the FY25 money. Is that correct? Correct. Thank you. Yeah. Thank you. All right. Up next, I have Councilor Chen, second time. I think Councilor Williams' question and mine is more around governance. We put a lot of scrutiny on free cash requests of hundreds of thousands of dollars, and then here we have a single line item around school IT that's $325,000.

▶ 48:49 Jason Chen: But to President Freeman point, if we are in the sixth year of this, we would be able to see five years of spend history. We'd have justified invoices of these are all the capital things. They'd be a little different from year to year. Mm-hmm. But like all operating companies and factories and schools, we just know stuff breaks, and we have a certain pile of capital things- Right ... that we just trust. You don't have to come and request for $10,000 here or $5,000 here to fix capital asset type things. So, I think I'm willing to support this, and with the exception of the school IT, everything looks about the right fraction of- Mm-hmm ... complexity and assets. I don't see $2 million for DPW, for

▶ 49:35 Jason Chen: a $9 million budget in here. Mm-hmm. So, I think maybe to satisfy the governance piece, it's just as we go on and when we talk about this next year, we actually see the history, and then the justification for why the amount is the way it is, is more clear, and then we refine that over time. Mm-hmm. Is that the approach that you want this to take? And keep them on capital outline. By keeping it in this. Yeah. And whether it's all here or in the department budget, it's really just easier, doesn't matter to me. Yes. But it's more the idea of capital going into department budgets rather than being requested in small line items for free cash. Large items I would still expect, large and special and unusual ones,

▶ 50:16 Ryan Williams: I would still expect to come through the council approval, but this is really for recurring, expected, and routine. Yes. Okay. Terrific. Up next, I have Councilor Williams again. Well, it's not really recurring. Some of it is just multi-year. So for instance, the Hoover APR cost is budgeted here at $75,000 for this year, but the total capital cost is estimated at $150,000. Yes. You would have this on this capital list for two years, and then it would fall off. So, I think in the memo, I don't know if I put it in there, we also requested earmarks for some of this money, and we were awarded partial earmarks. So for the Hoover APR, we were awarded a $75,000 earmark. Hmm. And then this $75,000 line item would be combined

▶ 51:03 Ryan Williams: too. So, in this case, this is actually not recurring or multi-year. It's just one year, and it just lands on this list, right? Yeah. So yeah. I agree directionally. I do agree that it's good for us to have recurring capital costs. I still think that it would be good to have the capital costs attached to the budgets of the departments that they serve, because I think it's important for us in terms of governance and financial management to know whether or not, for instance, Memorial Hall is costing $5 million over three years, in the same way that we've had this discussion about the schools. Mm-hmm. So, we want to know the true cost of operating these services and what it costs to keep these things open. And if we have masonry eating

▶ 51:51 Ryan Williams: a quarter million dollars a year, but it's all going to Memorial Hall, which I'm not saying it is, then it's harder to find. And similarly with police vehicles, we're sort of, I can't remember, we're not depreciating, but we're amortizing the cost of what we think the total police vehicle replacement need will be over multiple years. But if we really think that we just are always going to need $400,000 every 10 years in police cars, we should just have a vehicle line item in the police department budget. That would be the goal. Yes. Yeah. Yeah. Definitely. So, there's some of these things where I really feel like they do spread across lots of different departments. Mm-hmm. And it makes sense for us to have capital.

▶ 52:34 Ryan Williams: And I will support this tonight, but I really think that we should think carefully about if we're saying these are recurring items, then something that happens for one year shouldn't be on here. If we are saying that these are things that happen across all departments, maybe we want to track all vehicle spending. I don't know. Yeah. Or maybe we want to track all fuel consumption. I have no idea. I think that's a good use for this approach, and I also think it's good to have some stuff in here in the budget process that we can use to fund things in the summer without having to wait for free cash and appropriation. But again, I kind of think that the capital line items can be contained within the individual department budgets

▶ 53:16 Cal Finocchiaro: instead of being a big capital budget. I imagine if we had a big salary budget, it was just like school blank, this blank. It would be similar. My reaction would be similar. So, that's my thinking on this. And thank you for entertaining me. Mm-hmm. Thank you. Up next, I have Councilor Finocchiaro. Thank you. So, I was just looking over the list closer, and I always pay attention to are these things are safety concerns? I look at asbestos. Mm-hmm. Remember we have asbestos everywhere in the city . Yep. So, I'm sure that will be kind of a reoccurring thing for different schools. It doesn't seem like we're frivolously spending money. It looks like things are broken, or we have asbestos, or repairing exteriors or stairs or masonry.

▶ 54:03 Cal Finocchiaro: Yes. Sorry, I didn't mean to cut you off. That's okay. For the most part, most of these were identified in the CIP as well. Yep. And so you can tie them back to the CIP. Right. Yeah. But what I'm saying, too, is I feel like that it's important for residents to know that these aren't just like, "Oh, we're going to go buy flower baskets for every school." It's like, no, we have infrastructure issues. So, I do feel like that is a reoccurring cost that we could - Yes, figure out ... definitely could use each year. But I agree with Councilor Williams. Some of these, it would be nice to see within the departmental budgets if we think that it's something that they are going to require every year. Thank you.

▶ 54:47 Manjula Karamcheti: Perfect. Up next I have Councilor Kaminski. Thank you so much, and thank you. Just sometimes I'm processing all the great questions that my colleagues are asking. And so just want to say back what I think I'm understanding. This is new, because I don't remember it from before. I've been here for a little while. But this is really the city's attempt to proactively spend money on needs that we've identified that either were in the capital improvement plan or came up sort of after the capital improvement plan was established. And I think what I'm also hearing my colleagues say is that, and I'll use DPW for instance, we know that DPW has really pushed vehicles to their limits, and having a line item in their budget to replace

▶ 55:40 Manjula Karamcheti: regularly would actually be something that could be helpful- Mm-hmm ... in the future. So moving towards that. So this is proactive, but we could even be more proactive if departments had it in their budget. I think that's what I'm understanding, and my colleagues can... We can chat after the meeting to make sure that I'm understanding this correctly. But in general, this is a good direction. It's transparent. It's connected to city needs. So at that, I'd just make a motion to move the bottom line. Motion to move the bottom line made by Councilor Kaminski, seconded by Councilor Finoguerra. On discussion, I have Vice Chair Vandiver and then Councilor Williams. Thank you. Yeah, so I think that what I hear people asking for is the

▶ 56:26 Kimberly Vandiver: way to look at it both ways, the way to look at things associated to departments that are spending the money, and there's also a value to looking at the capital. And, I think that there would be nothing-- I don't see anything wrong with having a capital budget that included all the capital spending departments, right? And as long as you can identify perhaps which ones, you can look at it both ways. You can look at total department spending. You can look at things spent divided into salary, capital, fuel. Right now, you can go through and look for every line that says electricity across all the budgets, right? You can see- Mm-hmm ... what is the city spending on electricity across all these different departments

▶ 57:05 Kimberly Vandiver: or gas or whatever. So I think, to me, it sounds like, we either in these lines would like them to note the department name or number, or if these lines got resorted next year into the departments, we'd like them to say capital colon, and then say that. So either way, it makes it accessible so we can sort and slice and dice the data the way that we're interested in. I assume there are limitations to software, so you can't add tags or something like that. But, that would be the ideal, is that we can access both those kind of axes of the data. Yeah. Yeah. That's great. All right, Councilor Williams. Hi, it's me again. I had a couple specific examples of where I think maybe we could improve just the communication piece of connecting these.

▶ 58:00 Ryan Williams: So for instance, if the final item of Hoover APR is actually intended to be an asbestos remediation budget, it should just be called asbestos remediation, right? That would be a capital line item. It would recur. And this year, in some meeting we would have- Yeah, in some meeting we would have where you guys would come and say, "Here's the capital budget for this year." You'd say, "And we've chosen Hoover, and we've chosen this one, and this is what's going to move forward this year." So that would sort of connect the dots a little better. Similarly with the line that says Arc Elect. Arc Elect, if you refer to the Rosetta Stone of capital improvement plans- ... is the electrical study and Arc Flash study labeling all school and municipal

▶ 58:40 Ryan Williams: buildings, and it conveys a lot of information that a casual reader, an average reader would not be able to see in the budget. And I think of these budgets a lot in the context of an average resident who's trying to dig into municipal finance and look at these things. So those are the two things where I saw that and I was like, "What is that?" And then I had to stop and look and... Anyway, my second question is, does the fact that these are in a separate sort of fund and department change the approval process for departments to access this money at all? Who's the one that decides on the expenses and sets these budget items if they're not housed in schools, DPW, fire, et cetera? No. So the department would still have access to it.

▶ 59:24 Ryan Williams: Okay. It's more the control, like the furniture and fixtures. The goal is to update meeting spaces. Yeah. But if there were other departments, there's probably a list that DPW has of broken chairs, desks, all those things that have to be replaced throughout the city. So they would manage something like that because they manage facilities. So, yeah. So for police vehicles, you tell the chief of police, "You have $83,000 this year for vehicle- Yes ... purchases," and then he can just go spend it and send you the invoice as he would any other expense. Yes, he would have to follow all the procurement rules- Sure, yeah ... and yeah, the purchasing policies, yes. Okay. All right. Thank you. Yep. Terrific. And last, I have Councilor Park.

▶ 1:00:09 Thank you. You and I have had conversations right before this meeting about- Yeah ... capital outlay. So I have a good grasp of what this is about, and I've also had conversations with my other colleagues. I was prepared to endorse this, but one thing that you had said just made me want to ask this question. So there's a line item here for police vehicles, I think $83,000 for capital outlay. And I think the question was brought up by- If we know that's a recurring cost, it would go into the line item of the operating budget. And you said that would be our goal. That is our goal, right? Mm-hmm. So how do you make that transition? What would be that logistical process into going into the operating budget, and what are those benchmarks into

▶ 1:01:04 defining those goals? I think it would be the availability of funding, making sure that we could get those in, and that it was sustainable for a number of years, right? Before we add things to the budget, the goal, that's what has happened over time. Human capital has taken up more of our ability to fund capital. And so over time, this funding kind of disappears just with health insurance, pension obligations and stuff. So when we looked at the override, it was trying to figure out how to sustain those things and get them in the budget. So I think, this is our second year. Fiscal 27 will be the second year, so I think if there's funding available in FY28, we would try to look to make those regular recurring line items.

▶ 1:02:04 Okay. So you can think of this as sort of like a buffer in terms of historical trends and what is being asked or put into the capital outlay. And when it makes sense, the mayor's administration team will then suggest or move it into the operating budget for those respective departments. Yeah, that would be the goal. Yeah. Okay. Very good. Yeah, because police vehicles specifically, it's like every five years they need to be replaced. So I think this would replace a 2019 cruiser, which is more than five years at this point. Right. And just to sum up everything, what people have said, I think it's both a combination of recurring as well as capital projects, one-time projects, which as we already talked about, it's difficult to put in these respective buckets.

▶ 1:02:50 Yeah. I get it. Thank you. Yep. All right, we also have Councilor Finocchiaro. Thanks. I'll be very brief. So I don't know if you answered this already. Say the police did not need that $83,000. Would we zero out that budget next year, or we'd keep it there for something else? We would zero it out if they didn't need it as part of the CIP, but the CIP identified that need- Right ... for the next five years. Right. Yeah. Okay. Yeah. Terrific. Yeah. With a motion on the floor, and I think all my colleagues' questions answered, Madam Clerk, will you please call the roll? Yes. Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Karamcheti? Yes. Councilor Kowal? Yes.

▶ 1:03:32 Councilor Abrunski? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor. All right. We will move the bottom line on 931. Thank you so much. Up next, we have Department 300, Schools. Woo. Here we go. Thank you for joining us, Superintendent Berman and Deputy Superintendent Kelly. Appreciate your time. All right. Thank you for having us. Yes, thank you for having us tonight. All right. I got sent along some slides. There we are. Perfect. We'll be referencing those as we go through. So thank you for having us tonight. We appreciate it. I think just to recap the timeline, we had shared our proposed budget book with the school committee in March.

▶ 1:04:33 There was budget deliberations, and we asked respectively school committee to approve the budget on April 14th, which they did. And then we'd just like to tonight go through and give you some highlights to our proposed FY27 teaching and learning budget, and we'd be happy to answer any questions you might have therein. So next slide, please. So going back to last fall, there were two major drivers for our budget. Superintendent Berman detailed those key priorities for FY27, specifically in her executive summary. And there were really three major themes. We were looking to reduce class sizes where we could, restore the team model at the middle school in grades six and seven, and then focus on high-quality instructional materials for

▶ 1:05:31 our... If you're not aware, our school system is a multi-tiered system of support schools, MTSS, where if you think of a pyramid, the lower end of the pyramid is where we capture as many students as we can, and then we get more specific targeted supports for students to access curriculum as we get to the top of the pyramid. So those high-quality instruction materials are designed to reach youngsters and our learners at the earliest level in a grade-level classroom. Secondly, we rely on our strategic plan that we designed three years ago. Pillar number four of our strategic plan is for responsible fiscal management of city resources, and so that's another major driver for this budget in that we want to be very

▶ 1:06:19 responsible and thoughtful about how we employ city resources to fund the school system for FY27.It's really the roadmap that we used this year. And I'll turn it over to Superintendent Berman for a little bit. Great. So this is Mr. Kelly's Super Bowl, I believe, budget time. So I will take a few slides though, just to share. Next slide, please. This is actually one of my favorite slides that we have, just because, A, I love to color code, and I like things in categories. So this is showing you the growth that we had beginning in last year prior to the override. You can also see the growth in each of our columns here in terms of where we landed with the supplemental budget that came through, and then also moving toward our

▶ 1:07:11 FY27 proposed budget. As we have said many times, we restored 17 positions as part of the override. Again, very thankful to the community and our voters for that. But that is not all that has been cut over the last three years, really. So we have cut quite a few positions. We focused in bringing back positions, those that would support our main goals. So, I will go to the next slide, please. So this is a little bit words that support the prior grid that you had. So our priorities, as Mr. Kelly shared already, is class sizes. So, where we have decided to make some of our class sizes smaller, and bringing back or adding a Franklin teacher, restoring three teachers at the elementary school levels, and eight teachers at the secondary

▶ 1:08:09 level. Many of those teachers at the secondary level will be part of the middle school to help us bring back the sixth grade team model as it existed previously, and also a seventh grade team model. So the sixth grade team model will be three teams, seventh grade will be two teams. And eighth grade will not have teams. So we'll do that gradual release through middle school and make it look a little bit more like a high school model. This also enables us, as you saw it on the prior graph, to purchase those high-quality instructional materials that we want. And in order to do that, we have the materials and the diagnostic tools and our professional development that our educators deserve. We also have some support in there

▶ 1:08:54 with implementation of that. So, we will be bringing back a secondary STEM director for grades 6 through 12. We also had a model through all of our cuts where we had to have two of our larger elementary schools, the Lincoln and the Roosevelt, that also have special education programming in them. We had a combined model of a special education coordinator and an assistant principal. So we are going to restore that assistant principal position to a 1.0 in each of those buildings from 0.5. And that will help us also be able to spread our special education coordinators more appropriately throughout the district. And then, one of our other points that we really want to focus on is our ability to provide

▶ 1:09:41 intervention to students. So, we will be looking to bring back an elementary school counselor that will be housed mainly at the Lincoln. And we also have two positions that we're holding that are probably going to go towards special ed at this moment based on the numbers and the pieces that we're looking for. And I just also wanted to highlight through some additional Chapter 70 funding that came in at the end of last year, that we were able to hire two reading specialists. So, that has also helped us with our reading intervention piece. So, next slide, please. Another important thing that we always think about is enrollment. And right now, our enrollment for next year looks fairly similar to this year. However, our projected enrollment for the

▶ 1:10:34 future is going down based on a NASDAQ study that was done in January of this year. We know that just in general, people are having fewer children, families are a little bit smaller, and Melrose just looks a little bit different, as well as many of our surrounding communities. This is really important because, A, class size was one of our very important priorities, but also our foundation enrollment is a major driver for our Chapter 70 funds as we get our funding. Next slide, please. Next slide. Thank you. So, on the school side, we do use the DESE chart of accounts. So these are the different spending series that we track and we report on at the end of the year in our end-of-year report. The city has made strong investments in the

▶ 1:11:29 schools in the most recent four or five years, both in one-time funding and now operating budget. But it's important to keep in mind too, about 93% of our teaching and learning budget is fixed cost. So you're talking about personnel costs and salaries, mandated service provided to students. And these are costs that we have very little variance with. Our budget for FY27 does include those additional 15 teaching positions, two administrative positions that Superintendent Berman referenced. And any budget is a plan based on knowns and unknowns, so these are some of the knowns that we've budgeted with. And it's important to keep in mind too, that on the school side, we do raise about $5 million worth of our own revenue through things like user fees and

▶ 1:12:23 tuitions. And those are mainly based on enrollments. And our overall theme that we're trying to build is stability. We want a budget that's stable and then progresses through the next few fiscal years, keeping stability.And we continue to build on best practices. Next slide, please. So this is just a graphic on the recent local contributions, as I mentioned, going back to FY24 all the way up now to FY27, including the supplemental budget. That's about a 27% increase from FY24. So that is a substantial investment in the local appropriation from the city to the schools. Slide, please. Thank you. So, if you've had a chance, our budget is available online. Our detailed line item budget is available online. This is a snapshot of that.

▶ 1:13:15 So we've got our different spending cost centers, each of the schools, and then the departments within the overall operating budget. You can see we have salary costs versus non-salary, and then this also aligns with how our school committee uses different spending categories, we call them our school committee categories, to budget the different amounts by category. Slide, please. Thank you. So, next steps going forward. We are always trying to build trust and show transparency with our budget. We held some listening sessions this winter with Superintendent Berman and myself. We do try to publish our line item budget as soon as it is available for the community to see and review as the school committee deliberates.

▶ 1:14:05 Our school committee did approve our budget on April 14th, and now it's been sent respectfully to city council for consideration with the city-wide budget. A few things that are still in motion. We are currently negotiating three of our six collective bargaining units right now. The House Ways and Means, Senate Ways and Means are hopefully going to come to a consensus on the state budget very soon. But there is an additional Chapter 70 revenue that the superintendent mentioned above our initial cherry sheet estimate. And so, we're respectfully asking the council to consider a $49,332,180 overall appropriation local contribution to the schools. And we'd be happy to answer any questions that you may have.

▶ 1:14:50 Elizabeth Kowal: First, I have Councilor Kowal. Hi. This is a lot to take in. We just actually got this today at 4:15. So this is just a lot of information. But one of the questions I have is that I understand that you have one principal now for the high school and the middle school. And I just have concerns that you've planned-- I know of his reputation. I know that everybody says it's working. I hear it. I understand that. I think it's a little bit chancy to plan something around a person as opposed to a process or a procedure. Anything could happen. And of course, we don't wish that at all, but it could. And so I'm just wondering if that is taken into account. It's not in this budget. But is there some sort of contingency somewhere should something

▶ 1:15:43 happen and we are suddenly out two principals as opposed to one? Sure. I guess I would preface that in my prior district, this was the model we had. So I'm very used to operating this model. I've seen it be very successful. So, I think, like I mentioned before, every budget is based on knowns and unknowns. That would be an unknown, and I think that we're trying to build stability so if something like that were to happen, we would be able to react to it. And I think over the past two to three, four years, we have built a budget that's able to sort of deal with unknowns, trying to deal with unanticipated. But, I'm very comfortable with that model, and I agree with you. I wouldn't want to build a system based on a person.

▶ 1:16:25 Elizabeth Kowal: Having said that, I've seen it be successful before, so. If he were to leave, would you look to just hire one again, or would you be looking to split it and look for two? I think that would be situationally dependent. I think that we would want to talk with our stakeholders, talk with the leadership, and find out their input as well. Because the model that we have right now is actually, as you mentioned, is working very well. And when you say the stakeholders, I assume that's the teachers. Would that also be the parents? I think it would be teachers, students, parents, I think, yeah. Community-wide. Thank you. Up next, I have Councilor Graham-Chetty. Thank you so much. Thank you both for being here.

▶ 1:17:06 Manjula Karamcheti: I just actually wanted to start with saying thank you to you both for your steadfast leadership and your commitment to Melrose. You started with us in a pretty dark fiscal situation, and I know that you've been so committed to getting us to the other side of that. So I just wanted to start with saying how grateful I am. You keep showing up for us and doing the hard, hard work day to day. I also wanted to say, great choice on your budget cover. Appreciate your selection there. For those who don't know, my son is on the cover, and I had nothing to do with it, but I did appreciate it because he found much joy in the Melrose Public Schools. And I feel like that picture is a note of that. So I just have two questions. One's kind of big picture, and one's a

▶ 1:18:04 Manjula Karamcheti: little more specific. I am curious, so Melrose is not unique in this situation, but we continue to see achievement gaps, particularly for our students of color, for our special education students, and those of our students that fall lower on the socioeconomic status. And in terms of your priorities, none of those are named explicitly, and yet I think some of the things that you're naming are connected to that. So I just wanted to provide you sort of an opportunity, if you could just share a little bit more and make the implicit explicit in terms of how some of the things that you've put into the budget really do addressour achievement gaps in our district? Sure. I think there are a number of things I can start, and you can fill in if I

▶ 1:18:55 miss anything. But I think certainly looking at our interventionists. I think even just looking at the secondary schedule, specifically at the middle school, ensuring that that team model is going to provide time for students to have time for intervention. I think middle school is where we're seeing some gaps. I think that's somewhat typical. I also think bringing in some high-quality instructional materials and make sure that we're providing professional development. But these materials also, as Mr. Kelly had said before, they provide opportunities and experiences for children at all levels. So it makes it a little bit easier for teachers, A, to assess, but then also to provide. And so, we

▶ 1:19:38 always want to have really strong core tier one instruction. So instruction that all students are getting. From there, there may be some intervention where special education should be the last stop. But we definitely don't want that to be the only game in town. So, we are working really hard to provide win blocks for students, what I need, intervention blocks for students to get, either whether it's in the classroom, some extra teacher table, or being pulled out for some remediation in six to eight-week chunks so that we can see some hopeful progress. I think too, our data platforms like IXL provide very detailed, very high-level data on how students are working towards grade-level goals. We're in Massachusetts, there's grade-level frameworks and

▶ 1:20:31 Manjula Karamcheti: standards that are taught at each grade. IXL is very connected to Massachusetts. It can assess how students are doing, and then using that data to target and provide interventions as we get to the top of that pyramid that are more targeted and more specific based on students' individual needs. Great. Thank you. My second question, and again, I think I understand the decision, but I think it's just an opportunity to just say it aloud in public. We, as city councilors, I think have received a lot of communications around why certain decisions were made in terms of positions being brought back and others not. And I think one in particular we heard a lot about was the director of visual and performing arts.

▶ 1:21:18 Manjula Karamcheti: And I think you made a great choice to bring back a director of STEM. And so just if you could speak to the hard decisions you had to make about who came back when and why. Yeah, there's a lot of hard decisions. And not who, the positions. The positions. Yeah, no, there's a lot of hard decisions, right? Yeah. We know there were a lot of hard decisions in the 40 plus people that we've cut over the last couple of years. So, bringing back is actually, I feel like even more difficult at times because then you're prioritizing different grade levels, different schools, and a myriad of things. So, one of the reasons why we decided to bring back a STEM director in that was because of the new math curriculum that we're

▶ 1:22:01 bringing forward. So we did have conversations around what does that visual and performing arts position look like? Does it remain a stipend as it is right now? So that currently is a stipended position that is being filled by Steve Black, who is one of our middle school assistant principals. But we did have conversations in January probably, maybe earlier, about what that looks like. With the possibility, hopefully strong possibility, of additional Chapter 70 funding that will come in over $300,000, we are, again, considering now based on the list of what we couldn't bring back, what now becomes a priority and what can we bring back that might help support some of that. Okay. I said I only had two, but I actually had another. Sorry.

▶ 1:22:56 Manjula Karamcheti: And I think it's a hard one to answer, and I acknowledge that as I ask. But I'm just thinking a little longer term, particularly around the educator contract and negotiations and how the scale works, and just how are we feeling about... Because oftentimes, the negotiations, obviously because it's human capital, impacts our budgets more than anything. So I guess I'm just like, for us as city councilors, what might we need to be thinking about and being aware of down the line in terms of funds that need to be available, flexible thinking on our part in terms of what the schools need to be able to grow and sustain? Yeah. I feel like I want to take a pass, but I'll give it a shot. But given the fact that we're still in negotiations, there's a lot that we can't talk

▶ 1:23:56 Ryan Williams: about- Of course ... which makes it really complicated, right? I think that one of the things that we talked about at school committee, and it is on one of our slides, is that we are thinking of trying to move from that reduction thinking to that strategic opportunity and planning. And our word for the year is stabilize. Yeah. So we want to stabilize for this year, which we've been able to do, but also in the coming years. So that's our plan. Perfect. Up next I have Councilor Williams. Thank you. Hello. I'm sorry I didn't get a chance to talk to you folks. I know you gave me some dates, and I got really sick, like very sick. Mm-hmm. And I blew my whole week up. So, I have one pretty simple question, then I have one that I'd like to dig in a little bit

▶ 1:24:48 with you guys on. The simple one is, if I'm reading the budget right, there's no free cash budgeted?In this year's budget? Am I seeing that right? Um- I'm seeing a one-time free cash in the offsets local contribution, and then one time free cash says eh. I don't have that sheet in front of me, but you are correct. We are not anticipating any, at this time, free cash requests. That would be a pleasant surprise. June 1st of 2026, we are not anticipating- Okay ... that. We did, in our prior budget, use the Special Ed Stabilization Fund as sort of a fallback should that be needed. But our budget now, through different influences, predominantly the override- Yeah ... we are not anticipating that as part of our budget.

▶ 1:25:35 Ryan Williams: And I want to say thanks for putting some focus into special education because those of us who've been sitting here for a couple of years have watched special education services hamstring the schools, in particular, among students who couldn't get services in Melrose, and so they went somewhere else. And then we had to foot that bill, which was more expensive because of their transportation needs. So, I think that's a fantastic use of funds. And I know that there's a million good and bad choices that you guys are having to make, so I hope that folks will give you some patience and grace as we move forward with this over the next couple of years. My deeper question is, as I'm reviewing the budget documents over the last couple of

▶ 1:26:20 Ryan Williams: days, one thing that I could not figure out is do we have a solid grasp for how much we spend on technology-based instruction? So this is everything from Chromebook contracts to IXL, i-Ready, whatever else. Basically, anytime a kid is being taught on a screen instead of by an educator with pen and paper, let's just create that division. Do we have a sense, and if so, where might I find it in the document? Sure. A lot of that is under the Curriculum tab, the Curriculum department. Our biggest is IXL. That's the assessment. That's our diagnostic tool. DIBELS, I believe, is a paper/pencil. Yeah, at the lower levels, we use the DIBELS program for both our literacy and our dyslexia screener, so that's paper-based.

▶ 1:27:11 I would say IXL is probably our biggest online platform. MCAS, obviously, is an online test. Hmm. And then teachers have flexibility about using-- We're a Google Suite district, so they have the flexibility of using the Google Suite to do curriculum support in the classroom. So there is some autonomy with the teachers there. But our IXL and MCAS are our bigger... Hmm And MCAS, there's obviously not a budget impact as far as it's, we don't get a bill from the state for MCAS. But I'd say IXL is probably our biggest online- How much does it cost? IXL? I think it's roughly around $200,000 to $250,000 for a two- to three-year contract. Depends on the different levels and different variables you can choose, and it gets-- There's a menu of options you can get with

▶ 1:28:00 Ryan Williams: IXL. Hmm. And Ms. Acevedo does an awesome job of getting what the district needs, but it's in that ballpark. Is it like $200,000 a year for three years, or $200,000 over the course of a three-year contract? It's about $250,000 for the three years total. For all three years total. Okay. And I know we've fairly recently spent money on Chromebooks- Yeah ... in this council, and I can't remember how much that was, but that was- Yeah, Chromebooks has been a- ... a chunk ... combination of resources from IT and from the schools. Yeah. And obviously as you're mentioning, lot of focus with phones and screens with kids and the benefits of the risk/reward and what's the tipping point of what's too much screens, and so-

▶ 1:28:38 Ryan Williams: Yeah ... I think everybody is looking at that. Yeah. And I think that we have collaborated with the IT department on Chromebooks. I think that'll be something that's discussed in earnest over the next few years about what are the benefits of giving kids a device every day. Yeah. I'm sure as educators, you're aware that there's been a really substantial amount of media attention at national media outlets in the last two months, three months, about Chromebooks in particular, and education declines that are being sort of pinned on Chromebook usage. And I think that everybody did this with the best of intentions, so there's no blame to go around or anything. But I think it would be good to have a really

▶ 1:29:20 Ryan Williams: robust discussion internally about whether these things are worth the cost and whether we can improve educational outcomes without them. That's something certainly that the constituents that I talk to, it's an item that comes up more often than I would think. It's something that is definitely sort of in the zeitgeist right now of conversation about parents and schools is do we need these screens? And I think, too, with the discussion of the school phone ban, which would be fantastic. It would be nice to get back to basics. Mm-hmm. That's all I have. And we do have technology committees and everything- Yeah ... that meet on a monthly basis that are making recommendations for all of these pieces. We just recently did the technology

▶ 1:30:05 update memo, I guess it would be, for school committee, that shared out on where we were with doing all of those things. So- Excellent ... that definitely is in motion. Yeah. Thank you. Okay. Perfect. Up next, I have Councilor Obremski. I just had a question about the transportation cost, because that's a big line item. So do you know how many kids you transport each day? So it's a combination. For transportation, we have about five in-house drivers that work for the Melrose Public Schools, and then we contract out with a few vendors, the biggest one being NRT. We contract through the SEAM Collaborative. It's probably anywhere from 60 to 70 students a day. 60 or 70 a day? And that's a total for the district?

▶ 1:30:48 Jason Chen: Yeah. That would be a combination of students placed out of district as well as in district. And special education and McKinney-Vento. Yes. Yeah. Yes. Thank you. Our homeless- Okay ... population as well. Yep And then, do you have a practice of allowing parents to transport their kids and then paying that? We do have that option, yes. Yep. All right. Thank you. Terrific. Up next, I have Councilor Chen. Thanks for showing the enrollment graphs. Quite concerning to see a 10% drop over the next three years or so, three years and change. Mm-hmm. So if the school has a certain amount of fixed budget, like overhead staff and special teachers, music, art, theater, so forth, if we have a 10% drop in students, then we're spreading

▶ 1:31:42 Jason Chen: those fixed costs over fewer students, and our spend per student goes up, but not in a good way, because we're much less efficient. And so that 10% drop looks like it continues for the next seven years or that entire chart, every three years. Seems like we've got some really tough decisions to make ahead of us, both for you and for our school committee. Any comments? Sure. So enrollment, yes, it's two sides. So it's what the state uses as part of their Chapter 70, the foundation enrollment, so that if enrollment decreases, Chapter 70 aid from the state would decrease as well. And then you would look at class sizes to see what is the best model to deliver the standards-based instruction to the students in the classroom.

▶ 1:32:32 Jason Chen: Just seems like the quality of our education, because we still have to pay all those fixed costs, might go down because we can't have all these extra programs, or we have less students to spread it around with. And I think, again, hypothetically, enrollment studies, two to three years is what I tend to focus on to look at as far as forecasting Chapter 70. Ten years out is a long way to go. It does show us a decreasing trend. But if you were to extrapolate that out, and hypothetically, you would want to match that, and potentially reduction in teaching staff needed to support the enrollment. Right. But that's variable cost, right? You still have fixed headquarters cost of staff and overhead, and that's the

▶ 1:33:20 Kimberly Vandiver: problem. Yes. I would agree with you. Yes. All right, up next, Vice Chair Vandiver. Thank you. On that topic, so I do see the graph with the projected decrease in enrollment. There are students who live in Melrose and could attend Melrose Public Schools, but for whatever reason, either choose not to or don't find the services they need in Melrose Public Schools. Can you put an estimate on that number, as far as if we were to get every student, every child who lives in Melrose who could attend a Melrose Public School into the Melrose Public Schools? How much would that change the numbers? I can get that information for you. I don't have the exact enrollments in front of me as far as charter school, private

▶ 1:34:15 Kimberly Vandiver: school, vocational schools. I don't have those numbers in front of me. But the students do have choices. For the most part, after eighth grade, there's choices about where they can continue their education. We hope it's in Melrose High School, but they do have choices. Okay. Yeah, just interesting as far as what are the factors, and I assume that changes in that are not part of that projection. That's probably just based on demographics that's going into that chart? That's for Melrose Public Schools, right? That's not an overall citywide. Okay. My other question is very easy. Just on the last slide, you talked about the expected Chapter 70 funding that's not quite finalized. And so I'm just curious about the mechanics of that.

▶ 1:34:55 If that comes in higher or lower than expected, and we approve a certain number tonight, what would that just functionally do with the budget? Sure. And I think like Superintendent Berman said, that's money that we're talking about right now. We haven't made any final decisions on that, and we would want to wait until, obviously, the state does settle their budget so we know the exact number that we're dealing with. And the CFO, Golden, is constantly keeping us updated. And generously, the city has agreed to, should that come through, send it to the school. So, we watch that, and we're kind of deliberating now about what that would be so when it does come, because we're in June. So we want to know pretty quickly what to do with that.

▶ 1:35:31 Cal Finocchiaro: Okay. And so that increased amount, if it came in higher, just very technically, would we have to re-vote on that? Or just any additional increase would come to you and- It's already in the budget. Yeah. Okay. We were able to get it in the city budget. Okay. But the school would have to vote on it. Okay, thanks. Up next, I have Councilor Finocchiaro. Thank you. Both Councilor Chen and Vandiver asked two of my questions. Thanks for stealing my questions. No, I'm just joking. I was just going to make a comment. Maybe now that we passed the override, and we're bringing back staff, maybe potentially we've lost enrollment because people weren't confident. And so maybe that kind of pendulum will swing the other way,

▶ 1:36:16 and you never know when enrollment will happen the next couple of years. So that's just my comment since my questions are taken. Perfect. Councilor Karamcheti. I was going to make a motion to move the bottom line. Second. Motion to move the bottom line made by Councilor Karamcheti, seconded by Councilor Williams. On discussion. Seeing none, Madam Clerk, will you please call the roll? Yes. Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Karamcheti? Yes. Councilor Coleman? Yes. Councilor Abramski? Yes. Councilor Kark? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor? All right. We'll move the bottom line on Department 300.

▶ 1:39:20 our- Government mandated ... government-mandated do-si-do here. We're back in Appropriations and Oversight, and next up we have Department 399, Regional School Assessment. Good evening. Patience. Go ahead. You want me to go ahead? Oh. Thank you for having us here this evening. It's my pleasure to introduce Jay Picone, who's the finance director at Northeast. So I'm going to thank you for having me tonight. I'm going to go through the FY27 budget real quickly, some of the highlights, and just how we developed it during the year. So the central goal of our FY27 budget is to reduce the financial pressures to our member communities as much as possible, while still meeting our educational goals and objectives.

▶ 1:40:27 We're facing limited growth in state aid and a sharp increase in our net school spending, so this budget's designed to protect educational quality while managing external pressures responsibly. Go to the next slide. So one of the greatest strengths of a regional school district is it allows communities to share the cost of providing a strong educational programming. Over the past, we've been able to keep our assessments at a below 3% increase. I will say based on recent developments with state aid and also with the building project, we haven't been able to meet that goal. However, our new goal going forward is we're going to minimize our assessments based on the increase to a minimum allowable contribution required by the state and our debt service increase.

▶ 1:41:26 So I'm happy to report that we were able to do that this year. So this is a challenging fiscal environment. Our lower than anticipated Chapter 70 aid, it came in significantly lower than we anticipated, with a similar amount of student increase. We went up 35 students this year. Typically would result in about 900,000 to a million dollar increase in Chapter 70. We received $526,000 for that same amount of student. I will say that it's because of the net school spending formula. So the net school spending, based on what the Department of Elementary and Secondary Education and DOR determines how much money that we need to spend as a school district on our students. And the change from '26 to '27 was

▶ 1:42:32 2,475,336. They determined that we need to spend that much more. Normally, Chapter 70 would bridge a lot of that gap, and I'll show you in the next couple slides that that has happened in the past. However, over the past few years, that has been diminishing substantially. And as I mentioned, the gap of the $2.5 million is only funded by $526,000 of state aid, leaving a $1.9 million gap that's funded by our municipalities, on the backs of our municipalities. Next slide, please. So this is the Chapter 70 trend. It shows it's going in the wrong direction. You can see in FY23, this is when the decrease started to occur.You can see most of the required district contribution was minimal at that point in time,

▶ 1:43:29 and Chapter 70 increase was able to cover a majority of our required net school spending. But that has decreased in FY27. You can see again that 35 students equated to $526,000 of aid where, again, in FY26, we see the similar amount of students. A 31 student increase, I should say, was $910,000. So this is an unsustainable model that needs to be addressed. It needs to be addressed at the state level, unfortunately. We unfortunately have to pass along this minimum required local contribution to our members, and I wish there was something we could do about it. We did offer a bit of a reprieve in FY26 to our member communities by reducing the debt service payment by $2.7 million from our excess and deficiency funds.

▶ 1:44:29 In FY27, that payment returns to normal. Last year, we came forward and basically said this is going to be a one-time reprieve to help in a very difficult fiscal year in FY26. It looks like FY27 is going to be very similarly difficult, but at least we were able to bridge that gap instead of having a very large increase from '25 to '26. You can go to the next slide, please. So you can see the debt service impact. Normally from FY25 to 26, you would've seen the five million go to nine million, but again, we used the 2.7 to reduce the gap in order to make it a little bit more manageable for our member communities to plan and giving them an extra year to be able to plan for that liability. All right, next slide, please.

▶ 1:45:25 So as I mentioned, our goal was to keep our minimum required contribution and debt service increase. The total amount of our assessment, we wanted to tie directly to our minimum contribution increase and our debt service increase, and we were able to do that almost exactly. So our total minimum contribution increase is 1,949,328. The debt service increase, based on the normalization of that payment, goes up 2,580,408, a total of 4,529,736. Our assessment is tied. It was almost exactly that, 4,529,354. I will say Melrose fared a lot better than most. Minimum contribution only went up about $7,000, and the increase to your debt service looks like it went up about 119 or so. But there are some communities, their minimum contributions went up

▶ 1:46:27 500,000, and the debt service went up 300,000. So $800,000 increases for some communities. But again, Melrose fared a lot better in this case. Next slide, please. So you can see the historical assessment analysis from FY19 to 22, we were looking pretty good, and then obviously when we introduced the debt service payment, that bumped up our assessments quite a bit. The increases will start to normalize because the debt service is going to start to level out over time. And we're not borrowing an additional 60 million. Our final borrowing is going to be in FY28, but it's going to be a bond anticipatory note. Next slide, please. So you can see this is a numerical representation of that same information I just showed you.

▶ 1:47:26 So FY27 is going up 18.21% based on the required minimum contribution and the increase in debt service. Next slide, please. So this is our state aid. We're going to receive 16,719,585 in Chapter 70 and $1.6 million in transportation aid. Next slide, please. So as I mentioned, the 16,719,585 is $526,000 higher than our aid in FY26. The transportation aid or reimbursement, since we're a regional school district, we get reimbursed for our transportation for our 12 member communities. We bank the transportation receipts that we receive in the current fiscal year, FY26, to use for FY27. We use it as a planning tool because if there are 9 [C] cuts and they cut transportation reimbursement, we know that we're going to have that money available to us for an offset.

▶ 1:48:33 And additionally, we're going to use $800,000 from our excess and deficiency funds, our E&D, to reduce assessment costs. We did as much as we possibly could in order to reduce the assessment cost to our member communities because of the fact that we have to assess at least the minimum. So in total, we plan to use $2.4 million of other funds to reduce the member assessment. Next slide, please. Yeah, thank you. So FY27 presents the following fiscal challenges. We need to meet our contractual salary obligations, including our steps, lanes, required under the new collective bargaining agreements. We're in process of settling those agreements right now. One of our major agreements, we have an MOA on, which is great.

▶ 1:49:21 And most of them follow right after that one.Supporting new instructional staff needed to accommodate our enrollment growth and expanded programming. We're adding new programs such as biotechnology, construction craft laborers, marketing, and medical assisting. We also need a new reading teacher to support the new students, and also special education support. Funding for additional custodial and security staff in order to operate and maintain the new school building. Addressing and increasing our transportation costs, we're adding a 24th bus to support the student enrollment growth. We're funding rising health insurance costs. Our health insurance is projected to increase 14%, since we're in

▶ 1:50:09 GIC. I think Melrose, if I'm not mistaken, is in GIC as well. Mm-hmm. So you understand that. And operational costs associated with maintaining the new school building. And also providing adequate supplies and materials to support the vocational programs in our new facility. Next slide, please. So in total, our total operating budget request for FY27 is $48,516,400. That's a change of $5,155,361, an 11.89% increase. That's for the total operating budget for Northeast. Next slide, please. If you reduce that FY27 request, I'm sorry, the operating budget, by the money that we applied to the budget, our total FY27 requested assessment is $29,396,815. Again, the $4,529,354 that I referenced was tied exactly to our minimum contribution increase plus the

▶ 1:51:15 increase in our debt service payment. And as I mentioned, Melrose fared a lot better than a lot of our other communities. There was a decrease in four students. So based on your minimum contribution, which your minimum contribution is based on the income and property wealth of your citizens, and also factors in the decrease or increase of your student population. So we can see that the increase was 114,718 or 5.9% increase. The FY27 total assessment is $2,066,354. Oh, I'm sorry. I didn't say to go to the next slide. I apologize. Sorry. And you can go one more, actually. Perfect. All right, so here's the breakout of the total operating assessment for Melrose, $1,585,598. The total debt service assessed to Melrose is $480,755.

▶ 1:52:18 Devin Romanul: The total assessment is $2,066,354. And that will do it for my presentation. If you have any other questions, I'd be happy to answer them. Terrific. And just before we get into questions, I'll make a quick note. We have a note from MMTV, if councilors wouldn't mind speaking more directly into the microphone. I think some members of our viewing audience had some trouble hearing some of our brilliant commentary earlier. Up first, I have Councilor Bremsky. How many kids from Melrose attend, do you know? Yeah. We have 74. 74? You don't know what the most popular shop is for those kids, do you? Electrical and plumbing are very, very popular, yes. Oh, okay. Thanks. You're welcome. Four kids. Terrific. Councilor Finocchiaro.

▶ 1:53:03 Cal Finocchiaro: Thank you. Thank you for being here tonight. You too. And I loved the walkthrough that we did of the new building. When was that? Great. April? May? May, April. I don't know when it was. It seems like it was just yesterday, but- It's probably cold ... the school's amazing, if you haven't seen it. Yeah, absolutely. We're excited to have our kids go there, and all the new shops that you have going on. I just have two questions. The excess and deficiency fund- Yes ... is that just like a stabilization fund you guys have? It's basically our free cash fund. Okay. So what happens is, 5% of our operating budget we're allowed to carry over on an annual basis. Okay. And anything above has to go back to the

▶ 1:53:45 Jason Chen: cities and towns- Okay ... in the form of reducing their assessment. Okay. So that's what you used the 2.74 in FY26 to cover. Correct. Okay. Yes. We appreciated that last year. That's great. And then, is this a 30-year bond for the new school? Yes. Okay. It is a 30-year bond. All right. That's it. Thank you. You're welcome. Other councilors? Councilor Shen. These gentlemen answered a lot of my questions in the past week, and I really appreciate it. In looking at per student spend per year at the voc, it is about $27,000. Compare that to about $17,000 for an average Melrose student. So there's no doubt that it's more expensive, but I think it is a clear investment in our economy, and we need more skilled trades people.

▶ 1:54:31 Jason Chen: I see it every day at work when I'm trying to quote parts, and things are cheaper in Asia, and we don't have enough machinists or toolmakers. So I think we need to rebuild that and hold the line on as many skilled trades people as possible. The question I think we need to keep track of in the coming years is, because the new voc has space for an extra 400 students, and it is more expensive, and more Melrose students will want to go, how much can we afford? And when they go, we obviously have to pay for them for the four years. So balancing the public benefit of students going to the voc with how much we can afford. I shouldn't ask the question without letting you answer, but any comments on anything I said?

▶ 1:55:20 Ward Hamilton: I would say, in terms of value proposition, because kids, you'reRequired to offer them this sort of vocational pathway. If you had to offer transportation, if you had to offer these type of programs, it would be exorbitantly more expensive for Melrose to offer that. And it's at a fraction of the cost, at a brand new school building. Mm-hmm. And again, we get reimbursed for our transportation too, which gets passed on to you in terms of a savings that we don't have to assess for. So, yeah, that's why we're- There's also an easily explainable phenomenon that happens when a new vocational school has been opened in Massachusetts, where there's already a high demand in the sending communities, but they've

▶ 1:56:13 seen it increase even more so. So as the number of seats Melrose has increases each year, I think we should anticipate our kids taking those spots. And so you're going to have the challenges that you just identified. Up next, Councilor Karamcheti. Thank you for being here. Really appreciate that we have the opportunity to send our students to the voc. I'm curious, has the lottery that the state has been talking about impacted your fiscal outlook at all? Anything we should know or be thinking about? No. So the lottery won't affect us fiscally until FY28, because then the Chapter 70 numbers are based on the October 1 numbers from 2025, so our current enrollment. So, yeah. Yeah, I'm just thinking out a little bit, like-

▶ 1:57:11 Yeah ... have there been models run? Is that anything that as a sending district we would need to be aware of that might impact our financial model as well? No, because I think we've given a sense of how many students we're going to be accepting every year. And Melrose, you'll go up incrementally. I think the model was that right now you have 74. You may, in four years or five years, could reach 120. But I think, again, that comes with more Chapter 70 money that we're able to use to offset that cost to you as well. Okay, great. Thank you. You're welcome. For some context on that, when I first got involved at the school, I was elected in 2020, and I think in 2020, 2021, we had 22 students. So

▶ 1:58:10 Manjula Karamcheti: it's a- Yeah ... meaningful change. I think my thinking is, and I probably won't use the right language, but the lottery impacts admissions decisions that you're able to make. And so in terms of resources, support, needs, might that impact you budgetarily, therefore impacting sending districts, I think was more what I was getting at in terms of that, not just numbers of students. I see. Yeah. So next year, similar to this year, the way the budget's going to be built obviously is going to be our net school spending requirement. We need to meet that. That's passed on based on our total enrollment. Then basically, we back into, we take the Chapter 70 money, and whatever's remaining is your minimum contribution, and

▶ 1:58:59 Ward Hamilton: that's how it's determined. So, I don't know if that answers your question, but... No, but it's early days, so. Okay. So before the lottery, there was a more rigorous criteria, and it was more difficult. So you might have 24 Melrose seats, we could have 36 applicants, and we might only have, and I don't know the exact numbers, say 18 kids who apply that meet that criteria. So we don't fill all those seats. The lottery system does away with a lot of that. Right. So if you have 24 seats and 36 applicants, you're going to fill those 24 seats. Yep. So, I don't know if that was more what you were asking about the lottery. Ish. I'm good. Thank you. Thank you. Other councilors? Seeing none, what is the will of the committee?

▶ 1:59:52 Make a motion to move to the bottom line. Second. Councilor Finocchiaro made a motion to move to the bottom line, seconded by Councilor Chen. On discussion? Seeing none, Madam Clerk, will you please call the roll? Yes. Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Karamcheti? Yes. Councilor Coleman? Yes. Councilor Abramsky? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor. All right. We will move the bottom line on 399 or- Yeah ... regional school assessment. Up next, Essex Agricultural. I don't see kids here. Hi. Hi. I'm back. So I'm here to speak on the next two line items, Essex Agricultural and Lexington Minutemen. These are part of the city's operating

▶ 2:00:49 budget, and these programs are for any kids that programming is not offered at Northeast Metro Tech. So as far as Essex Agricultural, the estimate is based on eight students. Unfortunately, the timing of acceptances and stuff doesn't align with us doing the budget. They're kind of going through their acceptance process. So when the budget was set, we had a total of six applicants. Three were accepted, two were wait-listed, and we have four returning students. So that's the budget of eight, for the three that were accepted, four returning, and... assuming maybe one of the wait-listed ones gets accepted. And then Minuteman Tech, we have one student. As far as tuition and transportation and capital costs, those

▶ 2:01:46 rates are all set by DESE, and in my memo, I just itemized out the different tuitions for those programs. Perfect. Any questions from my colleagues? I'll make a motion to move the bottom line on both Essex Aggie and Lexington Minuteman. Second. Motion made. Just a point of clarification, I think we have to approve both schools separately. Oh, happy to do that. So I will first make a motion to move the bottom line for Essex Aggie. Second. Motion made by Councilor Karamcheti, seconded by Councilor Finocchiaro, on discussion. Seeing none, Madam Clerk, will you please call the roll? Yes. Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Karamcheti? Yes. Councilor Kowal?

▶ 2:02:37 Yes. Councilor Obremski? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor. All right. All in favor, we'll move the bottom line on Essex Aggie. Up next, Lexington Minutemen. I will make a motion to move the bottom line for Lexington Minutemen. Second. Motion made to move the bottom line by Councilor Karamcheti, seconded by Councilor Finocchiaro, on discussion. Seeing none, Madam Clerk, will you please call the roll? Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Karamcheti? Yes. Councilor Kowal? Yes. Councilor Obremski? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul?

▶ 2:03:16 Devin Romanul: Yes. All in favor. All right. We will move the bottom line. Thank you so much. Up next, appropriations for FY27, ID number 20261215, an appropriation in the amount of 348 million, nine hundred-- Excuse me. Oh, my goodness. Got my commas wrong. An appropriation in the amount of $348,948.80 for other funding sources for fiscal year 2027. Thank you. I'm not sure if some of the detail appeared in the order. It's in the Be It Ordered section of the order. But this is, as part of the budget, we have an other funding sources category revenue, and it's out of special revenue funds. So this just is an appropriation for those funds. So it would be $40,000 out of cemetery sale of lots and graves. Parking receipts, $75,000.

▶ 2:04:15 Ryan Williams: The debt exclusion for the middle school, which was amortized over the life of the loan of $33,948.80. And the last one is an appropriation from the Public Safety, Health, and Education Fund for $200,000. And so this is just counted as a revenue source of the budget. Councilor Williams. Why, thank you, Chair Romanul. Just to clarify, the Public Safety Fund, that's the marijuana fund, right? Yes. Okay. Cannabis. Yep. Right. And so we are sweeping all of this money into the general fund? Yes. As a funding source for the budget- To offset the general- ... to offset cost of schools, public safety. Yeah. Yeah. And is there a rundown of that you just read in the agenda packet? It's in the Be It Ordered section. So I can add

▶ 2:05:12 a memo or something, so it's more clearly out there. But it's also part of the revenue package under other revenue sources. Okay. So I can add it for clarity. I think it doesn't print in the agenda packet. Councilor Chen. How is the trend of this revenue? We're at $349 this year. How was it last year and the year before? So these are all pretty stable. The cannabis excise, it's 3% on recreational sales, and it's split 50% comes in directly through the general fund, and 50% goes to this fund. It is about $200,000 annually, or $400, because it's double that amount. Yeah. And the other ones, like the bond amortization, that was set way back in 2007. So that will just run off with the debt. It was divided by the

▶ 2:06:08 life. Sale of lots and graves, we reduced that this year because the Cemetery Commission did reduce the breakout when you buy a grave between perpetual care and sale of lots and graves. I think it used to be 90/10, and now it might be 50/50. And how often do we evaluate if our cannabis tax is the market rate compared to other towns and cities? There's a lot of factors that go into that. It's market saturation, and just as we saw more places open up, and more options, then we did see the cannabis price go down, and therefore the tax go down as well. Councilor Williams. Thank you. On the topic of the cannabis fund, so this fund used to be a little more remunerative when the community host agreements

▶ 2:07:10 Ryan Williams: were a little more flush. And the state changed the rules somewhat, so we used to get a little bit more money in that fund. It's nice to see that we have $200,000 still annually in there. Is that around the amount of revenue that's been accumulated over the year, or does that include prior year revenues? This is an estimate of next year's revenues- An estimate of next year's revenues ... of FY27. Yes. Okay, got it. So when the Cannabis Commission changed the host community agreements- Yeah ... that was a separate pot of money that we were getting- Right ... a percentage of the sales tax of- Also went into the fund. That went into the general fund. Yeah. That was a local receipt. Yeah. Yeah. So that money

▶ 2:07:52 Ryan Williams: is pretty restrictive- Yeah, and the- ... as far as getting reimbursement ... and the state sets the tax rate, tooDoes it not? It's 3%. You can- Right ... yes. So the council- We don't do that ... adopted that back in 2019. But we adopted it, but we adopted the state's- Exactly. Yes ... allowance for us to tax it. Yep. Yeah, so we don't get to change that tax rate. Right. Yeah. So we actually had a fun debate about this fund a couple of years ago, like maybe four years ago. And there was an appropriation request from this fund to fund a city program that we sort of shot down, and then it came back as a source for school funding because the ordinance that created the fund, specifically said that the fund was to be used for the administration of Melrose

▶ 2:08:38 Ryan Williams: Public Schools, which is you guys. And then impacts, this theoretical impact- Mm-hmm ... that cannabis sales would have, that we all, at the time, some of the pearl clutchers felt that we were going to have police everywhere and all kinds of costs associated with this place. So my question is, do you think that this is a good practice to put this fund into sort of a lump other funding sources to appropriate, as opposed to the way that we would, say, pull money out of a stabilization fund, for a one-time need? It's a recurring thing because it's a tax base, so I see it as an operational- Yeah I've advocated for that before, but I just wonder if you could speak a little bit to your feelings on this.

▶ 2:09:25 Yes. So that's kind of how I look at that money as well, that we should be spending what we're collecting- Mm ... each year. And even maybe not go as far as even separating it out, eliminating that public safety education fund, and just have it come in through the cherry sheet or through the quarterly- Mm ... Department of Revenue payments, and just have it be one line item similar to meals tax and- Sure ... yeah, hotel tax. I see. Mm-hmm. So that we're recognizing that cost, and it's not an accumulation of a bunch of money. Which is what it had been for a couple of years, right? Exactly. Yeah. Okay. Yeah. We had not used it for- Right ... a number of years. Yeah. Okay. Thank you. Appreciate it.

▶ 2:10:09 Kimberly Vandiver: Yep. Vice Chair Vandiver. Thank you. I'm trying to understand overlay in this context because these are funding sources, but I thought the overlay was money that we set aside. Could you just explain the overlay line to me so I understand it better? Sure. So the overlay, the assessors vote to release that amount- This is from the prior year? ... during the year. Yes. Okay. Yes. Got it. Thank you. Yep. I actually had a question. You mentioned that these are projections. I'm wondering if you could look at past years and past projections and how we end up relative to the money that comes in relative to what we projected for our budgeting purposes, and do we kind of purposely dip in under that, so then that way, we

▶ 2:10:51 aren't surprised by any sort of shortfall down the road? I'm wondering if you might be able to speak to that. Sure. I think we've never run into a shortfall in the past couple of years. We've been mindful of the different changes in each thing. So say parking, that's reflective of the parking that we collect at our MBTA lots. And so during COVID, we did see a decrease in the revenues, and we adjusted accordingly and reduced that revenue source. But I'd be happy to provide some information on that- That's great ... some actual numbers. Thank you very much. Yeah. Any other colleagues? What is the will of the committee? Make a motion to move the bottom line, or no, approve. Sorry. Motion approved. Motion approved made by Councilor Finocchiaro.

▶ 2:11:43 Devin Romanul: Second. Seconded by Councilor Chen. On discussion? Seeing none. Madam Clerk, will you please call the roll? Yes. Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Mm-hmm. Councilor Karamcheti? Yes. Councilor Kowal? Yes. Councilor Abramsky? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor. All in favor. All right. We'll move that forward. Thank you so much. Next in appropriations for FY27, ID number 2026-1208, an appropriation in the amount of $126,652,797 to fund the fiscal year 2027 general fund operating budget. Motion to place on file. Second. Is it motion to hold? Sorry, motion to hold. Sorry about that. Yeah. Motion to hold.

▶ 2:12:29 Devin Romanul: Motion to hold made by Councilor Williams, seconded by Councilor- So we second the holding ... Karemchedy. I was trying to table the whole budget, but it didn't work. Put it off till next time. Could pose a problem. Yes. Motion to hold the committee, made by Councilor Williams, seconded by Councilor Karamcheti. On discussion? Seeing none. Madam Clerk, will you please call the roll? Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Karamcheti? Yes. Councilor Kowal? Yes. Councilor Abramsky? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor. All right. We will hold our budget in committee. Up next, appropriations and free cash continued.

▶ 2:13:08 Thank you so much for your patience. This is ID number 2026-1172, an appropriation from free cash to the school department in the amount of $12,193.20 to purchase vape detectors for Melrose Middle School. Yes. Thanks again for having us. So you have three free cash requests from the schools, first being a little north of $12,000 for vape detectors at the middle school. We currently do have vape detectors in the restrooms at the high school, and we're proposing to use these funds to install them at the middle school. As we all know, vaping is a big risk behavior for adolescents, and it's readily accessible. And so this is twofold. It's to install them so that they're technological in the fact that

▶ 2:13:58 they can notify administration when they trip. And then it's also a deterrent. We want people to be able to walk into the restrooms and feel a sense of privacy, dignity, and so this is a deterrent to do that activity in the restroom. So be happy to answer any questions you may have on the vape detectors. Councilor Finocchiaro? Thank you for this. I was just gonna make a motion to recommend. I'll second. Second. Motion to recommend by Councilor Finocchiaro, seconded by Councilor Williams. On discussion? That's all right. Seeing none, Madam Clerk, will you please call the roll? Vice Chair Vanderberg? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Karamcheti? Yes. Councilor Kowal?

▶ 2:14:39 Devin Romanul: Yes. Councilor Obremski? Councilor Park? Yes. Councilor Williams? President Freeman? Yes. Chair Romanul? Yes. All in favor. All right, all in favor. We'll move that to our next full council meeting. Next up, ID number 2026-1173, an appropriation from free cash to the school department in the amount of $72,180 to purchase MHS band uniforms. Yes. So thank you. The marching band hasn't had their uniforms replaced in about 25 years, and this is a big group. It's part of our arts program. They're at multiple school events. They're high visibility, and so a respectful request to use some free cash as we do not have this as part of our visual performing arts budget to replace on this scale and level.

▶ 2:15:25 Manjula Karamcheti: And again, these are uniforms that are 25 years old, and in discussions with our arts folks, that's well overdue. So, respectfully considering the free cash support to purchase new uniforms for the marching band at the high school level. All right. Up first I have Councilor Karamcheti. Well, I'd just like to say thank you for putting this forward. As someone who was a band aider and had to sew these uniforms, my sewing abilities were pretty terrible. But I want to make a motion to recommend. Second. Motion to recommend by Councilor Karamcheti, seconded by Councilor Finocchiaro. On discussion? Councilor Finocchiaro. I was just going to say I completely agree with this. The band is very good at what they do.

▶ 2:16:11 Jason Chen: We've won states, so they deserve new uniforms. Councilor Chen. I spoke to a number of band parents, including Councilor Karamcheti, who there's a whole army of people who replace and keep these in good shape. So they've made the current uniforms go far past their useful life. So I believe that even though it's a lot of money, it is what they cost. There are used uniforms out there, but even I have limits to my frugality. Sorry. That's really So I think we will take care of these well- ... and hopefully last another 20 years or so. Well, that gets to me. Councilor Williams. I just wanted to ask for the price, which is about $1,100 per uniform, we're getting the whole package here, like top to bottom?

▶ 2:16:52 Ryan Williams: Yes. Custom? Like embroidery, like Melrose- Yes, it will be logoed and branded with the Melrose High School, yes. Oh, okay. Sounds good. Okay. All right. It is pricey, but like the other folks around the table, I think for a full size band uniform, it's probably not too far above what you could do if you really tried to scrape it together, so... All right. So from the DPW and vehicles, and the band parents, I'm sensing a theme of extending the useful life of many items in our city. Vice Chair Vanderberg. Did you project out how many you may need in future years, change in band numbers, change in who needs what sizes? Like, how much have you put in cushion for that type of thing? So I would have to defer to all the arts people on that.

▶ 2:17:39 They did do a lot of groundwork. They got a lot of quotes. So they're definitely much more in the know on a band uniform than I am, and I can certainly get more information if you'd like it. But they did spend considerable time researching and- Okay, great. So this should last. We're not going to need additional uniforms. 25 years. Yeah. As I said, these look to be... Yeah. God damn. Yeah. Maybe 10. All right. There's a motion on the floor, and I believe that's all the questions I have in queue, unless there are others. Seeing no others, Madam Clerk, will you please call the roll? Vice Chair Vanderberg? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Karamcheti? Yes. Councilor Kowal? Councilor Obremski?

▶ 2:18:15 Devin Romanul: Councilor Park? Councilor Williams? President Freeman? Yes. Chair Romanul? Yes. All in favor. All right. All in favor. We will report that out to our next full council meeting. Our penultimate item this evening, item number 2026-1174, an appropriation from free cash to the school department in the amount of $44,296.32 for the purchase of athletic equipment. So, thank you. Yes, this is our final request tonight. Two pieces here for the athletic department. Similar to the band uniforms, we're looking for replacement uniforms for girls and boys lacrosse, boys basketball. Number of different things factor into that. The age of the uniform. For sports like hockey, lacrosse, football, high impact sports,

▶ 2:18:58 the uniforms are damaged. They get stained with grass stains, and so they need to be sent out to repair. So, at a certain level, it's a return on investment. Should we be repairing old uniforms? And these are the next in the wear and tear department to be replaced. Basketball similarly. And when we can, for the basketball uniforms, we do tend to recycle them, so they would be handed down to the JV level, to use there. But it's similar. There's a wear and tear through the laundering. Melrose is red and white colors, and the white tends to yellow. So it's just to let the students have uniforms that are going to let them compete at a varsity level. And then the scores table, the Melrose scores table at the gym is very small right

▶ 2:19:41 Cal Finocchiaro: now. The memo from Mr. Fulfery says it's about 25 years old as well. And so that is up for replacement, and this would now facilitate the number of people that are on hand to facilitate and score varsity games in our gym. Terrific. Up first I have Councilor Finocchiaro. Thank you. I was happy to see this had come across, much like the band uniforms. I think that we have excellent sports programs. People pay a lot into the user fee, and these kids deserve good looking uniforms. Make them proud going toThe other schools where they play. I feel like it's a good representation of our school, and I'm happy to see this, like I said, in addition to the band uniforms. Thank you. So, make a motion to recommend.

▶ 2:20:34 Ryan Williams: Second. Second. Motion to recommend by Councilor Finocchiaro, seconded by Councilor Karamcheti. On discussion by Councilor Williams. Thanks. Just for a point of clarity on this, I can't tell looking at the request whether we're spending $4,000 on uniforms and $40,000 on a table, or what. So it would be helpful if you're going to blend... I don't like blended appropriation requests where it's like, "We're going to buy all these things, and here's the total line item," because it feels like I'm at a car dealership. But if you're going to do it, it would be great to have like, "And the cost of this will be X, and the cost of this will be Y," just so we know we can sort of think about what we're-

▶ 2:21:12 Jason Chen: Understood. Thank you. Yeah. It's about 50/50. It's about $21,000 for the table and then about 23 for the uniforms. I don't know what a score table is, but I'm going to trust everybody that you guys do. Councilor Chen. Mr. Fogarty explained that a scoring table is the digital table with the scoring numbers that people sit behind and then record official stats and project the clock. And so they do cost around- Like a control board? Yes. Correct. And so it is about 15 to $20,000. Okay. All right. And then the rest of it does add up. You've got home and away uniforms for- Yes ... for JV teams and varsity teams. Perfect. President Freeman. Yeah, thank you. Just another question on the table. Is this table going to be available for groups that rent out the

▶ 2:21:52 Bradley Freeman: gym? I know we have a lot of rec teams and travel teams that use the gym on weekends, which brings revenue into the city. Would they be able to utilize this table as well? I can find out from Mr. Fogarty if that's something that we do allow the rental groups to use. I'm sorry, I apologize, I don't know that. No, no, that's okay. But I can find that information out for you. Yeah, and I appreciate that, but I know from other groups that do rent it out, a lot of times they're not able to utilize the scoreboard, which is something I think that should come along with the rental. And I would encourage the scorer's table to be available as well. Sure. So if you can find that out, that'd be great. Sure.

▶ 2:22:22 Devin Romanul: Thank you. Any other colleagues on discussion? With motion on the floor, Madam Clerk, will you please call the roll? Vice Chair Vandiver? Yes. Councilor Chen. Yes. Councilor Finocchiaro. Yes. Councilor Karamcheti. Yes. Councilor Kowal. Yes. Councilor Abramsky. Yes. Councilor Park. Yes. Councilor Williams. Yes. President Freeman. Yes. Chair Romanul. Yes. All in favor. All right. All in favor, that passes, and we'll move that to our next full council meeting. Thank you very much. Finally, our thank you both so much for- Thanks ... joining us this evening. Finally, our last item on our Appropriations and Oversight Committee meeting is ID number 2026-1242, an appropriation from free cash in the amount of $560,000 to

▶ 2:23:01 the City Stabilization Fund. Thank you. So this is, every year as part of free cash, we try to recognize an amount and put it into our stabilization funds. So this year, the request is just to the general purpose city stabilization fund, which the target for this, aiming to have a 5% of the operating budget. And so currently, the balance is just under $4.7 million. And if this is approved, it would bring it to just under 5.3. It would be 5,256,000. And so as part of free cash, like last year, we looked at different funds, and I think I sent out balances a couple months ago that just kind of showed the target for each fund. And so this was the one that I'd like to start making investment in.

▶ 2:23:59 Perfect. First, I have Councilor Williams. What, in your estimation, would be the appropriate expenses to cover from the General Stabilization Fund? So this is very restrictive. This is like a natural disaster, something significant happening at the state level where revenues are significantly cut or something. But this would be... Yeah. I think it's defined. I don't have the definition in front of me, I'm sorry, but it's like a natural disaster or like a real anomaly. Thank you. Yep. Next I have Councilor Finocchiaro, and then Councilor Chen. Thank you. I'm very happy to see that we're putting money aside. Yes. But where does the 5% come from? Is that just your own number or? So DLS previously had had best practice of

▶ 2:24:50 5%. I think that they've kind of rolled back some of those recommendations. But I've always aimed I think 5% there, and then free cash 5% of the operating budget, so you get your 10% reserves. Mm-hmm. And then on top of that, we have some other stabilization funds, but they're more restrictive as to what they can be used. But the combination of all those things get us to about 10%. Okay. Yeah. Because I would be a fan of even putting $1 million away. But if you feel like it's so restrictive that we wouldn't be able to pull... Because we essentially wouldn't be able to pull this money for- Right ... anything. Rue- Would that be more the Capital Stabilization Fund? Yes. So those are the special purpose.

▶ 2:25:40 Cal Finocchiaro: So capital would be like if something breaks- Mm-hmm ... then there's contract stabilization. There's suits and claims if there's ever a settlement where we would need to go for... And there's a couple other ones that are slipping my mind right now, but- So don't we have a General Stabilization Fund? That's it. This is it. So let's just say that the state pulled back and federal all funding. I don't know, just making up a... Would we pull it from this to pay for our bills? Yes, but then there has to be a plan to replenish it. Okay. And again, I talked about the rating agencies earlier. Mm-hmm. They look at all of this stuff as well, like planning for rainy days and- Okay ... all of that. I was gonna say, because if we were bumping it up even more, would that give us

▶ 2:26:24 more of a better rating? Or is it kind of like they don't see it as that? They look at all of the funds as a whole. Okay. So, all those special purpose ones. Okay. I will say DLS, when they came in from the Finance Management Resource Bureau, they said that we kind of have a lot of stabilization funds. Mm-hmm. And so I might look to consolidate some of them with like purposes- Mm-hmm ... but still give us the flexibility. Mainly like the OSHA one. Mm-hmm. That, to me, would combine with capital. Yeah. That sounds- Yeah ... like something you would pull from there if it was an OSHA related issue. Yes. Yeah. Yeah. All right. Thank you. Yep. Councilor Chen. Following Councilor Finocchiaro question, I think

▶ 2:27:06 Jason Chen: it is good that we have our 10%, and then we get all the benefits of it by having a good bond rating. And where, or which fund it goes into is less important because as long as it's a rainy day fund, and we need to... If we have one kind of disaster versus another, you can come in and ask us to reapportion it. Right. But we have that pile of money, and we're getting the benefit from it. Yeah. So I motion to approve. Second. Motion to approve made by Councilor Chen, seconded by Councilor Karamcheti. On discussion, I have Councilor Park. Thank you. So you and I have had correspondence about stabilization funds and the questions I had. For everyone's benefit, we have 11 stabilization funds right now to date. My question is, I

▶ 2:27:53 was actually looking for the current amount in each reserve, and it wasn't easy to find. So I know you had mentioned we're gonna be close to $5 million with this proposed $560,000. What are the other amounts for the other 10? You don't have to give me the exact amounts, but what is the total sum for all the stabilization funds that we have, and where could I find that? So I did provide balances maybe back in April. Mm-hmm. I think it might have been in conjunction with another appropriation request. Mm-hmm. And so those balances we get quarterly from our investment agency. Mm-hmm. But I'm happy to share that again and put it somewhere so that you can see those balances. But off the top of my head, I don't know the

▶ 2:28:42 collective balance- Okay ... of all of them. Okay. Vice Chair Vandiver. The information from April, I believe the total is $13,086,000 and- Okay ... some additional. Councilor Finocchiaro. Sorry. Thank you. I just thought another question. So the money is invested in funds. Yes. So where it's gaining interest and money, and so- Yes ... is it fairly decent amount that there's a return on? The return, it's on prudent investor versus the legal list, or I'm saying it backwards. So it's very restrictive how you can invest those funds under Mass General Law. So it's pretty conservative because they view some of those funds as more of an operational cost. Yeah. Whereas OPEB is a long-term fund, and that is

▶ 2:29:33 invested more aggressively under Mass General Law. They came in front of us when they were discussing the OPEB. Okay. Yes. Yeah, I was getting that confused. It was not the stabilization funds, it was the OPEB. Yeah. Right. Okay. Yes. All right. Any other comments? That's where they're accruing money. Yes. Well, we have a motion on the floor, and seeing no other questions, Madam Clerk, will you please call the roll? Vice Chair Vandiver. Yes. Councilor Chen. Yes. Councilor Finocchiaro. Yes. Councilor Karamcheti. Yes. Councilor Kowal. Yes. Councilor Abrumsky. Yes. Councilor Park. Yes. Councilor Williams. Yes. President Freeman. Yes. Chair Romanul. Yes. All in favor. All in favor. Thank you so much. That will go to our next full council meeting.

Appropriations & Oversight Committee — 2026-06-01

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