Appropriations & Oversight Committee — 2026-06-11

Appropriations & Oversight Committee-Budget Hearing

Attendance

Jason Chen present · At-Large; Cal Finocchiaro present, Arrived at 6:29 PM · Ward 6; Bradley Freeman present, Arrived at 6:11 PM · President, Ex Officio; Maya Jamaleddine present · At-Large; Manjula Karamcheti present · Ward 1; Elizabeth Kowal present · At-Large; John Obremski present, Arrived at 6:40 PM · Ward 2; Christopher Park present · Ward 3; Kimberly Vandiver present · Vice Chair; Ryan Williams present · At-Large

Agenda

Minutes

Appropriations & Oversight Committee Thursday, June 11, 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 6:03 PM Attendee Name Title Status Arrived Kim Vandiver Vice Chair Present Jason Chen At-Large Present Cal Finocchiaro Ward 6 Present Arrived at 6:29 PM Maya Jamaleddine At-Large Present Manjula Karamcheti Ward 1 Present Elizabeth Kowal At-Large Present John Obremski Ward 2 Present Arrived at 6:40 PM Christopher Park Ward 3 Present Ryan Williams At-Large Present William Bradley Freeman President, Ex Officio Present Arrived at 6:11 PM Member Devin Romanul Chair Present II. MINUTES APPROVAL 1 A. Appropriations & Oversight Committee-Budget Hearing June 4, 2026 6:00 PM Appropriations & Oversight Committee-Public Hearing for Water/Sewer Rates June 4, 2026 7:45 PM Appropriations & Oversight Committee-Public Hearing for Operating Budget June 4, 2026 8:00 PM Motion to unanimously approve the minutes without reading made by Chair Romanul All were in favor and minutes were approved RESULT: ACCEPTED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Maya Jamaleddine, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams III. PUBLIC COMMENT When: Jun 11, 2026 06:00 PM Eastern Time (US and Canada) Topic: A&O Committee-Budget Hearing Join from PC, Mac, iPad, or Android: https://cityofmelrose- org.zoom.us/j/92197804480?pwd=cqT87S069mv3QlTa2YxLLBeWD7JQJS.1 Passcode:014833 Webinar ID: 921 9780 4480 Motion to Open public comment made by Chair Romanul at 6:04 PM Comments on the floor: Marta Lee Periard from Undercliffe Terrace Condo Association (569 Franklin Street) spoke about violations at a construction site on Franklin Street and requested funding for better enforcement of city ordinances, especially the noise ordinance. She, other residents and the condo association have contacted the city upwards of 30 times since the construction started and enforcement has been sporadic. There were no comments via Zoom Katy Kennedy, Melrose resident, could not attend and submitted the following for public comment: Questions for the Melrose City Council: - Is it true that the Melrose Fire Department staffs only 9 Firefighters per shift? If true, the numbers fall far below nationally recognized standards for fire department deployment which I’ve read is 15. - When the city’s ambulance service transitioned to a private provider, were the firefighter-paramedic positions lost? - How is the efficiency and safety at emergency incidents impacted by staffing limitations? If command officers are required to fill multiple roles simultaneously, how does this impact operational challenges? - What is the plan to provide consistent command staffing for the Fire Department? - What steps are being taken to address front-line firefighting staffing levels? - How will public safety staffing be prioritized moving forward? - What timeline exists for implementing improvements? 2 - What are the public safety staffing numbers in other cities and towns compared to Melrose? - Does Melrose use more Mutual Aid than we provide to neighboring communities? - When will the city be transparent about how much the costs of our new public safety buildings will increase? It’s great that the projects have been on time and under budget to date. However, the state of the worldwide economy and political uncertainty will inevitably alter things. Thank you - Katy Kennedy Motion to Close public comment made by Chair Romanul at 6:07 PM IV. TRANSFERS

A. (ID # 2026-1298): Requesting an interdepartmental transfer of funds from the Elections Salaries PT Line item (011621-512000) in the amount of $24,437 to the Printing line item 011622-521000. Motion to Move to the end of agenda made by Councilor Vandiver Seconded by Councilor Karamcheti All were in favor and item was moved Vote and discussion on this item occurred at the end of the meeting: Motion to Recommend made by Councilor Finocchiaro Seconded by Councilor Karamcheti All were in favor and motion passed President Freeman spoke on behalf of City Clerk Tanji Cifuni about the transfer request, which is an order transferring money from one line of the city clerk's budget to another to account for the cost of printing two ballots during the previous election. They were more expensive than anticipated due to Early vote and actual in person vote ballot printing, as well as $10,000 to print and mail out confirmation cards for the census for those citizens who have not returned their census yet. There is money in the budget because of savings generated by using senior workers and volunteers during the election, so there is no additional cost to the city. RESULTS: ACCEPTED [UNANIMOUS] TO: City Council AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Maya Jamaleddine, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None

B. (ID # 2026-1294): Transfer to DPW-Facilities (#402) in the amount of $130,000 from various DPW accounts for June utilities. Motion to Recommend made by Councilor Karamcheti Seconded by Councilor Williams All were in favor and motion passed 3 Councilors Finocchiaro and Obremski were absent for this vote Jim Troup, from DPW, explained an interdepartmental transfer of $130,000 from various DPW accounts to cover utility costs for FY26, with him explaining the increase was due to higher electricity rates and unanticipated usage during cold weather. There are no overages in the budget as a whole that would cause a deficit. RESULTS: ACCEPTED [UNANIMOUS] TO: City Council AYES: Jason Chen, Bradley Freeman, Maya Jamaleddine, Manjula Karamcheti, Elizabeth Kowal, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None ABSENT: Cal Finocchiaro, John Obremski V. DEPARTMENT BUDGET PRESENTATIONS A. Department Presenter Police Chief Kevin Faller 211 Police 2665 False Alarm Revolving Account Fire Chief John White 221 Fire Emergency Chief John White Management 291 Emergency Management Department 211 Police Chief Kevin Faller presented the police department's budget, which increased by 5.9% primarily due to salary and wage increases (including reinserting 2 patrol officer positions), and discussed challenges with recruitment and staffing levels. It typically takes 12–14 months to fill a position due to strenuous testing and training that is required for the job. It has been very difficult in Melrose and across the state to find recruits that want to do this job. Chief asks 3 things of an officer when they get hired: show up to work, give a reasonable amount of quality and quantity of work, treat people with respect. Councilor Chen gave Chief Faller a chance to respond to any public comments from earlier, and Chief commented on the request for more enforcement of ordinances in the Franklin 4 Street area. He apologized for not responding to the last few recent emails from Marta Lee- Periard. He plans to talk with Al Talarico, Building Inspector, to possibly cite the contractor monetarily for the noise ordinance violations. Councilor Karamcheti thanked the police department for their prompt response to a safety situation in Ward 1 involving violent threats and mental health issues. Some discussion focused on police staffing challenges, particularly regarding responses to Melrose-Wakefield Hospital, where Chief Faller noted that while the relationship with hospital security has improved, it still requires considerable manpower. The conversation also addressed enforcement limitations, especially regarding speeding, traffic and parking violations, on Franklin Street due to staffing constraints. They discussed the need for increased police services in Ward 1 due to growing density and development, particularly regarding pedestrian safety and rising demand for various emergency services. He addressed questions about parking enforcement, noting that while 4,000 parking tickets were issued with over $100,000 in fines, staffing constraints may limit enforcement capabilities. The Chief explained that having even three additional patrol officers would significantly benefit enforcement capabilities and officer morale. Councilor Jamaleddine inquired about a shared social worker position that is currently vacant and was funded through a grant. Chief Faller would welcome a full-time social worker in his building to accompany officers on calls and for proactive responses, but it would be difficult to fully fund it through his budget. Councilor Williams commented on the 40% decrease in the overtime pay budget item. Chief was able to achieve this through strategic planning and forecasting, a positive culture, young leadership and people wanting to come to work. The number had been inflated due to 911 grants not being reimbursed on a timely basis, and that has been fixed. 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, Maya Jamaleddine, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None Department 2665 False Alarm Revolving Account Chief Faller explained that they do not charge for the first and second false alarm calls. A $50 fee for the third false alarm and $100 for the fourth are cited. Most of these occurrences are by businesses and Chief explained that he personally contacts businesses to help them fix their alarms before billing them. Motion to Approve 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, Maya Jamaleddine, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams 5 NAYS: None Department 221 Fire Chief John White presented the fire department's budget request, explaining that salary and wages represent 93% of their budget and overtime is necessary due to minimum staffing levels. He noted that with about 46 firefighters to cover positions and only 10 staff needed on duty at all times, the department operates with minimal bench capacity, requiring overtime to cover vacations, injuries, and sick time. He indicated they are currently hiring two new firefighters to address staffing gaps and explained that overtime costs have decreased since outsourcing the ambulance service, with overtime now representing about 10% of payroll compared to 35-45% previously. They are currently dealing with 2 long-term injuries. He discussed the successful transition of ambulance services to Armstrong Ambulance, which has better resources and understanding of medical aid calls in the area. He noted that this change has reduced overtime burden on firefighters and improved response capabilities. The department is working to manage their overtime budget, which decreased from $1.6 million to around $500,000, though challenges remain due to staffing shortages and FMLA leave requirements. He also addressed the transition of Engine 2 members to headquarters following the closure of the Tremont Street fire station, implementing strategies to maintain coverage in the affected area. Chief discussed the challenges of fire truck operations in the city, particularly regarding response times and the need for larger vehicles due to building sizes and water supply requirements. He explained that while smaller footprint vehicles might be desirable for tight spacing, the current larger trucks with 750-gallon tanks are necessary for effective fire operations, including the ability to work off booster tanks and maintain continuous water supply. Regarding staffing, he would like to have four firefighters per apparatus, not the current three, as a strategy to build a bench system to reduce overtime, though no specific implementation plan exists currently to hire more personnel. He emphasized that maintaining minimum staffing levels is crucial for safety and mutual aid requirements, noting that the department had previously operated at risky levels during budget constraints. They discussed the $400,000 overtime appropriation in the budget. The Chief explained how he modified the Engine 2 station design with architects, saving approximately $5 million on the project. When asked about using smaller vehicles for medical calls, the Chief explained the current practice of sending both fire trucks and ambulances together, noting that having two vehicles increases response success and helps with patient care. Councilor Williams clarified that he was referring to smaller fire apparatus rather than SUVs, specifically mentioning NFPA Type 4 vehicles. Chief mentioned a class action lawsuit filed by Massachusetts fire chiefs regarding monopolistic tendencies in fire truck manufacturing, after Chair Romanul also shared information from his Mayor's conference regarding these monopolistic tendencies. Motion to Move the Bottom Line made by Councilor Chen Seconded by Councilor Williams All were in favor and motion passed RESULTS: ACCEPTED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Maya Jamaleddine, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None Department 291 Emergency Management 6 Chief John White presented the budget, explaining it includes his salary of $7,500 and $2,500 for a financial administrator, with an additional $5,800 Emergency Management Preparation Grant pending. Councilor Finocchiaro questioned the lack of training funds in the budget, while Councilor Jamaleddine commented about the budget decrease from the previous year which was under a different departmental structure, where the former director retired and Chief took over the position himself. Motion to Move the Bottom Line made by Councilor Finocchiaro Seconded by Councilor Karamcheti All were in favor and motion passed RESULTS: ACCEPTED [UNANIMOUS] AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Maya Jamaleddine, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None VI. APPROPRIATIONS FOR FY27

A. (ID # 2026-1212): Reauthorization of the revolving fund table for Fiscal Year 2027. Motion to Recommend made by Councilor Vandiver Seconded by Councilor Karamcheti All were in favor and motion passed RESULTS: ACCEPTED [UNANIMOUS] TO: City Council AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Maya Jamaleddine, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None

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 Recommend made by Councilor Vandiver Seconded by Councilor Finocchiaro All were in favor and motion passed RESULTS: ACCEPTED [UNANIMOUS] TO: City Council AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Maya Jamaleddine, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams 7 NAYS: None VII. APPROPRIATIONS FOR FY26

A. (ID # 2026-1238): An Appropriation from Free Cash (account 01-324001) in the amount of $400,000 to the Fire Department (#221) for projected overtime costs through the end of the Fiscal Year. Motion to Recommend made by Councilor Finocchiaro Seconded by Councilor Jamaleddine All were in favor and motion passed RESULTS: ACCEPTED [UNANIMOUS] TO: City Council AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Maya Jamaleddine, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None Chief John White explained the $400,000 appropriation for fire department overtime costs. He explained the significant increase in injury leave hours requiring overtime coverage, while noting they had reduced overtime spending compared to the previous year. Councilor Chen suggested reviewing fire department overtime on a quarterly basis due to its variability.

B. (ID # 2026-1239): An Appropriation from Free Cash (account 01-324001) in the amount of $30,000 to the Fire Department(#221) for projected motor vehicle repair through the end of the Fiscal Year. Motion to Recommend made by Councilor Williams Seconded by Councilor Finocchiaro All were in favor and motion passed RESULTS: ACCEPTED [UNANIMOUS] TO: City Council AYES: Jason Chen, Cal Finocchiaro, Bradley Freeman, Maya Jamaleddine, Manjula Karamcheti, Elizabeth Kowal, John Obremski, Christopher Park, Devin Romanul, Kim Vandiver, Ryan Williams NAYS: None Chief White thanked the councilors for their support of the fire department. VIII. ADJOURNMENT Motion to Adjourn by unanimous consent made by Chair Roamul at 8:12 PM All were in favor and meeting was adjourned. He expressed his appreciation to all for all the diligence and hard work and great questions 8 throughout this budget season, and appreciated their patience with him, and, thank you to everybody. 9 CITY OF MELROSE City Clerk’s Department Tanji Cifuni City Hall, 562 Main Street City Clerk Melrose, MA 02176 tcifuni@cityofmelrose.org Telephone: 781-979-4113 June 9, 2026 RE: Order #2026-1298 for a transfer request – Requesting an interdepartmental transfer of funds from the Elections Salaries PT line item (011621-512000) in the amount of $24,437 to the Printing Line item 011622-521000 At this time, the Print line item is in the red due to the cost of printing for two different ballots for the Local election last year. I was not aware when I submitted the budget for FY26, that I would need to increase the line item for printing significantly to cover the Early Voting Ballot image casting and print as well as the Election Day image casting and print. Below is a snapshot of what was submitted in FY24, FY25 and FY26. FY26 FY25 FY24 Orig Budget $ 13,000 9,200 30,000 Transfers In $ .00 .00 6,728 Rev Budget $ 13,000 9,200 36,728 Actual $ 27,706.89 16,966.64 37,425.89 Available $ (14,706.89) (7766.64) (697.89) Percent Used 213.13 184.42 101.90 To date we have spent funds on the following of the elections printing line item: Census Print $5783.60 Election imaging and Printing $21,776.57 Toner for Election office $244.99 Edwards Printing (voters right tri fold) $39.22 Edwards Printing (poster for City Hall Marquis for early voting) $107.50 In addition, we need to pay for the printing of confirmation cards that are mailed out to residents who did not turn in their census (mandatory mailing by law and must be mailed out by first week in June) I am requesting $10,000 to print and mail out the confirmation cards. I would like to note that we are in compliance, and the mailing has gone out to all residents that have not responded to the census. Sincerely, Tanji Cifuni DEPARTMENT OF PUBLIC WORKS Administration–Engineering–Water–Sewer–Facilities Parks–Forestry–Highway–Sanitation–Cemetery–Fleet CITY OF MELROSE James Troup City Yard, 72 Tremont Street Assistant Director – Administration & Finance Melrose, Massachusetts 02176 Telephone – (781) 665-0142 E-mail: jtroup@cityofmelrose.org MEMORANDUM To: Mayor Jennifer Grigoraitis Melrose City Council From: James Troup, DPW Deputy Director – Administration and Finance cc: Kerriann Golden, CFO/Auditor Lauren Grymek, Chief of Staff Elena Proakis Ellis, DPW Director Date: May 22, 2026 Re: FY26 Budget Transfer Request Please accept the following request to transfer monies within the Department of Public Works Operating Budget to properly capture projected utility costs that exceed originally appropriated monies. We request this transfer as a matter of end-of-year housekeeping and to ensure that the group of Operating Budget accounts that include utilities does not end FY26 in deficit. As part of the FY26 Budget process, we conservatively estimated utility increases due to rising delivery costs. These fixed costs were negotiated in our contract with Power Options. We also projected rising supply costs due increased demand at Schools and the fully electric Library. Using historical data available to us and as advised by our partners at Power Options, we submitted our request for this year’s Operating Budget. FY26 costs will exceed our estimates. There are three key factors that have brought us to this situation. First, the actual supply cost increased to $1.75/kwH over last year (13% actual increase vs 4% projected increase.) Second, the Northeast suffered through an extended cold stretch between December and February which increased the demand for all City properties. Usage at all buildings was up, specifically at City Schools and at the City Library, which transitioned to fully electric for heat and power. We have monitored utility spending over the course of FY26 and have adjusted spending to stay within original appropriations. The Operating Budget line items that will be subject to this internal transfer are shown below. Of note, most of the transfer only affects the Facilities Budget, which houses utility accounts. No other City Department will have their budgets affected by this request and we foresee no effect on regular services delivered by the Department of Public Works. Org Object Description Transfer Out 014012 529000 Administration/Engineering Professional Services 10,000.00 014012 535509 Administration/Engineering Safety Equipment 5,000.00 01402772 531825 Facilities School Contractual 75,000.00 014222 520200 Highway Traffic Signal Maintenance 7,500.00 014222 524000 Highway Hired Equipment 5,000.00 014222 527102 Highway Drain Maintenance 15,000.00 014222 529012 Highway Street Sweeping 2,500.00 014222 536210 Highway Road Structures 3,000.00 014222 537200 Highway Lumber 1,000.00 014752 535200 Parks and Forestry Supplies 6,000.00 Total 130,000.00 Org Object Description Transfer In 01402532 522510 LIBRARY ELECTRICITY 30,000.00 01402772 522524 ALL SCHOOL ELECTRICITY 75,000.00 01402772 522627 SCHOOL GAS & OIL HEAT 25,000.00 Total 130,000.00 The Department of Public Works has worked with the CFO in identifying the above strategy and requests your approval to transfer $130,000 from various Operating Budget Accounts to Facilities Division Utility Accounts. Thank you for your consideration and continued support. A B C D E F G Department, Board, Committee, Agency or Fees, Charges or Other Restrictions or Conditions Officer Authorized to Receipts Credited to Program of Activity Expenses Payable from on Expenses Payable from Other Requirements/ Fund # Revolving Fund Spend from the Fund Fund Fund Fund Reports Fiscal years Supplies, administrative fees and permits for Veterans Service Officer any programs related to Veteran Services and Fiscal Year 2027 and 2607 Veterans and Board Donations Melrose Community events. $2,000 Annual Cap subsequent years Costs associated with the various programs sponsored by the Recreation Department Registration and User including the Director and Assistant Director's fees collected for salary, program coordinator salaries as well as Recreation Department supplies and equipment needed to run the Fiscal Year 2027 and 2652 Recreation Park Commission sponsored programs program. $500,000 Annual Cap subsequent years $15,000 Annual Cap. State-Mandated certificates of inspections, Salaries related to Director of Inspectional Fees from inspections of multifamily inspections, equipment, contracted contracted inspectors are Fiscal Year 2027 and 2658 Inspectional Services Services multifamily homes inspectors, education and printing. only paid from this fund. subsequent years Director of Health Fees associated with Costs associated with flu clinics, sale of bike Fiscal Year 2027 and 2659 Health Department public health programs helmets, salaries and CPR classes $60,000 Annual Cap subsequent years Fees associated with excessive false alarm responses from private $10,000 Annual Cap. No homes and businesses salaries are paid from this Fiscal Year 2027 and 2665 Police False Alarm Chief of Police throughout the City Maintenance of Police Department Fleet fund subsequent years Rental Fees and Custodial charges received from activities hosted by user groups and organizations that Supplies and maintenance costs associated do not reside within the with parks, fields and playgrounds where Fiscal Year 2027 and 2669 Park Permits Park Commission City. permits are issued. $40,000 Annual Cap subsequent years Fees associated with the $30,000 Annual Cap. No rental of this building Fees related to maintaining the Beebe Estate in salaries are paid from this Fiscal Year 2027 and 2750 Beebe Estate Beebe Estate Trustees and donations a safe and sanitary manner. fund subsequent years Council on Aging and Milano Center Programs and services, minibus related expenses and costs associated with maintaining the Milano Center in a safe and sanitary manner, Salary for Fiscal Year 2027 and 2811 Council on Aging Council on Aging Director Donations Social Service Coordinator $65,000 Annual Cap subsequent yearsCITY 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 of Melrose DEPARTMENT OF PUBLIC WORKS FY27 BUDGET Who is DPW? Melrose DPW Mission Statement: 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. Who is DPW?  Four Main Divisions:  Administration  Engineering/Water & Sewer Billing  Facilities  Operations DPW Administration & Finance  Public Relations  Accounts Payable/Receivable  Payroll  Environmental/Outreach Coordinator  Rentals CoordinatorDPW Engineering & Water/Sewer Billing  Capital Projects – Planning, Design, and Construction  Permits and Inspections  Development Reviews  Records and Plans/GIS  Water and Sewer Billing DPW Facilities Division  Custodial Services – Schools and Municipal Buildings  Building Maintenance and Repairs  Building Capital Projects DPW Operations Division  Highway  Parks and Forestry  Fleet  Cemetery  Sanitation (Partially Enterprise Funded)  Water and Sewer (Enterprise Funded)  Snow and Ice DPW Staffing  70 full-time employees  1 part-time employee  4 partially funded by DPW in other departments  2 PM custodians funded from Education Stations budget  Positions eliminated in FY26 have been restored  FY27 employee count matches FY25 budget Staff in DPW Operating Budgets Division # of Full Time Employees Administration/Engineering 3 fully funded (1 PT); 14 partially funded Facilities 16 custodians, 5 tradespeople Highway 5 employees (+1 in FY27) Snow Removal 0 employees (all overtime) Sanitation 2 employees Parks & Forestry 8 employees (-1 in FY27) Fleet 2 employees (-1 in FY27) Cemetery 4 employees (+1 in FY27) Water 9 fully funded; 14 partially funded Sewer 3 fully funded; 14 partially funded 57 fully funded in one DPW division TOTAL 14 spread between DPW divisions 4 shared with other departments DPW Organization Elena Proakis Ellis, P.E., DPW Director James Troup, Matt Spinale, Jay Coy, Acting Scott Enos, Asst. Director Operations Manager City Engineer Facilities Manager Admin & Finance On the Move…  New Employees Hired:  Operations Manager, Matt Spinale  Parks Equipment Operator, Jade Butler  Junior Project Engineer, Fagan Doyle  Promotions:  Facilities Manager, Scott Enos  Forestry Working Foreman, Shaun Foss  Parks Working Foreman, Marcos Echevarria Retirements and Vacancies  Retirement (upcoming):  Resident Project Representative, Lynda Garron  Municipal Custodian, Dan Guevin  Vacancies with no offers pending:  City Engineer (posted since override)  Mechanic/Welder (posted since override)  Parks Heavy Equipment Operator  Four other vacancies have pending offersSome Operational Accomplishments in FY26 Through early-May:  3,496 work orders resolved  908 Facilities  2,588 Operations  525 potholes filled  Handled 42” of snow  1,235 purchase ordersSome Operational Accomplishments in FY26  Collected 4,634 tons of trash (Casella)  Collected 1,649 tons of recycling (Casella)  Collected yard waste curbside (City forces)  Recycled 230 mattresses  Began distribution of new stickers for use of the City Yard  Began curbside composting preferred vendor program with Garbage to Garden Some Capital Accomplishments in FY26  Completed construction of Franklin Roof E, MHS Skylights, MVMMS & Lincoln Heat Pump Chillers  Renovated Franklin School All Purpose Room (asbestos removal, floors, ceiling, lighting, paint)  MVMMS and MHS LED lighting upgrade projects  Added handicap pushbutton door openers at Hoover, Horace Mann, and Winthrop Schools Some Capital Accomplishments in FY26  Paved Sewall Woods Road, Maple Road, Melrose Street (LFP to Main), Porter Street (Rowe to Harding)  Added sidewalks on Swains Pond Avenue  Replaced water mains on Crystal Street, Hurd Street, and Circuit Street  Oversaw replacement of Ell Pond Drain beneath property at 687-691 Main Street FY27 DPW Budget Requests  Total General Fund DPW Budget: $11,702,429  Water Enterprise Budget: $6,702,788 (Increase of 4.1% from FY26)  Sewer Enterprise Budget: $8,461,623 (Increase of 1.2% from FY26)  Solid Waste Enterprise Budget: $3,639,322 (Increase of 3.1% from FY25) Grand Total All DPW FY27 Budgets: $30,506,162 Tonight’s DPW Council Agenda Items Order ID # Description Value

2026-1208 FY27 General Fund DPW Budget $11,702,429

2026-1206 FY27 Water Enterprise Operating Budget $6,702,788

2026-1205 FY27 Sewer Enterprise Operating Budget $8,461,623

2026-1207 FY27 Solid Waste Enterprise Operating Budget $3,639,322

2026-1175 Free Cash – Ell Pond Park Design & Permitting $710,000 2026=1176 Free Cash – Lebanon Street TIP 75% Design $400,000

2026-1177 Free Cash – School Signage $20,000

2026-1251 Sewer Retained Earnings Vactor Downpayment $150,000

2026-1213 Proposed FY27 Water Rates N/A

2026-1208 FY27 General Fund DPW Budget $11,702,429

2026-1206 FY27 Water Enterprise Operating Budget $6,702,788

2026-1205 FY27 Sewer Enterprise Operating Budget $8,461,623

2026-1207 FY27 Solid Waste Enterprise Operating Budget $3,639,322

2026-1175 Free Cash – Ell Pond Park Design & Permitting $710,000 2026=1176 Free Cash – Lebanon Street TIP 75% Design $400,000

2026-1177 Free Cash – School Signage $20,000

2026-1251 Sewer Retained Earnings Vactor Downpayment $150,000

2026-1213 Proposed FY27 Water Rates N/A

2026-1214 Proposed FY27 Sewer Rates N/ADPW General Fund Budget Breakdown Code DPW Division FY27 Budget 401 Admin. and Engineering $1,002,159 402 Facilities $5,581,051 422 Highway $2,137,826 423 Snow and Ice $800,000 433 Sanitation (non-enterprise) $246,481 475 Parks and Forestry $1,086,999 485 Automotive-Fleet $483,119 491 Wyoming Cemetery $364,794 TOTAL $11,702,429DPW Items Restored in FY26 Supplemental Budget All DPW positions funded in FY25 Summer help program Saturday weekly overtime at the City Yard Overtime for flower watering and parklets Roadway line painting Sidewalk repairs Seasonal Sunday municipal trash barrel pickup Adopt-a-Site program support FY27 Budget Highlights Across all DPW Divisions  Union salaries include step increases but no COLAs (laborers and clerical negotiations wrapping up)  Most remaining items not restored in supplemental budget have been restored for FY27. For example, clothing and professional development lines in Admin/Engineering budget  Budgets reflect rising energy and fuel costs  No net change in total positions in general fund and W/S FY27 Budget Highlights Facilities  Positions restored  OT increased to more closely align with actual needs  Library electricity reflects all electric building  $500,000 recurring capital added to building repairs line  $100,000 capital outlay for annual asbestos removal in schools FY27 Budget Highlights Highway  Moved one position into Highway to perform more sidewalk work  Increased street light maintenance to match needs  Large contractual increase to street sweeping based on new bids Snow and Ice  Increasing annually to approach actual costs Sanitation  Updates to match actual needs and rising costs FY27 Budget Highlights Parks and Forestry  Moved one employee out of P&F  Removed last year’s supplemental contractual labor for tree trims  Maintained $100,000 for new tree planting Automotive  Moving one employee out of Fleet budget (maintains position)  Restoration of budgets and increasing fuel costs Cemetery  Moving one employee to Cemetery to match existing staffing  Restoration of supplies to match needs FY27 Budget Highlights Water and Sewer Enterprise Funds  MWRA Assessment Increases  Rising electrical costs  Increase of water meter lines to $25K in each fund to replace as needed  Increase of Vactor payments from $80K to $90K for new truck ($610,000 vehicle cost plus financing – Sewer Only) Solid Waste and Recycling Enterprise Fund  Contractual increases to curbside collection and disposal  Debt repayments for trash and recycling carts Capital Items in FY27 Budget In DPW Budget:  $100,000 asbestos removal in schools  $1,230,000 in Highway: roads ($600K), sidewalks ($250K), drainage ($330K), traffic calming ($50K)  $100,000 tree planting Capital Items in FY27 Budget Capital Outlay presented previously by Finance:  DPW gas pump repairs - $50,000  Masonry stair and wall projects - $250,000  Electrical/ArcFlash study for buildings - $225,000  Milano Center additional exterior improvements - $75,000  MVMMS Phase 2 Building Management System (BMS) upgrades- $100,000 to combine with Green Communities and National Grid incentive funding  Hoover All Purpose Room - $75,000 to supplement state earmark Water and Sewer Rates No water and sewer rate increases proposed for FY27 for both volumetric rates and base fees No transfers to reserves – already at 10% goal Rates projected to meet all revenue obligations with no transfers from retained earningsQuestions PINE BANKS PARK Resurfaced Track &Baseball Field ADA Upgrades to Dog Park Summary 2026 Report of the Trustees Clerk's Certificate Pine Banks Park A meeting of the Board of Trustees of Pine Banks Park was held at 3:30 P.M. on Tuesday, May 19, 2026, due notice of which was given to all members in advance thereof, at 350 Main Street, Malden, Massachusetts. Present at the meeting were the following members: C. Henry Kezer, of Melrose, Presiding, Hon Gary Christenson, Mayor of Malden, Hon Jennifer (Jen) Grigoraitis, Mayor of Melrose, Dana F. Brown, of Malden, Peter M. Carroll, of Malden, John W. Lynch, of Melrose and Richard C. Rudolph, at large. A quorum was declared present and voting. Section 6. of St. 1905, Chap. 393 states: The board shall annually in the month of January make a full report to the cities of Malden and Melrose of its receipts and expenditures, with its estimate of the amount required for maintenance for the ensuing year. Section 7. of St. 1905, Chap. 393 states: The Cities of Malden and Melrose shall in their annual appropriation bills each appropriate and place at the disposal of said board one half of the amount determined by said board to be necessary for the maintenance of said property for that year, and set forth in its annual report as provided in section six. Wherefore, the Annual Report of Pine Banks Park for January 2026, containing the Budget for the fiscal year 2027, and the report of the Superintendent of operations for Calendar 2025 was presented for the consideration of the board. Upon motion duly made and seconded, it was unanimously: VOTED: To adopt the report and budget, and submit the same to the Cities of Malden and Melrose for the purposes set forth in St. 1905, Chap. 393. A true copy May 19, 2026 C. Henry Kezer C. Henry Kezer, Clerk 1MASSACHUSETTS DEPARTMENT OF REVENUE Malden DIVISION OF LOCAL SERVICES CITY BUREAU OF ACCOUNTS TAX RATE RECAPITULATION Fiscal Year 2026 I. TAX RATE SUMMARY Ia. Total amount to be raised (from page 2, IIe) $ 275,064,812.92 Ib. Total estimated receipts and other revenue sources (from page 2, IIIe) 157,765,842.07 Ic. Tax Levy (Ia minus Ib) $ 117,298,970.85 Id. Distribution of Tax Rates and levies CLASS (b) (c) (d) (e) (f) Levy percentage Ic above times Valuation by class Tax Rates Levy by class (from LA5) each percent in col (b) (from LA-5) (c) / (d) x 1000 (d) x (e) / 1000 Residential 80.395151 94,302,684.94 10,668,664,663.00 Net of Exempt 8,272,369,916.00 11.40 94,305,017.04 Open Space 0.000000 0.00 0.00 0.00 0.00 Commercial 10.629284 12,468,040.61 729,904,930.00 17.08 12,466,776.20 Net of Exempt Industrial 4.472844 5,246,599.63 307,146,813.00 17.08 5,246,067.57 SUBTOTAL 95.497279 11,705,716,406.00 112,017,860.81 Personal 4.502721 5,281,645.66 309,198,480.00 17.08 5,281,110.04 TOTAL 100.000000 12,014,914,886.00 117,298,970.85 MUST EQUAL 1C Signatures Assessors Nathaniel Cramer, Assessor , Malden , ncramer@cityofmalden.org 781-397-7100 | 11/5/2025 10:59 AM Comment: Robert Donnelly, Assessor , Malden , bdonnelly@cityofmalden.org 781-397-7100 | 11/5/2025 11:03 AM Comment: Documents No documents have been uploaded. Do Not Write Below This Line --- For Department of Revenue Use Only Reviewed By: Susan Whouley Date: 11/26/2025 Approved: Thomas Guilfoyle Director of Accounts: Deborah A. Wagner Printed on: 11/26/2025 10:30:31 AM Page 1 of 7 2MASSACHUSETTS DEPARTMENT OF REVENUE Melrose DIVISION OF LOCAL SERVICES CITY BUREAU OF ACCOUNTS TAX RATE RECAPITULATION Fiscal Year 2026 I. TAX RATE SUMMARY Ia. Total amount to be raised (from page 2, IIe) $ 153,156,526.11 Ib. Total estimated receipts and other revenue sources (from page 2, IIIe) 57,379,485.00 Ic. Tax Levy (Ia minus Ib) $ 95,777,041.11 Id. Distribution of Tax Rates and levies CLASS (b) (c) (d) (e) (f) Levy percentage Ic above times Valuation by class Tax Rates Levy by class (from LA5) each percent in col (b) (from LA-5) (c) / (d) x 1000 (d) x (e) / 1000 Residential 91.381093 87,522,106.61 7,643,650,879.00 Net of Exempt 7,630,448,612.00 11.47 87,521,245.58 Open Space 0.000000 0.00 0.00 0.00 0.00 Commercial 4.398646 4,212,892.98 204,431,461.00 20.61 4,213,332.41 Net of Exempt Industrial 0.650430 622,962.96 30,229,400.00 20.61 623,027.93 SUBTOTAL 96.430169 7,878,311,740.00 92,357,605.92 Personal 3.569831 3,419,078.56 165,911,460.00 20.61 3,419,435.19 TOTAL 100.000000 8,044,223,200.00 95,777,041.11 MUST EQUAL 1C Signatures Assessors Sarah MacLellan, Assessor , Melrose , smaclellan@cityofmelrose.org 781-979-4103 | 12/3/2025 11:36 AM Comment: Lee A Phalen, Assessor , Melrose , smaclellan@cityofmelrose.org 781-979-4103 | 12/3/2025 12:42 PM Comment: Cathy A Gulino, Assessor , Melrose , smaclellan@cityofmelrose.org 781-979-4103 | 12/3/2025 12:19 PM Comment: Documents No documents have been uploaded. Do Not Write Below This Line --- For Department of Revenue Use Only Reviewed By: Susan Whouley Date: 12/09/2025 Approved: Anthony Rassias Director of Accounts: Deborah A. Wagner Printed on: 12/9/2025 11:34:01 AM Page 1 of 7 3Municipal Funding Formula Fiscal 2027 Pine Banks Park Chapter 393 of 1905; as Amended by Chapter 162 of 1906 Total Assessed Valuation - All Classes Smaller Assessed Value Real Property Excluding Municipal and City of Melrose $ 7,878,311,740.00 Tax Exempt Property "1 Percent" $ 78,783,117.40 Prior Fiscal Year 2026 "1/150th Part" of 1% $ 525,220.78 City Total Assessed Value Maximum Budget Requisition City of Malden $ 11,705,716,406 City of Melrose - 50% $ 525,220.78 City of Melrose $ 7,878,311,740 City of Malden - 50% $ 525,220.78 Total $ 1,050,441.57 Statutory Excerpt: St. 1905 Chapter 393; amended by St. 1906 Chapter 162 Section 6. Said Board of trustees shall have the absolute control and management of the property, and shall have power to make rules and regulations regarding its use and management, in such manner as it shall deem best. The board shall annually in the month of January make a full report to the cities of Malden and Melrose of its receipts and expenditures, with its estimate of the amount required for maintenance for the ensuing year. Its expenditures in any year shall not exceed the sum of the appropriations for that year and the income at the disposal of said trustees by reason of any gifts received under the authority of section two of this act. Section 7. The cities of Malden and Melrose shall in their annual appropriation bills each appropriate and place at the disposal of said board one half of the amount determined by said board to be necessary for the maintenance of said property for that year, and set forth in its annual report as provided in section six. If either of said cities shall in any year fail to make such appropriation, the said board shall upon the written request of said donors or their heirs or devisees who may then hold their estate, reconvey said property to said heirs or devisees free from all trusts; but the amount required of each city by said board to work a forfeiture shall not in any year exceed one one hundred and fiftieth part of one per cent of the assessed valuation for the preceding year of the city having the smaller assessed valuation. Said cities may, if in their judgment the proper maintenance or improvement of said property shall require it, appropriate in equal amounts and place at the disposal of said board sums in excess of the amount which said board is hereby authorized to require of said cities. 4 Pine Banks Park - Budget Summary - Fiscal Year 2027 4:08 PM 27-Apr-26 Budg Code 1 Compensation & Benefits Summary Prior FY Budget $ increase % increase /City Increase/City Mald Melr 2 Salaries & Wages $ 270,106.89 $ 278,210.10 $8,103.20 3.00% $139,105.05 $4,051.60 3 Pensions, Benefits & Insurance $ 195,730.11 $ 200,121.25 $4,276.40 2.18% $100,060.63 $2,138.20 4 - - - - - - - - - - - - - - - - - - 5 Total from Compensation Schedule $ 465,837.00 $ 478,331.35 $12,494.34 2.68% $239,165.67 $6,189.80 6 Utilities Budget Budget $ increase % increase /City Increase/City 7 Telephone $ 11,000.00 $ 7,680.00 ($3,320.00) -30.18% $3,840.00 ($1,660.00) 52217 522000 1 8 Electric $ 40,000.00 $ 19,000.00 ($21,000.00) -52.50% $9,500.00 ($10,500.00) 52218 522500 9 Fuel/Heating Oil $ 11,000.00 $ 9,000.00 ($2,000.00) -18.18% $4,500.00 ($1,000.00) 54311 530800 10 - - - - - - - - - - - - - - - - - - 11 Total $ 62,000.00 $ 35,680.00 ($26,320.00) -42.45% $17,840.00 ($13,160.00) 12 Insurance Budget Budget $ increase % increase /City Increase/City 13 Liability $ 10,500.00 $ 10,500.00 $0.00 0.00% $5,250.00 $0.00 52418 543201 14 Auto Ins $ 5,750.00 $ 5,750.00 $0.00 0.00% $2,875.00 $0.00 52417 544330 15 D & O Liab. $ 2,500.00 $ 2,500.00 $0.00 0.00% $1,250.00 $0.00 3 16 Fire Ins $ 15,000.00 $ 15,000.00 $0.00 0.00% $7,500.00 $0.00 52415 544320 17 - - - - - - - - - - - - - - - - - - 18 Total $ 33,750.00 $ 33,750.00 $0.00 0.00% $16,875.00 $0.00 19 Vehicles Budget Budget $ increase % increase /City Increase/City 20 Gasoline/Grease $ 7,000.00 $ 7,000.00 $0.00 0.00% $3,500.00 $0.00 54312 531000 21 Repair & Maint MVE $ 6,000.00 $ 6,000.00 $0.00 0.00% $3,000.00 $0.00 52250 527500 22 - - - - - - - - - - - - - - - - - - 23 Total $ 13,000.00 $ 13,000.00 $0.00 0.00% $6,500.00 $0.00 24 Maintenance Budget Budget $ increase % increase /City Increase/City 25 Repair & Maint Bldng $ 10,000.00 $ 10,000.00 $0.00 0.00% $5,000.00 $0.00 52252 527700 26 Field/Park Maint. $ 110,000.00 $ 110,000.00 $0.00 0.00% $55,000.00 $0.00 54319 535100 27 - - - - - - - - - - - - - - - - - - 28 Total $ 120,000.00 $ 120,000.00 $0.00 0.00% $60,000.00 $0.00 29 Supplies & Materials Budget Budget $ increase % increase /City Increase/City 30 Office Supplies $ 1,000.00 $ 1,050.00 $50.00 5.00% $525.00 $25.00 54310 530500 31 Clean/Disinfect $ 1,000.00 $ 1,050.00 $50.00 5.00% $525.00 $25.00 54325 532000 32 Paint $ 1,000.00 $ 1,050.00 $50.00 5.00% $525.00 $25.00 54332 533000 33 Hardware $ 1,000.00 $ 1,050.00 $50.00 5.00% $525.00 $25.00 54330 533500 34 Lumber $ 1,000.00 $ 1,050.00 $50.00 5.00% $525.00 $25.00 54334 537200 35 Misce Expenses $ 6,600.00 $ 7,000.00 $400.00 6.06% $3,500.00 $200.00 57247 528804 36 - - - - - - - - - - - - - - - - - - 37 Total $ 11,600.00 $ 12,250.00 $650.00 5.60% $6,125.00 $325.00 38 Professional Services Budget Budget $ increase % increase /City Increase/City 39 Audit & Accounting $ 26,000.00 $ 32,850.00 $6,850.00 26.35% $16,425.00 $3,425.00 5300 528600 40 Web Site/Scheduling Admin $ 10,000.00 $ 10,000.00 $0.00 0.00% $5,000.00 $0.00 529000 41 - - - - - - - - - - - - 42 Total $ 36,000.00 $ 42,850.00 $6,850.00 19.03% $21,425.00 $3,425.00 43 Eqpmt/Captl Purch Budget Budget $ increase % increase /City Increase/City 44 Last Year & Continuing 2 45 Ballfield Project Amortization $ 202,588.36 $ 151,941.27 ($50,647.09) -25.00% $75,970.64 ($25,323.55) 58539 551044 46 Supplemental Facility Shed $ 97,195.33 $ 97,195.33 $0.00 0.00% $48,597.67 $0.00 47 Resurfc Ballfld & Playgrnd Loan $1.25 MM $ 153,656.30 $ 153,656.30 $0.00 0.00% $76,828.15 $0.00 48 - - - - - - - - - - - - - - - - - - 49 Total Last & Continuing $ 453,439.99 $ 402,792.90 ($50,647.09) -11.17% $201,396.45 ($25,323.55) 50 51 New Initiatives 52 Ventrac 2120M Sidewalk Snow Removal $ 31,041.00 $0.00 ($31,041.00) -100.00% $0.00 ($15,520.50) 53 Toro Groundsmaster® 3500-D Mower $ 0.00 $45,815.00 $45,815.00 100.00% $22,907.50 $22,907.50 54 Buffalo Cyclone Mega 3 Debris Blower $ 0.00 $10,443.35 $10,443.35 100.00% $5,221.68 $5,221.68 55 - - - - - - - - - - - - - - - - - - 56 Total New Initiatives $ 31,041.00 $ 56,258.35 $25,217.35 81.24% $28,129.18 $12,608.68 551020 57 - - - - - - - - - - - - - - - - - - 58 Total $ 484,480.99 $ 459,051.25 ($25,429.74) -5.25% $229,525.63 ($12,714.87) 59 Summary Budget Budget $ increase % increase /City Increase/City 60 Compensation and Benefits line 5 $465,837.00 $478,331.35 $12,494.34 2.68% $239,165.67 $6,189.80 61 62 Operating Expenses 63 Utilities line 11 $62,000.00 $35,680.00 ($26,320.00) -42.45% $17,840.00 ($13,160.00) 64 Insurance line 18 $33,750.00 $33,750.00 $0.00 0.00% $16,875.00 $0.00 65 Vehicles line 23 $13,000.00 $13,000.00 $0.00 0.00% $6,500.00 $0.00 66 Maintenance line 28 $120,000.00 $120,000.00 $0.00 0.00% $60,000.00 $0.00 67 Supplies & Materials line 37 $11,600.00 $12,250.00 $650.00 5.60% $6,125.00 $325.00 68 Professional Services line 42 $36,000.00 $42,850.00 $6,850.00 19.03% $21,425.00 $3,425.00 69 - - - - - - - - - - - - - - - - - - 70 Operating Expenses lines 60 - 67 $276,350.00 $257,530.00 ($18,820.00) -6.81% $128,765.00 ($9,410.00) 71 - - - - - - - - - - - - - - - - - - 72 Eqpmt/Captl Purch line 56 $484,480.99 $459,051.25 ($25,429.74) -5.25% $229,525.63 ($12,714.87) 73 Total $1,226,667.99 $1,194,912.60 ($31,755.40) -2.59% $597,456.30 ($15,935.07) 74 Statutory Mandate Amount $ 1,009,446.33 $ 1,050,441.57 $40,995.23 4.06% $525,220.78 $20,497.62 75 Total Budget Amount $ 1,226,667.99 $ 1,194,912.60 ($31,755.40) -2.59% $597,456.30 ($15,877.70) 74 Amount Over/(Under) Mandate $ 217,221.66 $ 144,471.03 ($72,750.63) -33.49% $72,235.52 ($36,375.31) 1 Heat Fieldhouse - new building 2 Full Amortization Feb 2027 5 Pine Banks Park - - - Fiscal Year 2027 4:08 PM 27-Apr-26 Compensation & Benefits Summary Prior FY Budget $ increase % increase /City Increase/City 1 Salaries & Wages J 2 Superintendent $ 92,700.00 $ 95,481.00 $2,781.00 3.00% $47,740.50 $1,390.50 3 Skilled Laborer $ 53,500.59 $ 55,105.61 $1,605.02 3.00% $27,552.80 $802.51 4 Skilled Laborer $ 51,438.42 $ 52,981.57 $1,543.15 3.00% $26,490.78 $771.58 5 Skilled Laborer (mechanic) $ 50,677.35 $ 52,197.67 $1,520.32 3.00% $26,098.83 $760.16 6 Skilled Laborer (part time) $ 15,450.00 $ 15,913.50 $463.50 3.00% $7,956.75 $231.75 7 - - - - - - - - - - - - - - - - - - 8 Total $ 263,766.36 $ 271,679.35 $7,912.99 3.00% $135,839.67 $3,956.50 9 10 Reserve for Overtime $ 6,340.54 $ 6,530.75 $190.21 3.00% $3,265.38 $95.11 11 12 Total Current Compensation $ 270,106.89 $ 278,210.10 $8,103.20 3.00% $139,105.05 $4,051.60 13 Pensions, Benefits & Insurance 14 Pension Benefits J 15 Pensions Benefits Active Staff $ 71,637.00 $ 71,637.00 $0.00 0.00% $35,818.50 $0.00 16 Pension Benefits to Retirees $ 55,043.28 $ 55,043.28 $0.00 0.00% $27,521.64 $0.00 17 - - - - - - - - - - - - - - - - - - 18 Total Pension Benefits $ 126,680.28 $ 126,680.28 $0.00 0.00% $63,340.14 $0.00 19 20 Health Insurance 21 Health Insurance Active Staff $ 49,799.94 $ 52,411.34 $2,611.40 5.24% $26,205.67 $1,305.70 22 Health Insurance Retirees $ 14,520.48 $ 16,185.48 $1,665.00 11.47% $8,092.74 $832.50 23 - - - - - - 24 Total Health Insurance $ 64,320.42 $ 68,596.82 $4,276.40 6.65% $34,298.41 $2,138.20 25 26 Misce 27 Employers % Life Insurance $ 904.80 $ 904.80 $0.00 0.00% $452.40 $0.00 28 Employers % Medicare Tax $ 3,939.35 $ 3,939.35 $0.00 0.00% $1,969.68 $0.00 29 Unemployment Insurance H $ 0.00 $ 0.00 $0.00 0.00% $0.00 $0.00 30 Workingman's CompI $ 0.00 $ 0.00 $0.00 0.00% $0.00 $0.00 31 Sick Leave Buyback $ 0.00 $ 0.00 $0.00 0.00% $0.00 $0.00 32 - - - - - - 33 Total Miscellaneous $ 4,844.15 $ 4,844.15 $0.00 0.00% $2,422.08 $0.00 34 - - - - - - - - - - - - - - - - - - J 35 Total Pensions & Insurance $ 195,844.85 $ 200,121.25 $4,276.40 2.18% $100,060.63 $2,138.20 36 Total Current Compensation $ 270,106.89 $ 278,210.10 $8,103.20 3.00% $139,105.05 $4,051.60 37 Total Pensions & Insurance J $ 195,844.85 $ 200,121.25 $4,276.40 2.18% $100,060.63 $2,138.20 38 Total Compensation $ 465,951.74 $ 478,331.35 $12,379.60 2.66% $239,165.67 $6,189.80 39 40 Reserve for Overtime Reconciliation. 41 Year Round Budgeted Amount $ 271,679.35 42 Per week (52) $ 5,224.60 43 Reserve - 1.25 x One Week $ 6,530.75 44 45 Notes: 46 Administered through and with current payments made through the City of Melrose HR Department. 47 Reimbursements from the City of Malden - estimated quarterly --> $ 59,791.42 48 Annualized Increase o/ prior yr --> 2.66% 49 Active employee pension cost based on per capita cost over all Melrose Employees. 50 H Unemployment Insurance funded semi-annually and if a PB employee is laid off Malden will contribute 1/2 actual cost. 51 I Melrose self insures Workingman's Compensation and Malden will pay 1/2 of claims as they actually occur. 52 Cost might change if employees or retirees change their benefits during Open Enrollment with effective date of change July 1. 53 J Prior year costs adjusted due to Superintendent hired mid year at higher compensation. 6 Fiscal Year 2027 Department Memo to City Council Department: Memorial Building 693 Name of Department Head: Kathy Pigott-Brodeur 1. Department Overview and Mission: The Soldiers and Sailors Memorial Building , (Memorial Hall) mission “is to provide the city with a commemorative monument to the patriotism of service men and women from Melrose who died for their country”. It is also a cultural center for the community. The building is used on a monthly basis for Veterans meetings, programs and ceremonies, as well as inaugural ceremonies for the city of Melrose. Memorial Hall is a true community asset that, across multiple administrations, has been intentionally maintained as a facility for the community. Today Memorial Hall continues to serve local organizations and residents hosting a wide range of events including fundraisers, sports banquets, concerts, dance rehearsals, performances, and community celebrations. 2. FY 26 Accomplishments/Challenges: • Execution of 224 events (as of May 1, 2026) with an estimated attendance of 45,500 guests. • 146 dates on hold for FY27 • FY 26 rental fees collected YTD as of May 1, 2026 is $147,260.10 with an additional $12,000 anticipated. • Rental rates were updated to bring them closer to present day market rates of similar facilities resulting in higher revenue. o The Trustees voted to increase the FY27 rates as of July 1, 2026. • Metropolitan Planning Council Association Technical Assistance Grant o MAPC is finalizing the plan which included a survey, workshops and general research of surrounding venues to help shape the future of Memorial Hall. • Four part-time non-benefit eligible Memorial Hall Operation Assistants positions filled. o FY26 budget included a reduction of 15 total weekly hours for the custodial staff decreasing the combined allocation for the four positions from 57.5 per week to 42.5 hours per week. 3. FY 27 Priorities: • Execution of a minimum of 224 events, programs and meetings • Establish a plan and timeline for the GAR Room renovation project • Upgrade of Stage Lighting System: The Mayor Requested an earmark in the Massachusetts State Budget, if approved, will allow the Stage lights to be upgraded. The lighting system has not been upgraded since at least 2008. The upgrade will allow us to host to professional music organizations and shows. FY 27 Budget Memo page. 1 • Stage curtains replacement • HVAC upgrades 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? Professional services is increasing to account for necessary HVAC work. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? NONE; However Memorial Hall is rented throughout the year for Melrose Public Schools events such as Brawl in the Hall, talent shows, 8th Grade Civics Day and more. 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? Not applicable FY 27 Budget Memo page. 2 Fiscal Year 2027 Department Memo to City Council Department: Parks Name of Department Head: Rob Carrillo 1. Department Overview and Mission: Park Department Mission: The Melrose Parks Department is responsible for the management of the City’s public outdoor spaces and recreational assets. With a staff of two, the department oversees an extensive network of facilities, including playgrounds, athletic fields, courts, a dog park, a community garden, a skate park, and numerous open spaces. The department also coordinates funding through its revolving permit fund and shared budget items. The department serves a diverse range of community members, including residents, youth and adult recreation programs, public schools, high school and collegiate athletics, and external organizations. Through its permitting system, it supports both informal recreational use and organized activities, managing thousands of facility reservations annually. Its core function is to ensure that Melrose residents have safe, accessible, and well-coordinated outdoor spaces for recreation, sports, and community engagement. By maintaining these assets, facilitating equitable access, and supporting partnerships through permits and programs such as Adopt-A-Site, the department enhances quality of life, promotes active lifestyles, and strengthens community connections. Department Overview • Staffing: 2 employees — Superintendent and Executive Secretary to the Park Commission Budget Oversight: o Management of Revolving Permit Fund and Parks Donation Fund o Oversight of two shared line items with DPW (Playground Equipment and Adopt-A-Sites) Facilities Managed: o Mt. Hood Clubhouse o 16 Playgrounds o 31 Fields o 8 Tennis Courts o 11 Outdoor Basketball Courts o 1 Dog Park o 1 Community Garden o 1 Skate Park o 66 Adopt-A-Sites FY 27 Budget Memo page. 1 o 45 Flag Sites o Additional open spaces throughout Melrose Permit Management: o Oversaw 3,200+ facility use permits in FY26 across 175+ group rentals, including: • Melrose High School • Melrose Recreation Department • Melrose Public Schools • Local user groups • College athletics programs • External organizations • Other Responsibilities: o Management of 66 Adopt-A-Sites o Oversight of the Mt. Hood Golf Course management contract 2. FY 26 Accomplishments/Challenges: Accomplishments: • Lincoln School playground replacement • Hoover School playground replacement • Bench and memorial replacements throughout the city • Adopt-A-Site sign replacements • Installation of a new memorial sign at Mary Livermore Park in coordination with the Historical Commission (Vocational School) • Welcomed new Park Commissioner Rob Kirsh • Recognized outgoing Commissioner Bradley Freeman for his service • Irrigation replacement at Knoll Fields funded by a DCR grant • Challenges: • Weather-related impacts • Grass growth and irrigation issues at fields • Infield grading challenges • Seasonal workforce fluctuations within the Green Team during peak periods • Limited dedicated labor resources within the Parks Department • Preparing fields for the spring season within the constraints of New England weather and available staffing 3. FY 27 Priorities: Identify and implement efficient collaboration strategies with the Department of Public Works (DPW) to support the maintenance of a large portfolio of outdoor facilities relative to available FY 27 Budget Memo page. 2 staffing resources. This includes strengthening coordination through regular meetings, clear communication, work order processes, and service requests, while operating with limited personnel capacity within the Green Team and no staff directly assigned und er Parks Management. 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? • Playground Equipment line increased to $20,000 annually • Adopt-A-Site line item reinstated 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? • Fred Green Field turf maintenance (shared 50/50 between Parks and DPW) • Playground repairs (Playground Equipment line) 6. What impacts, if any, has the Proposition 2½ Override approved by Melrose voters in November had on your Department’s Budget for FY 27? • Playground Equipment line increased to $20,000 annually Secured funding through the Override Supplemental Budget for: o Common Playground renovation o Dunton Park renovation o Lighting installation at Lewis Monk Field o Infield repairs at Morelli Field o Infield repairs at Conant Park o Crystal Street tennis court resurfacing o Pickleball line overlay at Tremont Street Lyons Tennis Courts o Basketball court surfacing and hoop installation at Foss Park • Adopt-A-Site line item reinstated • $536,000 allocated for playground improvements (FY26 CIP) • $125,000 allocated for court improvements (FY26 CIP) • $352,300 allocated for baseball/softball improvements (FY26 CIP) FY 27 Budget Memo page. 3 Fiscal Year 2027 Department Memo to City Council Department: Recreation Name of Department Head: Frank Olivieri 1. Department Overview and Mission: The Melrose Recreation Department provides a diverse range of programs and events for individuals of all ages and abilities within the community. Through these offerings, the department delivers valuable resources and opportunities that strengthen community connections while promoting social, cultural, and physical well-being. Each year, the department serves more than 4,000 registered participants and welcomes an additional 2,000 attendees to its free community events, reflecting its commitment to accessibility, inclusion, and community engagement. 2. FY26 Accomplishments/Challenges: Key accomplishments include: Extensive Programs: • Offered more than 200 programs and events serving a wide range of ages, interests, and ability levels. High Participation in Athletic Programs: • Melrose Youth Basketball (600+ participants) • Melrose Flag Football (250+ participants) • Melrose Youth Field Hockey (100+ participants) • Middle School Afterschool Athletics & Clubs (400+ participants) o Activities included tackle football, field hockey, volleyball, cross country, track and field, wrestling, and hiking • Adult Athletics (300+ participants) Enrichment Programming: • Provided a variety of non-athletic programs, including filmmaking, LEGO robotics, babysitting training, mindfulness, financial literacy, vacation break camps, and many more. Community Events: • Hosted popular events such as the Fourth of July Celebration, Fishing Derby, and Melrose Tennis Open, contributing to strong community engagement. Volunteer and Staffing Support: FY 27 Budget Memo page. 1 • Programs and events were supported by more than 200 community volunteers and over 50 seasonal/part-time staff. Financial Assistance: • Awarded over 50 scholarships to families experiencing financial hardship, helping ensure equitable access to programs and services. Challenges: • Rising Operational Costs: Increases in benefits, materials, and supplies resulted in more than a $50,000 rise in expenses compared to the previous fiscal year. • Reliance on Revolving Fund: For the second consecutive fiscal year, the Recreation Department operated entirely on the recreation revolving fund, receiving no support from the general fund. This was made possible through financial reserves generated from program revenue and conservative fiscal management over the past 20 years. 3. FY27 Priorities: • Restore General Fund Support: Reestablishing general fund support for the Recreation Department is a key priority for FY27. Returning funding to near previous levels will enhance the department’s ability to deliver high- quality programs and services while stabilizing the recreation revolving fund. This support will also help offset rising operational costs, including increases in employee benefits, program equipment, and supplies, ensuring long-term financial sustainability. • Expand and Enhance Program Offerings: The department will continue to develop new and diverse programming while maintaining its most successful offerings. Through the release of four seasonal brochures each year, the Recreation Department aims to provide engaging, in-demand opportunities that reflect the evolving interests of the community. Expanding program variety will further strengthen community connections and support the health, wellness, and social engagement of Melrose residents. 4. What has changed in the Department’s Budget for FY27? As a result of these changes, what are the corresponding service delivery impacts? In FY27, the Recreation Department’s budget reflects the restoration of general fund support after two years of operating solely on the revolving fund. This change improves financial stability and reduces reliance on reserves while helping to offset rising costs such as benefits, equipment, and supplies. Service Delivery Impacts: • Maintains and enhances program quality without significant fee increases • Supports the addition of new and diverse program offerings • Sustains scholarship opportunities and program accessibility • Strengthens long-term financial sustainability and planning 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 Recreation Department supports the Melrose Public Schools (MPS) budget through the payment of indoor facility and gym rental fees. The department is charged the Melrose-based non-profit rate, consistent with other community user groups. Annually, gym rental expenses average approximately $20,000, with an additional $13,000 allocated for custodial costs, totaling roughly $33,000 per year. These expenses are invoiced through DPW and subsequently reimbursed to MPS. 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? At this time, the Proposition 2½ Override has not yet had a direct impact on the Recreation Department’s FY27 budget. However, the department is hopeful that the increased funding capacity will support the restoration of general fund funding, which would improve financial stability and enhance program and service delivery. FY 27 Budget Memo page. 3 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 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: June 5, 2026 Re: #652 Pine Banks Budget Please see additional information regarding budget #652 Pine Banks. This is a statutory obligation for both the cities of Melrose and Malden. Please see the language below: As far as support to Melrose Public Schools, Pine Banks is the home field for many of Melrose High School's athletic teams at the varsity and junior varsity levels including, soccer, baseball, cross-country, track, field hockey and softball. Both staff and maintenance costs of this facility are housed in the Pine Banks budget. I wanted to provide some clarity on the reconciliation of the budget report provided by the Pine Banks Foundation (page 5) to Munis. Pine Banks Budget Line Amount Line 75 Total City Column Pine Banks Report 597,456.30 Line 2 50% Staffing Cost (Malden's share is included) 139,105.00 Line 3 Less Pensions Benefits & Insurance (In budgets where costs reside) (100,060.63) Total Pine Banks Budget 636,500.67 Line 2 – The full cost of employees are in Pine Banks budget #652. Line 3 – All Benefit costs for employees are in the respective department (#911, #914 & #916) The City of Malden is invoiced quarterly for the employee salary and benefit costs and these reimbursements are deposited in the general fund as a local receipt. Fiscal Year 2027 Department Memo to City Council Department: FIRE – C221 Name of Department Head: JOHN J. WHITE 1. Department Overview and Mission: The Melrose Fire Department (MFD) is a multi-disciplinary public safety agency dedicated to safeguarding the lives, property, and economic soul of our community. Established in the late 19th century, we have evolved from a traditional firefighting force into a modern, all-hazards response team. We serve every resident, business owner, and visitor within our city limits through a proactive model of “Total Life Safety”. Our impact is defined by three primary pillars: • Rapid Life-Saving Intervention: By maintaining a 24/7/365 presence across strategically located fire stations, we ensure that every neighborhood has access to advanced life support and fire suppression within minutes. • Community Risk Reduction: Through the work of our Fire Prevention Division, we don’t just respond to emergencies – we prevent them. By enforcing rigorous safety codes, we lower the city’s overall risk profile, protecting property values and ensuring a safer environment for our schools and local businesses. • Resilience and Readiness: Whether facing a structure fire, a hazardous materials incident, or a complex rescue operation, our department provides the specialized technical expertise required to stabilize crises and return the community to normalcy as quickly as possible. The fire department operates with a culture of courage and compassion. Our mission is to provide a sense of security to every resident, ensuring that when our neighbors are at their most vulnerable, they are met with the highest standard of professional excellence. 2. FY 26 Accomplishments/Challenges: Fiscal Year 2026 Key Accomplishments Our Service Demand: Sustained Operational Pressure The Melrose Fire Department continues to experience a high baseline of emergency incidents, reflecting the growing needs of our community. While FY25 saw an unprecedented, record-breaking spike FY 27 Budget Memo page. 1 in calls, current data shows that the department has reached a “new normal” of service demand that consistently exceeds historical averages. Fiscal Year Total Emergency Incidents Operational Status FY22 (Actual) 4,480 High Volume Baseline FY23 (Actual) 4,582 +2.2% Increase FY24 (Actual) 4,342 Consistent Demand FY25 (Actual) 4,750 Record Peak (+9.4%) FY26 (Projected) 4,410* Sustained High Demand *Projected based on 3,493 incidents recorded through April 16, 2026. This sustained volume means that our primary response apparatuses are being deployed at a higher frequency than they were originally engineered for. This increased “run-time” directly contributes to the mechanical fatigues and rising maintenance costs detailed in our “Challenges” section. Despite this pressure, our crews continue to maintain rapid response times and provide high-quality clinical and fire- suppression outcomes for the residents of Melrose. Modernizing City Infrastructure: The Tremont Street Station In March 2026, we reached a historic milestone with the official start of construction on the new Tremont Street fire station. This project is more than a building; it is a critical modernization of our public safety infrastructure. During the early phases, the department successfully implemented a complex apparatus and staffing continuity plan, striving to maintain seamless and reliable response times to the West side. Fiscal Stewardship & Grant Acquisition In FY26, the department aggressively pursued and secured FY26 Firefighter Safety Equipment Grant funding (pending approval from the City Council). These funds will be used to acquire state-of-the-art Self-Contained Breathing Apparatus (SCBA) bottles and multi-gas meters. By leveraging state grants for this essential life-safety equipment, we were able to modernize our toolkit while offsetting costs that would have otherwise required City budget funding. Strategic Training & Resourcefulness We transformed local challenges into opportunities by utilizing the former Beebe School building for high-intensity, hands-on training. This allowed our members, along with mutual aid departments, to practice search-and-rescue and fire suppression in a realistic environment. Our continued partnership with the Moon Island (Boston Fire) training facility and mutual aid drills ensures that Melrose firefighters are prepared for the increasingly complex nature of 21st-Century emergencies. Strengthening Community Resilience The department remains a visible and trusted presence in Melrose. Through our involvement in the Victorian Fair, National Night Out, and Junior Police Academy, we reached thousands of residents with FY 27 Budget Memo page. 2 life-saving fire prevention education. These engagements are a core part of our mission, as a “fire-safe” community begins with an informed and engaged public. Fiscal Year 2026 Operational Challenges Critical Fleet Vulnerability & Maintenance Deficits The most pressing threat to our operational reliability remains the accelerating degradation of our aging apparatus. With several primary response vehicles operating well beyond their engineered service life, we have seen a direct correlation between vehicle age and emergency downtime. This challenge was significantly compounded by a $20,000 reduction in the Motor Vehicle Repair budget line this fiscal year. This funding gap is projected to create a “maintenance deficit”, where emergency repairs are now consuming budgeted funds at a much faster rate. As a result, we face an increased risk of mechanical failure during high-intensity emergency responses. Sustained support for the City’s Capital Improvement Program (CIP) is not merely a request for equipment; it is a vital necessity to ensure that when a resident calls 911, the responding apparatus is reliable and ready to perform. Modernizing Workforce Readiness for 21st-Century Hazards The role of a Melrose Firefighter has expanded in complexity, requiring mastery of evolving threats such as Lithium-Ion battery fires and complex technical rescues. Current funding levels for training are struggling to keep pace with these expanding federal and state mandates. To maintain our status as a premier emergency response agency, we require additional resources to move beyond “minimum compliance” and into “specialized excellence”. Investing in advanced certifications and professional development is a direct investment in member safety and community survival. Without this support, the gap between traditional firefighting tactics and the demands of modern, complex incidents will continue to widen. 3. FY 27 Priorities: To fulfill our mission, the Melrose Fire Department has identified the following strategic initiatives for Fiscal Year 2027. These objectives are designed to stabilize our infrastructure, enhance responder safety, and ensure fiscal accountability. High-Yield Fleet Recapitalization: We will focus on the phased procurement of next-generation apparatus through the City’s CIP. • Focus: By replacing units that have exceeded their 15-year frontline service life, we aim to reduce emergency maintenance expenditures and eliminate the risk of “out-of-service” gaps during peak call volume periods. FY 27 Budget Memo page. 3 Operational Continuity & Station Transition: As construction on the Tremont Street station reaches its mid-point, the department will prioritize the seamless management of our temporary operational footprint. • Focus: We will conduct ongoing response reviews to ensure that our relocated assets are meeting target arrival times. Our priority is maintaining 100% service reliability for the West Side and surrounding neighborhoods throughout the build process. Sustained Professional Development & Regulatory Readiness: The department will continue to prioritize the rigorous training and certification programs necessary to meet expanding state and federal mandates and address the increasing complexity of modern incidents. • Focus: Rather than static training, we are committed to the continuous evolution of our skills. In FY27, this includes advancing the mastery of specialized hazards such as Lithium-Ion battery fires and technical rescue. 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? -Strategic Reductions & Efficiencies • Change: The FY27 budget includes a reduction in two lines – Professional Services and EMS Supplies – totaling $25,000. • Impact: These decreases reflect a successful effort to align line-item funding with actual historical utilization. Because these reductions target underutilized funds, there is no projected negative impact on the department’s ability to provide emergency services or maintain professional contracts in FY27. -Shift in Operational Training and Interagency Readiness • Change: The Overtime Training account remains level-funded at $11,500 for FY27. This account was first established in FY24 and has allowed the department to begin building a more sustainable and consistent approach to training participation and certification maintenance. As of May 2nd, approximately $21,000 has already been incurred between the Overtime Training account and the regular Overtime account to support required training activities. • Impact: Additional funding was requested to better align the account with actual operational training costs and to help prevent recurring overtime deficits tied to mandatory training requirements. Many fire service certifications, interagency drills, and specialized training opportunities require overtime staffing in order to maintain minimum on-duty coverage. Continued investment in training remains important to maintaining firefighter readiness, regional coordination capabilities, and compliance with evolving fire service standards. Without additional funding, the department will need to more closely prioritize training participation and limit expanded professional development opportunities beyond required baseline training activities. FY 27 Budget Memo page. 4 -Evolution of Fleet Risk • Change: The department’s operational posture has shifted due to the continued aging of frontline and reserve apparatus (2007 and 2010 Seagrave Engines). While these remain part of a pending Capital Improvement Program request, the “change” for FY27 is the transition of these vehicles into a high-failure stage of their lifecycle. • Impact: The service delivery impact is an increase in fleet volatility. With a combined $148,000 already spent on recent repairs, these engines are spending more time “out-of-service”. As maintenance needs continue to increase, frontline downtime places greater operational reliance on aged-out reserve apparatus. This creates additional pressure on fleet readiness, maintenance scheduling, and long-term service reliability. -Summary of Impacts While the department has successfully realized efficiencies in administrative and supply lines, the FY27 budget environment necessitates a shift in how we managed unfunded operational liabilities. The widening gap between budgeted training funds and certification costs, combined with the escalating maintenance needs of the fleet, represents a change in the department’s overall risk profile. Addressing these gaps remains essential to sustaining the safety and readiness the community expects. 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 approved in November served as a vital stabilization measure for the Fire Department’s FY27 budget. While these funds did not facilitate the expansion of services, they were instrumental in averting significant structural deficits that would have otherwise necessitated deep service reductions. Specific Impact: Prevention of Operational Degradation Absent the override, the department would have been forced to implement a “reduction-based” budget. The impact of the override is best understood through the risks it successfully mitigated: • Staffing & Response Integrity: The override prevented a reduction in personnel that would have compromised our ability to meet minimum safe staffing levels. Maintaining current staffing ensures that response times for fire suppression and emergency medical services remain within acceptable safety margins for the City of Melrose. • Apparatus Fleet Reliability: A reduced budget would have deferred critical preventative maintenance and delayed the replacement cycle for frontline apparatus. The override ensures FY 27 Budget Memo page. 5 that our fleet remains mechanically sound, reducing the risk of equipment failure during emergency scenes. • Safety & Compliance: By stabilizing the budget, the department can continue to adhere to essential NFPA (National Fire Protection Association) safety standards and training requirements, protecting both our first responders and the community at large. In summary, the override provided the fiscal floor necessary to sustain the department’s core mission. It allowed for the preservation of essential services and the continued upkeep of the city’s life- safety infrastructure, ensuring that emergency response capabilities remain consistent and reliable throughout FY27. /s/ John J. White Chief of Department FY 27 Budget Memo page. 6 Fiscal Year 2027 Department Memo to City Council April 30, 2026 Department: Police Name of Department Head: Chief Kevin M. Faller 1. Department Overview and Mission: MISSION: The mission of the Melrose Police Department is to provide quality policing through collaboration and mutual trust with the citizens of our community. We will do so with honor and integrity. We value the rights of all citizens, and we will enforce the laws of the Commonwealth of Massachusetts in a fair, impartial, and procedurally just manner. VISION: The Melrose Police Department will be a model agency prepared to meet future challenges by being a progressive and innovative police department. We will enhance the quality of life for all citizens by creating a partnership of trust and transparency with our community to promote positive change. VALUES: The Melrose Police Department strives to establish our credibility and legitimacy through the embodiment of our core values: Honor, Integrity, Courage, and Accountability (HICA): • Honor: Our promise to always do what is right. We hold our profession and the citizens we serve in the highest respect. • Integrity: We are committed to honesty and ethical behavior in all our actions. • Courage: We have a selfless devotion to our duty, and we will stand for justice in the face of danger. • Accountability: We accept responsibility for our actions and understand the expectations of the community we serve. DEPARTMENT ORGANIZATION: • Chief of Police • Executive Office Manager • Administrative Assistant (part time) • 4 Lieutenants • 10 Sergeants • 35 Patrol Officers • 2 civilian Parking Wardens (part time) FY 27 Budget Memo page. 1 2. FY 26 Accomplishments/Challenges: Accomplishments: • On pace for 16,000 calls for service, 3,300 calls received via 911 emergency line, 2,300 reports filed, 2,000 MV citations issued, 4,000 parking tickets issued (excess of $100K in fines), 400 MV crash reports filed, 2,000 medical aid responses, and 400 criminal summons’ and/or arrests. • In FY26, MPD officers conducted some specialized training, to include: o Department wide in-service Training focused on law & procedure updates, domestic violence, officer wellness, critical incident & crime scene training, firearms qualification, and CPR/TAC Med/First Aid Training. o Department wide 911 training focused on crisis intervention, cultural diversity and mental health areas. o Department wide Active Shooter Training: October 2025 Beebe School. o Detective Bureau: Mass State Police Partnership Initiative spending a week with State Police Detectives responsible for homicide/suspicious death investigations, Background Investigation training for recruit applicants, interrogation/investigation & forensic training. o Traffic: 80-hour Crash Investigation course, additional training in Speed Measurement/LIDAR, SFTS, School Bus Enforcement. o Implementation and training of new evidence software for the department which improved the tracking and oversight of evidence. o School Resource Officers: Youth Crisis Intervention training, along with specialized juvenile law training. o MAWLE (MA Women in Law Enforcement) Conferences, Foundation Leadership for promotion eligible officers, REID Technique & Interview & Interrogation classes. • Numerous letters and emails of appreciation from residents commending the work of our officers. • Boston Bruins B Fit Challenge – raised over 13k for charity to support fallen First Responders at the TD Garden in Boston, Ma. • Numerous community engagement events such as the Junior Police Academy, the “Bike Bus” for elementary schools, reading to students at various schools, MPD Podcast “Behind The Badge” on MMTV, a “mock crash” impaired driving investigation/demonstration to high school students, and various other events to engage the community as partners and enhance recruitment efforts. • Construction of the new Police Station commenced in April 2026. Challenges: • Staffing: o 2 positions originally were removed from the FY26 budget ▪ Both positions were restored into the budget after a successful override ballot in November 2025; however, it is not an immediate fix. ▪ One recruit started in a Police Academy on 04/20/26 and the second recruit is scheduled to start in July 2026. It is a lengthy process that takes over 12 months for an officer to assume full time police roles and fill an FY 27 Budget Memo page. 2 open spot. It is not as simple as restoring a position and expecting a replacement officer to start immediately. It is 3 plus months of the application process, background investigation, medical/psych evaluations, and successful passing of mandatory physical fitness tests required by the Commonwealth. After that, finding an open slot in a 6- month Academy is a challenge. After graduating a 6-month academy, 2-3 months of on-the-job field training under the mentorship of a veteran Field Training Officer is required before that officer fills an open spot to impact staffing and overtime. ▪ Each fiscal year we lose several officers, some of which are unexpected. Although we are budgeted for 50 sworn officers (all ranks including Chief), we have never had 50 working full time at any point since I became Chief in 2022. We are constantly trying to fill “open positions” due to retirements or transfers which limits what we can do as an organization, it impacts overtime costs and can be detrimental to morale and wellness. ▪ Budgeting for more personnel (example: 54) would mitigate the effects of consistently having “open positions” that take 12+ months to fill. Instead of perpetually having 3-4 open positions to reach “full staffing” of 50 during any fiscal year, by adding 3-4 more positions we would still have a few “open positions” each year, but at the same time we would likely have at least 50 working in an assignment at any given time. This would create a “fully staffed” department to allow for more officers on Patrol, decreased overtime costs, increased visibility and enforcement, and allow for more opportunities for our front-line patrol officers. ▪ In Massachusetts, towns with 50,000 residents or less, police department budgets typically account for roughly 10% to 20% of the total operating budget, often falling around 13-15% for smaller jurisdictions, according to national and regional data. Personnel costs, including salaries and benefits, usually represent approximately 90% of these police department budgets. Historically in Melrose, the overall police operating budget has accounted for roughly 6% of the overall city budget, which is well below average. FY27 appears to be projected at approximately only 5% of the overall city budget. Adding 3-4 more sworn full-time positions to the police operating budget would result in the current requested police budget accounting for roughly 5.2% of the city’s overall budget, still well below national and local average. This small increase would have a positive impact on services we can provide and help with the retention of our officers. The city is growing and developing at a fast pace and calls for service will increase significantly over the next few years. ▪ Minimum staffing on the street is currently 3 Patrol Officers covering the entire city on any shift. Staffing is a challenge and will continue to be a challenge with the number of positions currently budgeted for. FY 27 Budget Memo page. 3 3. FY 27 Priorities: • Maintain staffing and successfully integrate 4 new officers who are currently in training or soon to be in training. • Retention of Officers has been an increasing challenge across the Commonwealth. It is vital to maintain a positive culture within the department, create opportunities to grow, and compensate our personnel fairly within the marketplace to retain officers who have had increasing job opportunities available to them due to changes in the Civil service hiring process. • New Police Station construction project: Ensure that it is done correctly, within the scope and budget, and meets the community and neighborhood residents’ expectations. • Explore a Deputy Chief position that is currently in the Superior Officers’ contract which will allow for succession planning, professional growth, and improved services internally and externally through a re-alignment and examination of job descriptions and supervisory responsibilities. • Enhance recruitment efforts and strategic planning to reduce the time needed to fill anticipated and unexpected vacancies. • Continuing to work on the progress of 2 Capital Improvement Plan requests: o Purchase of tasers and training of all sworn personnel. o Cruiser fleet replacement and maintenance plan. • Prepare to work collaboratively with both police unions in preparation for contract negotiations. Both police union contracts expire in June of 2027. • Training and adhering to best practices in policies as we work towards accreditation. • Continue to expand community engagement events. 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? • Re-insertion of 2 Patrol Officer salaried positions that were originally cut from the FY26 budget. • “SALARIES” group line item (51) accounts for 95.5% of the overall FY27 police budget. Due to contractual pay raise obligations across 2 unions as well as the re-insertion of 2 police officer positions, this group line item (51) has increased 6.0% from FY26 to FY27. This is the main reason why the overall operating budget has shown an increase of 5.9% as well. Of note, both police unions took less contractual pay raises in the first 2 years of their contract (FY 25 and FY26) due to the fiscal situation at the time. • Licensing for new Evidence Software purchased in FY26 from free cash resulted in an increase of $7,785 (computer support line item). The result is better accounting practices and oversight of evidence management which is of critical importance. • Majority of other line items have been level funded from FY26 (some of which were reduced from FY25 to FY26). FY 27 Budget Memo page. 4 • Several contractual vendor and membership dues have increased, thus causing a slight increase in those line items. 5. What costs, if any, are housed in your department’s budget to support the Melrose Public Schools? • 2 Full time School Resource Officer salaried positions. 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? • 2 Patrol Officer positions were cut in FY26. They have since been restored and fully funded in FY27. Respectfully Submitted, __________________________ Chief Kevin M. Faller FY 27 Budget Memo page. 5 FISCAL YEAR 2026 FREE CASH REQUEST MELROSE FIRE DEPARTMENT PRESENTED BY: CHIEF JOHN J. WHITE THE MOTOR VEHICLE ACCOUNT HAS HISTORICALLY BEEN FUNDED AT $100,000 ANNUALLY; HOWEVER, THE CURRENT FISCAL YEAR MAINTAINING FLEET APPROPRIATION WAS REDUCED TO $80,000 AS PART OF PRIOR CITY- WIDE BUDGET ADJUSTMENTS, WHICH HAS CONTRIBUTED TO THE READINESS CURRENT PROJECTED SHORTFALL. ASIDE FROM THAT, VEHICLE REQUEST: +$30,000 MAINTENANCE COSTS HAVE REMAINED HIGH DUE TO ONGOING REPAIR LINE: MV REPAIRS & MAINT. 012212-527500 NEEDS OF AGED-OUT TRUCKS AND THE NECESSITY OF KEEPING FRONTLINE APPARATUS IN SAFE AND RELIABLE CONDITION. THIS REQUEST IS INTENDED TO ENSURE CONTINUITY OF OPERATIONS THE $30,000 FUNDING REQUEST IS BASED ON REPAIR AND WITHOUT DISRUPTION TO CRITICAL SERVICES. MAINTENANCE COST ESTIMATES DEVELOPED BY THE DEPARTMENTS FLEET MANAGER, LIEUTENANT MIKE BELL. THESE ESTIMATES ARE INTENDED TO ADDRESS FY26 MOTOR VEHICLE REPAIR NEEDS MAINTENANCE AND REPAIR COSTS ACROSS THE MELROSE FIRE DEPARTMENT FLEET. ENGINE 3 $13,500 MISC. $11,500 ENGINE 2 $10,500 LADDER 2 $9,500 LADDER 1 $5,000 ENGINE 4 $3,000 $0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000 DRIVEN BY SAFETY LONG-TERM APPARATUS REPLACEMENT REMAINS A SIGNIFICANT OPERATIONAL AND FINANCIAL CONSIDERATION. REQUEST THROUGH THE CITY’S CIP FOR REPLACEMENT OF THE DEPARTMENT’S 2007 (19 YEARS) AND 2010 (16 YEARS) SEAGRAVE ENGINES WERE NOT FUNDED IN FY27. WHILE ANNUAL REPAIR COSTS FLUCTUATE, BOTH APPARATUS CONTINUE TO REQUIRE SUBSTANTIAL MAINTENANCE INVESTMENTS DUE TO THEIR AGE AND CONTINUED FRONT- LINE AND RESERVE SERVICE DEMANDS. $25,000.00 $23,168.07 $22,454.35 $20,715.76 $20,000.00 $16,448.06$15,996.32 $15,000.00 $12,585.01 $13,251.59 $11,685.24 $10,000.00 $7,251.46 $5,494.05 $5,000.00 $0.00 FY 22 FY 23 FY 24 FY 25 FY 26 IN THE PAST FEW YEARS, ENGINE 3 AND ENGINE 4 HAVE E3 - 2010 E4 - 2007 INCURRED THE CITY $150,000+. SPECIFIC SAFETY FEATURES OFTEN MISSING ON OLDER APPARATUS: NFPA STANDARD - IMPROVED OCCUPANT - IMPROVED WARNING AND THE STANDARDS FOR IN-SERVICE, AGED-OUT PROTECTION SYSTEMS VISIBILITY SYSTEMS APPARATUS ARE OUTLINED IN NFPA 1910 AND THE ANNEX - ENHANCED SEAT BELT DESIGNS - BETTER SCENE LIGHTING - AIR BAG SYSTEMS - MODERN BRAKING AND OF NFPA 1900. THE STANDARDS RECOMMEND THE - VEHICLE STABILITY AND ELECTRONIC CONTROL FOLLOWING LIFE-CYCLE AND RETIREMENT GUIDELINES: ROLLOVER PROTECTION SYSTEMS THE “15/25 RULE” • 15 YEARS: RECOMMENDS THAT APPARATUS BE REMOVED FROM FRONTLINE SERVICE AND RELEGATED TO RESERVE STATUS. • 25 YEARS: RECOMMENDS COMPLETELY REMOVING THE APPARATUS FROM EMERGENCY SERVICE. ENGINE 3 – 16 YRS OLD ENGINE 4 – 19 YRS OLD ENGINE 3 YEAR: 2010 AGE: 16ENGINE 4 YEAR: 2007 AGE: 19STAFFING DEMANDS & OVERTIME FUNDING REQUEST: +$400,000 LINE: OVERTIME 012211-513000 WHY OVERTIME FUNDING IS NECESSARY FIRE APPARATUS ARE STAFFED BASED ON OPERATIONAL & SAFETY REQUIREMENTS. WHEN A FIREFIGHTER IS THE FIRE DEPARTMENT’S OVERTIME COSTS ARE DRIVEN PRIMARILY UNAVAILABLE, THAT POSITION MUST BE FILLED TO MAINTAIN BY THE NEED TO MAINTAIN MINIMUM STAFFING AND OPERATIONAL MINIMUM STAFFING LEVELS. READINESS, NOT DISCRETIONARY SPENDING. THE DEPARTMENT CONTINUES TO ABSORB THE IMPACTS OF EMPLOYEE ABSENCES, VACANCIES, TRAINING, AND OTHER WITHOUT ADEQUATE OVERTIME FUNDING AUTHORIZED LEAVE THAT ARE INHERENT TO A 24-HOUR - ENGINE COMPANIES MAY OPERATE BELOW STAFFING STANDARDS - APPARATUS MAY BE PLACED OUT OF SERVICE EMERGENCY SERVICE ORGANIZATION. AS A RESULT, OVERTIME - FEWER FIREFIGHTERS ARE AVAILABLE FOR EMERGENCY INCIDENTS FUNDING IS ROUTINELY EXHUASTED, REQUIRING ADDITIONAL - MUTUAL AID RELIANCE INCREASES APPROPRIATIONS TO MAINTAIN STAFFING AND EMERGENCY - RESPONSE CAPABILITIES ARE REDUCED RESPONSE CAPABILITIES.MELROSE FIRE LINE RESPONSESUPPORTING SAFE STAFFING TOP 3 LEAVE REASONS: VACATION, SICK, & INJURY LEVELS FY24 FY25 FY26 TOTAL BUDGET SPENT: $5,239,298.79 TOTAL BUDGET SPENT: $6,878,289.42 TOTAL BUDGET SPENT: $6,051,379.55 OVERTIME SPENT: $1,154,817.39 SPENT: $1,635,358.72 SPENT: $804,989.96 PCT USED: 22% PCT USED: 23% PCT USED: 13% HOURS PER LEAVE HOURS PER LEAVE HOURS PER LEAVE 30 48 89 159 264 6 118 222 258 39 48 91 134 256 469 1,569 2,723 5,218 7,676 8,629 8,500 5,874 5,854 6,911 TRAINING MILITARY UNION TRAINING FUNERAL UNION TRAINING FUNERAL UNION ADMIN FUNERAL INJURY MILITARY ADMIN INJURY MILITARY ADMIN INJURY SICK VACATION SICK VACATION SICK VACATION WHEN FRONTLINE UNITS ARE UNAVAILABLE DUE TO STAFFING GAPS, ADEQUATE STAFFING & RESPONSE RELIABILITY IS REDUCED AND REMAINING CREWS ARE BACKFILL COVERAGE STRETCHED ACROSS INCREASED CALL VOLUME. 4000 3740 30,000 25,025 25,000 22,129 IF STAFFING FALLS BELOW 3000 20,000 REQUIRED LEVELS, RESPONSE 1762 2000 15,000 11,198 EFFECTIVENESS AND 10,000 FIREFIGHTER SAFETY CAN BE 1000 229 5,000 COMPROMISED. ADEQUATE 0 0 STAFFING IS CRITICAL FOR: HOLDOVERS OT/CALLBACKS - IMPROVING FIREFIGHTER FY24 FY25 FY26 FY24 FY25 FY26 SAFETY - EFFECTIVE PROPERTY WHILE OVERTIME AND HOLDOVER HOURS HAVE PROTECTION - SEARCH & RESCUE DECREASED COMPARED TO THE PREVIOUS TWO YEARS, THE OPERATIONS PRIMARY DRIVER OF THIS FUNDING REQUEST IS NOT COST - REDUCING FIREFIGHTER TRENDS, BUT OPERATIONAL SAFETY AND STAFFING BURNOUT, FATIGUE, & INJURIES - PATIENT CARE STABILITY. - FASTER RESPONSE TIMES - EFFICIENT VICTIM RESCUE MAINTAINING ADEQUATE BACKFILL COVERAGE IS - BETTER COMMUNITY ESSENTIAL TO ENSURE THAT OPEN POSITIONS, VACANCIES, OUTCOMES AND UNPLANNED ABSENCES DO NOT RESULT IN APPARATUS BEING PLACED OUT OF SERVICE. KEY POINTS: EVERY DAY, MELROSE RESIDENTS DEPEND ON A FULLY - OVERTIME FUNDING ENSURES ALL FRONTLINE STAFFED FIRE DEPARTMENT TO RESPOND WHEN APPARATUS REMAIN STAFFED AND AVAILABLE. EMERGENCIES OCCUR. - REDUCES THE RISK OF COMPANIES BEING PLACED OUT FUNDING THIS REQUEST ENSURES THAT CRITICAL OF SERVICE DUE TO STAFFING SHORTAGES. RESOURCES REMAIN AVAILABLE, RESPONSE CAPABILITIES ARE PRESERVED, AND PUBLIC SAFETY REMAINS OUR - MAINTAINS SAFE STAFFING LEVELS FOR EMERGENCY HIGHEST PRIORITY. INCIDENTS. - PROTECTS RESPONSE TIMES AND SERVICE DELIVERY TO MAINTAINING EMERGENCY RESIDENTS, BUSINESSES, AND SCHOOLS. - SUPPORTS OPERATIONAL CONTINUITY WHILE RESPONSE READINESS VACANCIES ARE FILLED.FISCAL YEAR 2027 BUDGET PRESENTATION MELROSE FIRE DEPARTMENT PRESENTED BY: CHIEF JOHN J. WHITE FY26 PRESENTED CONTINUED FINANCIAL CHALLENGES THAT REQUIRED THE DEPARTMENT TO REMAIN DISCIPLINED AND STRATEGIC IN MANAGING OPERATIONAL NEEDS WHILE MAINTAINING UNINTERRUPTED EMERGENCY RESPONSE SERVICES TO THE COMMUNITY. THROUGH CAREFUL BUDGETING, PRIORITIZATION OF RESOURCES, AND THE DEDICATION OF DEPARTMENT PERSONNEL, THE DEPARTMENT SUCCESSFULLY NAVIGATED THESE CONSTRAINTS WHILE CONTINUING TO MEET THE CITY’S PUBLIC SAFETY EXPECTATIONS. AS THE DEPARTMENT ENTERS FY27, WE ARE APPRECIATIVE OF THE CITY’S SUPPORT AND THE FUNDING PROVIDED TO MAINTAIN CORE OPERATIONS AND ADDRESS SEVERAL IMPORTANT PRIORITIES. PLANNED FY27 INVESTMENTS INCLUDE EXPANDED TRAINING OPPORTUNITIES, CRITICAL LIFE SAFETY FY26 – FY27 EQUIPMENT, AND CONTINUED EFFORTS TO SUPPORT FIREFIGHTER READINESS AND OPERATIONAL OVERVIEW EFFECTIVENESS. KEY INCREASES INCLUDE FUNDING FOR INVESTMENTS IN SALARY/WAGES, AND OVERTIME ACCOUNTS TO SUPPORT STAFFING REQUIREMENTS AND CONTRACTUAL OBLIGATIONS FOR THE DEPARTMENT’S PUBLIC SAFETY 49 EMPLOYEES. THE FY27 BUDGET REFLECTS TARGETED INVESTMENTS FOCUSED ON MAINTAINING OPERATIONAL READINESS, INCREASED FUNDING WITHIN MOTOR VEHICLE REPAIRS/ SUPPORTING PERSONNEL, AND SUSTAINING FRONTLINE MAINTENANCE AND BATTERY ACCOUNTS WAS EMERGENCY RESPONSE CAPABILITIES. THE DEPARTMENT’S NECESSARY TO ADDRESS RISING MAINTENANCE OVERALL BUDGET INCREASED BY 2.6%, WITH 7 OF 26 DEMANDS ASSOCIATED WITH THE DEPARTMENT’S BUDGET LINES REFLECTING INCREASES TIED TO CRITICAL AGING APPARATUS FLEET. THESE INVESTMENTS HELP OPERATIONAL NEEDS. ENSURE THE CONTINUED RELIABILITY AND OPERATIONAL READINESS OF FRONTLINE EMERGENCY RESPONSE VEHICLES. OTHER INCREASES ARE BASED ON REGULAR ACCOUNTS: FY26 BUDGET FY27 REQUEST: FY27 PROPOSED: PCT CHANGE: ANNUAL COST INCREASES, SERVICE FEE ADJUSTMENTS, [51] SALARIES AND COMMUNITY ENGAGEMENT. SALARY & WAGES $5,201,301.00 $5,477,685.91 $5,328,184.00 2.4% OVERTIME $489,300.00 $1,518,599.16 $513,500.00 4.9% [52] CONTRACTUAL LIFE/SAFETY EQUIPMENT $5,996.18 $15,000.00 $15,000.00 37.6% THIS FUNDING SUPPORTS THE DEPARTMENT’S ABILITY MOTOR VEHICLE REPAIR & MAINT $65,446.51 $100,000.00 $100,000.00 25.0% TO RESPOND TO APPROXIMATELY 4,700 EMERGENCY [53] SUPPLIES & MATERIAL CALLS ANNUALLY WHILE MAINTAINING UNINTERRUPTED FIRE PREVENTION SUPPLIES $2,380.20 $4,000.00 $4,000.00 33.3% EMERGENCY RESPONSE SERVICES, FIREFIGHTER SAFETY, BATTERIES $469.73 $2,000.00 $2,000.00 166.7% AND CONTINUED SERVICE DELIVERY TO THE CLEANING & DISINFECTANT SUP $7,234.95 $7,500.00 $7,500.00 7.1% COMMUNITY.THE FY27 BUDGET INCLUDES DECREASES IN 2 OF 26 BUDGET LINES, TOTALING APPROXIMATELY $25,000 IN REDUCTIONS. WHILE THE APPROVED BUDGET SUPPORTS THE DEPARTMENT’S CONTINUING CORE OPERATIONAL FUNCTIONS, SEVERAL IMPORTANT OPERATIONAL NEEDS REMAIN AREAS FOR FUTURE OPERATIONAL NEEDS CONSIDERATION. ADDITIONAL FUNDING REQUESTED FOR THE OVERTIME TRAINING ACCOUNT WAS NOT INCLUDED IN THE FY27 BUDGET. FUNDING WAS REQUESTED TO SUPPORT MANDATORY TRAINING REQUIREMENTS AND EXPANDED PROFESSIONAL DEVELOPMENT OPPORTUNITIES AS TRAINING DEMANDS WITHIN THE FIRE SERVICE CONTINUE TO INCREASE. THE DEPARTMENT WAS BUDGETED $11,500 WITHIN THE TRAINING ACCOUNT FOR FY26 AND BETWEEN THE OVERTIME AND TRAINING LINES, THEY HAVE INCURRED APPROXIMATELY $21,000 AS OF MAY 2026. THIS DEMONSTRATES THE CONTINUED OPERATIONAL DEMANDS FOR TRAINING AND CERTIFICATION ACTIVITIES. FY26ACCOMPLISHMENTS FY26 MELROSE FIRE DEPARTMENT CALL TYPES ODOR OF SMOKE - INSIDE 12 BUILDING/HOUSE FIRE 13 ALARM SOUNDING -… 13 BRUSH FIRE 17 WATER LEAK/PROBLEM 22 GAS ODOR - OUTSIDE 24 GAS ODOR - INSIDE 37 LOCK OUT / LOCK IN 40 MUTUAL AID 49 ELEVATOR RESCUE 45 WIRES DOWN 69 CENTRAL STATION ALARM 59 CARBON MONOXIDE ALARM 88 WELL-BEING CHECK 101 OTHER 121 MVA 130 BOX ALARM 148 INVESTIGATION 173 LIFT ASSIST 191 ALARM SOUNDING - NO… 337 MEDICAL AID 2459 0 1000 2000 3000FORECASTING FOR THE FUTURE THE MELROSE FIRE DEPARTMENT IS COMMITTED TO DELIVERING THE HIGHEST LEVEL OF SERVICE TO OUR COMMUNITY. THE INVESTMENTS OUTLINED IN THIS BUDGET – IN OUR PERSONNEL, APPARATUS, & INFRASTRUCTURE – ARE NOT DISCRETIONARY. THEY ARE THE FOUNDATION OF A SAFE, RESPONSIVE, AND SUSTAINABLE DEPARTMENT.FISCAL YEAR 2027 BUDGET PRESENTATION MELROSE EMERGENCY MANAGEMENT DEPARTMENT PRESENTED BY: CHIEF JOHN J. WHITEEMERGENCY MANAGEMENT: IMPACT BEYOND THE BUDGET THE EMERGENCY MANAGEMENT DEPARTMENT IS RESPONSIBLE FOR COORDINATING THE CITY’S PREPAREDNESS, RESPONSE, RECOVERY, AND MITIGATION EFFORTS BEFORE, DURING, AND AFTER EMERGENCIES. PRIOR TO THE START OF FY26, OVERSIGHT OF THIS FUNCTION WAS ASSUMED BY THE MELROSE FIRE CHIEF, ENSURING EMERGENCY MANAGEMENT ACTIVITIES REMAIN CLOSELY ALIGNED WITH PUBLIC SAFETY OPERATIONS AND COMMUNITY NEEDS. THE DEPARTMENT’S FY27 BUDGET OF $10,000 SUPPORTS ADMINISTRATIVE STIPENDS ASSOCIATED WITH MANAGING THIS CRITICAL FUNCTION. DESPITE ITS MODEST BUDGET, EMERGENCY MANAGEMENT PROVIDES SIGNIFICANT VALUE THROUGH PLANNING, TRAINING, INTERAGENCY COORDINATION, GRANT MANAGEMENT, AND EMERGENCY PREPAREDNESS INITIATIVES THAT STRENGTHEN COMMUNITY RESILIENCE. MANY REQUIREMENTS REMAIN UNCERTAIN AND BUDGET REQUESTS HAVE BEEN INTENTIONALLY LIMITED AS WE ASSESS PRIORITIES FOR FY27 AND BEYOND. A STRATEGIC OVERVIEW OF THE ANNUAL PLANNING, TRAINING, AND COORDINATION, BY THE EMERGENCY MANAGEMENT DEPARTMENT, REQUIRED TO KEEP OUR PREPARING FOR WHAT COMMUNITY RESILIENT AND RESPONSE-READY: COMES NEXT - PARTICIPATE IN EMERGENCY RESPONSE TRAINING AND TABLETOP EXERCISES - PURSUE GRANT OPPORTUNITIES TO ENHANCE EMERGENCY PREPAREDNESS CAPABILITIES - RECENT EMPG (EMERG. MGT. PERFORMANCE GRANT) SUBMITTAL FOR $5,358.18 - OVERSEE DISASTER RESPONSE, RECOVERY, AND MITIGATION ACTIVITIES - MANAGE EMERGENCY COMMUNICATIONS AND SITUATIONAL AWARENESS DURING SIGNIFICANT WEATHER EVENTS & EMERGENCIES - MAINTAIN & UPDATE THE CITY’S EMERGENCY OPERATIONS PLAN - SUPPORT PUBLIC SAFETY PLANNING FOR MAJOR EVENTS, INCIDENTS, OR SPECIAL OPERATIONS - ATTENDING REGIONAL & STATE EMERGENCY MANAGEMENT MEETINGS THE STRONGEST EMERGENCY RESPONSE BEGINS LONG - MYSTIC REPC (MYSTIC REGIONAL EMERGENCY BEFORE AN INCIDENT OCCURS. CONTINUED INVESTMENT IN PLANNING COMMITTEE) PLANNING, TRAINING, AND COORDINATION HELPS PROTECT - MEMA (MASSACHUSETTS EMERGENCY OUR RESIDENTS, BUSINESSES, AND CRITICAL MANAGEMENT AGENCY) INFRASTRUCTURE. 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. 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

▶ 0:02 Devin Romanul: Good evening. The time is 18:03 on Thursday, June 11th, 2026. This is a meeting of the Appropriations and Oversight Committee. My name is Devin Romanhill, I am the chair. Also joining me this evening are Vice Chair Vandiver, Councilors Chen, Jamaloodeen, Karemcheidi, Kowal, Park, and Williams. This serves as a notice of quorum for the record. In accordance with our open meeting law, this meeting is being recorded and broadcast live on MMTV. At this time, I will motion by unanimous consent to approve the minutes without reading from our most recent meetings on June 4th, our water and sewer hearing on June 4th, and our public budget hearing on June 4th. Seeing no objection, those minutes are now approved.

▶ 0:48 Devin Romanul: I'll now motion by unanimous consent to open the floor for public comment. Seeing no objection, our floor is open for public comment. This is the portion of the meeting where members of the public may come and speak on any items on tonight's agenda. Do we have any folks in the audience? All right. Feel free to give your name and address, and I'll just ask all members of the public, we have a five-minute time limit for all public testimony. Thank you very much. My name is Martali Periard. I live at 569 Franklin Street, and I'm here representing obviously myself, but also Undercliff Terrace Condo Association, which is 19 units, all owned in Ward 1. So the reason I am here tonight is to respectfully

▶ 1:34 request that in the budget, there be money put aside to bolster the personnel and the processes that are necessary to compel developers to adhere to Melrose city ordinances, and to enforce that. For the past 15 months, the work site at 529 Franklin has frequently violated Melrose city ordinances, specifically the work hours. The work hours are 7:00 a.m. to 6:00 p.m. on weekdays, and 9:00 to 3:00 p.m. on Saturdays. Very frequently, they start at 6:30 a.m., and very frequently, they finish after 7:00 p.m. On Saturdays, they almost always start at 7:00 a.m. There is also continuous idling of trucks and a great deal of noise that I believe exceeds the city ordinances. We, meaning the condo association, many residents, and

▶ 2:43 myself, have contacted the city upwards of 30 times since the commencement of this project. I have contacted the mayor's office. I have contacted the police. I have contacted the building inspector. Enforcement has been sporadic, and unfortunately, not always successful. My last four emails to the city, the chief of police, and to other individuals, the building inspector, unfortunately went unanswered and unacknowledged as well. That's why I came here tonight, to say that given the very large number of developments, not only in the Highlands, but across all of Melrose, it is clear that there is a need for appropriate resources and funding to support the enforcement of ordinances, and also to hold developers accountable.

▶ 3:38 Devin Romanul: Thank you very much. Thank you. Do we have any other members of the audience who would like to participate in public comment? Do we have any other folks online? No one online. All right. Nobody is online. So seeing no other public comment participants, I'll now motion by unanimous consent to close public comment. Seeing none, we are now closed for public comment. Thank you so much. All right, moving on to our agenda. First item, ID number 2026-1298, requesting an interdepartmental transfer of funds from the election salaries PT line in the amount of $24,437 to the printing line item 011622521000. President Freeman was supposed to speak on TNG's behalf- All right ... on that one. All right. It seems as if we are missing our speaker, has not yet arrived yet.

▶ 4:37 Devin Romanul: Can I put in a motion to move this later in the agenda? Is there a particular place? Motion to... Well, I don't think there's a reason it needs to be at any given point. Vandiver, can we motion to this, if we table it, can we keep it in the meeting? I think it would be tabled until the next meeting. Until the next meeting? I believe so. We can move it in the agenda as a separate motion to like- I would just motion to move it to the end of the agenda, because I don't think there's any reason it needs to be in the middle. All right. Just last item. Sure. Motion to move ID number 2026-1298 to be moved at the very end of our agenda, made by Vice Chair Vandiver, seconded by Councilor Karamcheti on discussion.

▶ 5:20 Devin Romanul: Madam Clerk? Oh, all those in favor? Aye. All those opposed? All right, the ayes have it. We will consider that item at the end of the agenda. Next up, ID number 2026-1294, transfer to DPW facilities 402 in the amount of $130,000 from various DPW accounts for June utilities. Good evening, Mr. Troupe. Good evening. Thank you for joining us. Thank you. Thank you very much, Council. Tonight we appreciate the consideration for an interdepartment transfer from various line items throughout our already appropriated operating budget for fiscal year '26 to cover utility costs. In front of you is a memo that outlines the strategy, the accounts that we've identifiedTo move from and then to move to. The two challenges that we have this year are obviously

▶ 6:08 an increased rate of $1.75 per kilowatt hour over last year. That's an actual increase of 13% versus what we projected conservatively at 4%. We also had that stretch, if you all recall, between December and the end of February, where we had extended cold, and the amount of electricity and usage in our utility accounts was high, so that we could keep our buildings warm and operational rather than take advantage of the energy efficient controls that are in the building. So in front of you, to me, is a housekeeping matter to make sure that we cover our utility costs for fiscal '26, and it is something that we monitor over the course of the entire fiscal year just to make sure at the end of the year, we're not asking for an additional

▶ 6:54 appropriation. It's not why we're here tonight. We're asking for a transfer of monies that were already appropriated to us to cover these costs. Thank you. Thank you very much. Any questions from my colleagues? Councilor Chen. Thanks for being here. Thank you. Are there any overages? Are the overages from the other line items that you're taking the $130,000 for- Yeah, that's- ... are the lesser services that are... Yeah, that's a good question. One of the things we have to look at is we look at the budget as a whole. And when you look at different, they call them roll-up codes- Mm ... we are taking the bottom line and making sure that we do not have anything that finishes in deficit. So any surplus that we have from those other

▶ 7:34 roll-up codes, that's what we're targeting to move into the utility accounts to cover those costs. Councilor Williams. Thank you. Can you characterize what split is between the increased sort of the fundamental increase in cost of utilities versus the unanticipated increased cost from increased usage from the cold? Yeah. It's hard to say because we really didn't have an idea as to what the library, the effect that the library was going to have on us. That's a significant increase now that that's a fully electric building, so we're still adjusting to that. We have the luxury in the DPW in this section of accounts that we can really manage those accounts over the course of the year and just continue to monitor it. We'll continue to work with the CFO

▶ 8:19 Ryan Williams: to make sure that- Yeah, I suppose you could think of it in the context of the schools being 95,000 or, excuse me, 100,000 of this transfer that a lot of that is electricity. So it feels to me like most of this is driven by the rates- Correct ... since we don't have electric heat in our schools. Yep. The extra cost for school gas and oil heat. Do we have oil heat in any of the schools? We do. Which ones? No. Actually, I'm sorry. Yeah. We don't. The only oil heat we have is down at the Wyoming Cemetery. That's right. Okay. So yeah. Do you think when you're talking about electricity costs in FY27 that we've been a little less conservative to account for any unexpected spikes? Yes and no, because there's such a variable based on usage, right?

▶ 9:09 We have the luxury that we have an agreement with power options. They negotiate the supply side for us. So that's going to be a fixed cost for us based on the kilowatt hours. It's not going to fluctuate. Where the fluctuation comes is from national grid, when they're, the demand side, and that's strictly usage. Mm. So that's something that, again, we want to monitor over the course of the year. And when you have a particularly cold winter or you have a particularly warm summer that now we're going to be using the AC, it's a 12-month look ahead. We want to make sure that by the end of the year, we're going to be able to cover our costs. So... Okay. Thank you. Any other councilors have questions?

▶ 9:51 Motion to recommend? Sure. Second. I'll move to the bottom line. Nope. Nope. You were the first- Recommend. Second. I'll second the motion to recommend. Motion to recommend made by Councilor Karamcheti, seconded by Councilor Williams. On discussion. See Councilor Chen. To clarify, this isn't just for June utilities, this is for the entire year, but you need to true it- Correct ... up in June. Yes. Okay. Yeah. We want to look at things basically 12 years, where we're already looking at next June once we get into July, so we're continuing to monitor. Yes, sir. All right. Seeing no other questions, Madam Clerk, will you please call the roll? Councilor Vandiver? Yes. Councilor Chen? Yes. Councilor Jamaleddine?

▶ 10:29 Yes. Councilor Karamcheti? Yes. Councilor Coleman? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. Motion passes. Motion passes. Thank you very much, Mr. Troop. Thank you. We will consider that at our next full city council meeting. All right, moving on to the department budget presentation portion of our programming. First up, the police department, department 211. Good evening, councilors. Most of you know me, I'm Chief Kevin Falvey. With me is my executive assistant office manager, Kim Upton, who does all the money and is the brains behind the organization. Thank you for having us. I know you got my memo. The Cliff Notes version of our budget for FY27 is it goes up

▶ 11:28 about 5.9%, and 95.5 or so percent of that budget is salaries and wages, so our budget is pretty black and white, for lack of a better word. And most of the increases of the overall budget is due to the increase of salaries and wages per contractual obligations for our personnel, in addition to reinserting two patrol officer positions that were cut from last year's budget. So that's the main reason why the number has reached what it is. The other sort of 4% of our budget is all mostly licensing, computer software, memberships that we belong to. I'm more than happy to get into particulars on all of them, but we're talking about record management systems, a fingerprint machine, radio systems accreditation memberships that we have to belong to, and other various police

▶ 12:20 memberships that we have to belong to, in essence. Those go up every year as costs go up in the industry. Pretty minimal, but that would account overall for why our budget has gone up from this current fiscal year. Terrific. Do any councilors have questions? Councilor Chen. Chief, your ammunition budget actuals are far under budgeted. You're at 2,141 for a budgeted 12,500. What does that do? For this current year? Yeah, for this year. It's very timely, Councilor. I just was with my firearms instructor, and he was ordering today to get some of that line item spent for next year's. So we have, I don't want to call it a surplus, but we do have a couple thousand dollars, I thought it was a little bit more, still left in our budget, and we're up

▶ 13:22 against the clock. I think it's the 15th we have to get invoiced by. I just got two invoices- Yeah. Okay ... today- Oh, good ... to the tune of, I think, almost $3,400. So your team is keeping up with their qualifications, but you had probably ammunition left over from last year's budget from- Yeah, it's one of those, the ammunition line item is a weird one. It always seems to be we're buying in the spring for the fall shoot. So we, too, we're required to shoot twice during the year, in the fall and the spring. And that number, which I believe is, what was it, 15,000, 16,000 usually, accounts for all that. And we were fortunate enough this year, in the ammunition line item, with the new recruits that were reinserted back into

▶ 14:01 the budget, mid-budget. Those recruits are also required to get ammunition for the police academy and all that stuff. So sometimes that's not accounted for on the budget, but we're able to manage that particular line item of the budget to even have a little extra that will help us next fiscal year, so we have a little bit of a surplus, so we don't have to come back next year for that. It's always kind of like you're ordering ahead for the next fall shoot. Sure. And Chief, I wanted to give you a chance to respond to any public comments from today if you wanted to. Sure, now that you ask me. And Marta, thank you. Nice to put a face to the email. Yes, the last few ones, I certainly did not respond to, and I apologize for that.

▶ 14:42 I know we have had some communication, and I know within your email, I think the most recent one, you said that the officers did go out, and they did stop on Saturday morning at 1:00 in the morning. So I promise you, I'm going to speak to Al, the building commission, see what we can do, the two of us, to not only stop it, but potentially cite them. We do have the ability in the city ordinance between my office and the building commissioner's office to cite them monetarily. It's rare, quite frankly, for the police to do it, but I'm not pushing the ball around here. We can do it and we will. It's just a matter of who goes on the citation. Is it a name? Is it a company? These are things that we can work with.

▶ 15:22 Ryan Williams: But I think we should probably have a meeting with the actual contractor, too, in person, to sort of send a message there. Sure. Thank you. All right. Up next, I have Councilor Williams. Thank you. So I'm looking through 211, and I see there's a capital outlay line item for $90,000 called police vehicle. We also have an $83,000 line item in the other capital outlay budget that you, I would not hold it against you if you didn't realize this, but we've been sort of talking about this over the course of a few meetings, that there's this new budget for capital. And my question is, what's the difference between the $83,000 for police vehicles in the outlay budget and the $90,000 for police vehicles in

▶ 16:11 Ryan Williams: the police budget, 211? And if you don't know, that's okay, because you're not in control of the capital outlay budget. I would accept sort of a backup question, what is the $90,000 in 211 for? Point of clarification, I believe the $90,000 is in FY26. That's right. Scrolling through these budgets too fast. Do you know how much we would- It's 2026 ... for the next- Oh, you're right. We don't know. Right. We don't. We wouldn't have that. Okay. Thank you. So we've moved the police vehicle out of 211 and into the capital outlay budget is what's going on? Yeah, you're correct. Yeah. Thank you, Councilor. That has been spent or is in the process of being spent- Yeah ... this year, and then the next year as part of the capital improvement

▶ 17:07 Ryan Williams: process, we had asked for a strategic plan to replace our vehicles, and we were told that we would have one budgeted for FY27. Got it. Okay. But you're right. I was under the impression that it was always going to become back into the budget. So I, too, was surprised that I didn't see it for this fiscal year. Mm-hmm. So I'm just going to let you all work that out. Okay. Thank you. In the memo where you presented the statistics, you mentioned the number of motor vehicle citations. Are these, since you separated between parking violations and motor vehicle citations, I assume these are moving violations? Yes, sir. The 2,000 are the moving citations. Right. And of those moving citations, how many of them were warnings as opposed to

▶ 18:02 not warnings? So if it was a verbal warning, it wouldn't be a stat- Okay ... as a citation. It could be a written warning- Okay ... out of that projected 2,000 citations. I just don't have the breakdown of that. I see. Okay. And how do you feel the department's efforts in terms of traffic safety violations have evolved over the last year? In this current fiscal year, again, I don't want to use the old adage of we don't have enough help. Mm. But there is some credence to that. With only three officers on the street and the amount of call volume that we do have, it's hard to dedicate. But I'm with you. I think most people, and I will tell you, that I think we should have more enforcement. I just had some staff meetings on that, looking at some statistics on

▶ 18:49 monthly statistics, where we're at, and we need to, I think, as the chief, up it a little. Mm. But there's always that fine line of what is enforcement? Is it jamming working people with money and citations and insurance rates, or is it more education and warnings? It's always a fine line to juggle in my job, especially when I was a patrolman, a sergeant, a lieutenant. I worked my way up through the ranks, and I always had to balance that. But to answer your question, try to be as succinct as I can, I think we should have more enforcement on traffic, for sure. Have you been following the state legislative efforts to work on automated enforcement? Do you have an opinion on that, whether it would be an option for the

▶ 19:38 city of Melrose? I don't think I'm as knowledgeable to really make a comment on it. I know there's been some automated stuff in the past with the ACLU and some other- Sure ... agencies have got involved on how do you prove it to the driver? Is it fair? Is it right? Is it constitutional? So this new push, I haven't read up on it enough to really make a decision if things have changed on how those cameras could be set up and vice versa, et cetera. Okay. Thank you. You're welcome. Up next, I have Councilor Kowal. Thank you. Thanks for meeting with me yesterday. Yeah. I want to talk a little bit more about your recruiting. I know that we talked a bit about this yesterday, but I'm going to make a big

▶ 20:23 Elizabeth Kowal: assumption in the line item that says $46,000. It's actually more than that, right? To bring somebody in, it's a huge process, and- It is ... all sorts of equipment. Could you talk a little bit more about how your recruiting efforts, when you bring in somebody, fit into the budget? Sure. Thank you. And thank you for meeting as well. As you saw in my memo, and some of the newer councilors may be hearing this for the first time, but I've said this in budget meetings in past. We're different than the school department. We're different than the DPW. We're a little bit similar to the fire. When an opening happens, whether it's a resignation or a retirement, that position doesn't get filled tomorrow,

▶ 21:00 right off the street, and they're in a cruiser driving around. It's at least a 12 to 14-month period before they even fill an open slot to impact staffing and overtime. Having said that, six to nine months of that, they're getting paid. They're on the budget. So a lot of people lose track of that. You're budgeted for 50, so most of the public assume we're always at 50 working. Half the time, a lot of the time, those recruits, it's a three to four-month process of interviews, psychological backgrounds, physical testing, making sure they're the right person, getting all the medical testing done. Then once that's done, they have to do PT tests through the state to qualify. And only then when they get that

▶ 21:44 final PT test done, then we can apply for a police academy, and they fill up fast in there. It's six months long. So by the time we get them into that, that could be another couple of months. Then it's six months in an academy, then it's about three months of field training with a veteran officer before that officer fills that open slot. What happens during those 12 to 14 months? We lose more. So we're continually chasing that teal to get to that staffing of 50 total. I haven't been there in the three and a half years. It's always in, like we talked about, we're losing one this coming fiscal year to retirement, has to retire, but we're probably losing two more soon. So it's my goal, and it's in my memo

▶ 22:27 to prepare and recruit and start that process well in advance if one knows that someone's retiring or leaving, if they give me ample notice. Because it's overtime. It impacts the overtime budget with the openings. It impacts morale. When there's longer openings, sometimes officers have to get forced into sixteens. We've had officers working 24-hour shifts. That's not healthy. That's not safe. That's not safe for you all. That's certainly not safe for our personnel. So recruitment, community engagement, if we want to jump around on this budget here, that's why I think all these things that we do for the community with the kids and the elderly and the middle and everyone in the middle ground, it's all

▶ 23:07 Christopher Park: recruitment. It's all trusting us. It's all to get the kids and the younger folk to want to do this job. So when I have to go to the bullpen, as we say, when we need people, there are qualified Melrose applicants on the job, and it's getting very difficult across the commonwealth to find recruits, find applicants that want to do this job anymore. Thank you. You're welcome. Up next, I have Councilor Park. Thank you, Mr. Chair. Chief, I just wanted to ask you a question about one of the line items, court time. Can you elaborate what specifically court time is? It's under the subsection 51, last item. I ask because it's come in for 2025 and 2026, 67% below the budget, and then 57% below what the

▶ 24:06 Christopher Park: budget was. And I think that's a good thing. But I'm not sure. Sure. So what is that? And I guess a follow-up question is, given that sort of historical trend, although it's not really a trend, there's only two data points, can we lower that potential budget down to something like 20,000? Sure. So to answer your first question, court time is when officers gets summons to court to testify, whether through the DA's office or the defense or whatever, if they have to go to court. And if they're not on shift, which generally they're not, either way it still costs me money. If we pull someone off shift to go to court, I got to backfill it. But court time, we pay the officers as a contractual thing.

▶ 24:47 If they go to court to testify and they have to go to court to testify, it's a four-hour minimum. So that's a line item that sometimes can be difficult to predict on caseload, workload, DAs. Sometimes DAs will want everybody who touched that call to go to court, and sometimes I'll have to push back with my court prosecutor to say, "I don't think we need four officers there. That's going to cost a lot of money." And sometimes, it's a new DA, it's a new district attorney, they're kind of new, and then we'll play this game back and forth. Not a game. And then they'll say, "Okay, why don't you just send the arresting officer and the more important ones?" So court time is when officers have to go to court, we have to pay them contractually,

▶ 25:29 four-hour minimum. And it's dictated by the district attorney's office, who and how many they want with some conversations if I don't think I want to send four officers to get paid. I see. So, the time that he's spending in court is a separate line item in the budget, not part of their overtime, that's a different budget altogether, but a separate sort of bucket. Is that correct? Correct. Yes. It's overtime, but it's a separate bucket called court time. It could say court overtime, is really essentially what that is. Okay. Do you know if you've ever gone over budget on this? No. We were kind of at budget before COVID, and then when COVID hit, the courts were pretty much shut down. And so all those cases got backlogged.

▶ 26:21 Manjula Karamcheti: So after everything started to come back, now we're doing not only seeing current court cases, but all the older ones too that were in the backlog. So it's like you said, it's hard to predict because not only are we facing what is happening today in this, but also still that backlog of COVID cases. Got it. Okay. Very good. Thank you very much. Up next, I have Councilor Karamcheti. Oh, thank you so much. Thank you both so much for being here. First I wanted to start with a thank you. I've had a few reasons that I've had to reach out to the police department. One recently was a safety situation in Ward 1, where some violent threats were made. But it was also a mental health issue, and I just sincerely appreciated, one, being able to contact the office

▶ 27:20 Manjula Karamcheti: directly, having a conversation with you, and a detective was sent out. There were conversations, and there was some really careful, caring, I think, movement forward in terms of how to deal with that situation. So I just appreciate it. It was very meaningful to the residents who were very stressed and very concerned. So the promptness, and the way that it was handled was really wonderful. Thank you. I have a couple questions. I know we've talked before, I think, in this room during budget season about concerns with staffing, and I know one of the concerns in terms of what was taking up a lot of officer time was heading over to Melrose Wakefield Hospital. So my first question is, has that resolved itself or is that still

▶ 28:13 a necessity of the department in terms of going and responding there? It's a necessity. It's our job. I can say I haven't heard a lot of complaints internally, recently about the types of calls or the call volumes. We have a really good relationship with them. When I first got hired, I requested to meet with the security staff and the head of security to kind of lay down. Well, not lay down, learn what their expectations are and what my previous expectations were, because we had a hospital where I used to work at, and there were certain calls the police just wouldn't go to because it wasn't, in my opinion, a police call where I thought hospital security should be able to handle that because we don't want to go hands-on.

▶ 28:58 It's not our job. Right. If you have an out of control patient in a room, that's what they're trained to do. Now, having said that, if it's a public safety, if someone's getting assaulted in the ER or something like that, we will respond, and we do, and we have. And I think our relationship is still strong. It's good. But it takes up a considerable amount of manpower and hours to go up there. And most of the calls aren't even ours, quite frankly. It's because it's such a regional hospital, we'll get a lot of patients dropped off there from other agencies, whether it's a PC that turns into something else, and then we have to go up there. But I get it. It's our job. Sure. But it's burdensome, I should say.

▶ 29:44 Manjula Karamcheti: Yeah. If I recall correctly, there were a lot of calls in the past. Do you feel like the calls that you're going to are the right and appropriate calls for the police to respond to? Because I think there was some question about the security at the hospital- Yeah ... in the past, and what they were willing to do, what they didn't feel like they were able to, and maybe there was a mismatch. Has that like- I think it's settled down a bit. Okay. I think so, and I can't speak for how their staff has handled some of our meetings and requests, but just peripherally, I think it's gotten better because I don't hear it. I listen to the radio all day, and I don't hear the things that I used to hear. I don't hear the complaints that I used to hear. So, that's just me.

▶ 30:29 Manjula Karamcheti: Maybe I'm a little bit out of the loop. The frontline personnel may differ when they see this on TV tonight. But I think it's calmed down a little bit. Okay. Yeah. That's great to hear. Yeah. I'm sure that's a part of your leadership as well as your team. So appreciate that. Just to kind of want to come back to enforcement a little bit. You and I have had a lot of conversations about Franklin Street. And I think between the amount of development happening and enforcement of parking and regulations as well as speeding, do you feel like that's the biggest issue in terms of responding is staffing again, in terms of being able to respond to those kinds of things to be present? Because Franklin Street continues to be

▶ 31:17 Manjula Karamcheti: really dangerous. Speeding continues to happen. It will take a multifaceted approach, I think, to actually calm that street. But I would like to hear from your perspective, the limitations that the police department has. It's an excellent question, and quite frankly, Council, it's not just restricted to speeding enforcement and staffing. But as a chief, and most chiefs will attest to this, parking, excuse me, speeding, traffic, parking are the biggest complaints that they get. And to me, knock on wood, that's good. If you're complaining about that versus other, then we're doing a pretty good job. But staffing, and I put it in my memo, right, for an example. If we're staffed at 50, and I just remarked about we're never at 50. We're not.

▶ 32:06 We're still at four in the academy. We're just never going to be there, and I'm losing three more. If we had even three, three more patrol officers, that would give me more than minimum staffing on each shift. And it would allow not only increased enforcement, but, I don't know how to word this. Certain officers can't get shifts off. They can't because we don't have the staffing to do it. So, and then, like I said, certain officers get forced. If we had that cushion, right, because it's a minimum manning of three, and that's what we're operating now. If we had four on each shift, it benefits everybody. Benefits the patrolman, it benefits the command staff, it benefits the public. One of the complaints, complaint's a strong word, but one of the suggestions or

▶ 32:54 concerns I get from all my personnel, and I met with probably through 42 right now. I wanted to get through 50 starting in January. But I meet with every single one of them to go over how the year went stat-wise and otherwise. Because stats to me doesn't make a good officer. I tell them that. And I told you this yesterday. I said, I ask three things of an officer when they get hired. And I said this to all the personnel when I got hired, when I first met them. Show up to work, and they look at me like I got three heads. "What do you mean, Chief, show up to work?" Show up to work. I expect you to show up to work. That's why we're doing good on our overtime. That's why we're not in the deficit.

▶ 33:33 That's why we don't have a sick problem, an injury problem. I expect you to show up to work. But I worked 20 years, nights and midnights. I get it. There's going to be those numbers, those days, your baby's crying, your wife's sick, or you're not feeling up to it. I get it. There's a certain amount of sick time I think is reasonable for a midnight guy. Then I think there's a number that's reasonable for a day guy. So number one, show up to work. Number two is give me a reasonable amount of quality and quantity of work. A reasonable amount of quality and quantity of work. You're not gunslingers. We're not going to be gunslingers in Melrose. We're not ripping people out of cars and locking everybody up.

▶ 34:08 But you're not sleeping all night. And number three is the obvious. Treat people with respect. Treat your brother and sister officers with respect and the public with respect. You do those three things, you're going to be fine. So I meet with all my officers, and we go over that. It's not about stats. But what I ask them is, "What am I doing wrong? What is the command staff doing wrong? What do you need from us?" That's what I care about. And a lot of it is, "Chief, we don't have a lot of advancement here. We feel stifled." We're a young department. We look at the command staff. The command staff's a little older, so there'll be some openings for them. But the detective unit's young. A lot of the specialty units are young.

▶ 34:42 So they're looking, "Hey, can we get an extra traffic special assignment, like a night traffic guy?" I'm like, "I'd love to do that. Ryan, you would love that." We have our day traffic guy, and then we'd have a night traffic guy strictly for traffic. I don't have the personnel for all that. Mm-hmm. If we had the extra personnel, which I'm not looking for in this budget, but it was clear in my memo moving down the road, that's an extra opportunity for an officer to have a special assignment, so to speak. And it benefits everybody. Maybe we have an extra detective at night. All these little things that I can control, try to control versus promotion. Promotion is a little bit different process. I get it.

▶ 35:19 Manjula Karamcheti: If you're 38 years old and you're a sergeant, you're probably not going to retire for another 20 years, right? But certain other things I think I have the ability to advocate for and control. So it's not only speeding on Franklin Street, it's every type of call. More personnel, in theory, it's a very simple mathematical formula, with good supervision should increase productivity. Yeah, I appreciate that, and I look forward to supporting that in the future as the Ward 1 area, Franklin Street continues to get more dense with more development. I think we're going to need more help and support and more visibility just to make sure that our pedestrians, that our families, that our residents are safe.

▶ 35:59 Manjula Karamcheti: So- Yeah, and it's just the call for services, too. Yeah. Outside of speeding. Yeah, totally. You increase the population around the city by X amount, the fire department, medical calls- Yeah ... domestic calls, mental health calls, overdose call, you name it, you bring more people in, our workload will go up. Yeah, absolutely. And then I have one final question, and we had a conversation about parking in Melrose at another meeting, and I get tickets all the time, so I don't know why people aren't getting tickets. Saturday morning in front of Starbucks, I always get a ticket. But just- I know, overshare, sorry. But in terms ofParking and ticketing. It did come up that perhaps we're under-ticketing. Again, not my experience,

▶ 36:51 but we're perhaps under-ticketing, and I guess I wonder again, is that a staffing issue or is that a prioritization issue? Just curious if you could enlighten us on that. Yeah. Parking is going to be even more of a problem with what we just talked about with all the increased building. We have two part-time civilian employees that work for me. And just think about it, it's two part-time positions, and that's their sole job. They do a great job, but they're two part-time positions. In my memo, I did ask for stats. I know we're on pace to issue 4,000 parking tickets this year. To me, that screams like a lot. I didn't do that much of a deep dive if that really is a lot. But 4,000 to me seems like a lot, with an excess of

▶ 37:39 Maya Jamaleddine: $100,000 in fines. How many get paid? I don't know. But yeah, it's like the other traffic enforcement, moving violations. There could be more enforcement- Mm-hmm ... but we're kind of strapped. Yeah. Okay. Thank you so much. I appreciate you taking the time to answer- Sure ... all these questions. Yep. Thank you. Up next, I have Councilor Jamaleddine. Thank you. The only reason why I wanted to speak is to thank you and your department about the amazing work you've been doing for our community. We had quite a year this year, most recently the incident at the school, and you guys showed up, and I've always wanted to see how you guys are doing, how you're taking care of your own self, and always feel like you're like a family

▶ 38:28 Maya Jamaleddine: that try to cope within yourself, and I respect that. Thank you. So thank you so much for all the work that you're doing. One question have came up in previous budget hearing session was about the social worker. Is that a position that you would recommend taking under your department, or do you prefer have it separate? So our social worker is still vacant right now. That's provided through a grant through Stoneham PD and us that we've shared historically over the years. And she would share responsibility. She'd be at our station a couple of days, and she'd go to Stoneham for a couple of days. She had left, and they're still trying to find her replacement. So right now, we don't have anyone.

▶ 39:18 Would it be awesome to have a full-time social worker in the budget? Yes, but it'd be preferable if it was not in the budget that we'd have to pay for it. But I think if we ever did have to pay for it, it's well worth it. But I think there are grants through Elliot and all that other stuff that they could provide us the social worker. Yeah. So my question is, would you like to have within your department or for the city, but you don't need to overview that position in a way? You can- I think the- ... collaborate. Yeah. Now I know what you're asking. In the new building, specifically, we do have an office set up for social workers- Mm-hmm ... with the anticipation, hopefully, that if we ever got one or two.

▶ 40:05 In Medford, we had three full-time that were in there. But again, workload much different over there than it is here. So I would have no problem. I'd welcome a social worker full-time in my building- Mm-hmm ... working directly for me, because it would just make things a lot easier. And then we would be able to do the co-response model that we're lacking, where a lot of agencies are sending patrol officers out with social workers to certain calls- Mm-hmm ... rather than strictly follow-up reactive- Okay ... where you already have a social worker on scene to help this person that's going through some sort of crisis. Got it. That would be the ideal situation, is have a social worker full-time

▶ 40:44 Ryan Williams: co-respond, have her or him trained, and have an officer assigned to that person- Mm-hmm ... when they're working to go out with them on certain calls. That makes a lot of sense. Thank you so much. Sure. I appreciate you. Terrific. Up next, I have Councilor Williams. Thank you. Since you mentioned overtime, I thought I would give you the opportunity to talk about what your department has done to reduce overtime, because in 2025, you had $623,000 in overtime, and in 2026 you had a 40% reduction to $457,000, which is what the 2027 overtime budget is currently. So, why don't you tell us a little bit about your thoughts about what worked for you- Okay ... what the benefits of reducing overtime were for your department, for the city,

▶ 41:35 for the budget, and whether you think that the amount of overtime you have now is sufficient, because I do notice that for 2026 actual, you used even less. There was $100,000 less than the budget, dropped down to $361,000. Thank you. I'll try to hit all that in pieces here. Yeah. So the last year, the one that you referenced, I think was $600,000 something. Some of that was just not timely reimbursed for the 911 grants that get reimbursed later, so that number is higher than it actually is. And this year, couple of things we did was getting the 911, getting them all trained, the mandated training that they had to do earlier in the fiscal year so we could get that reimbursed so I'd have a better reflection

▶ 42:21 of where we're truly at on the numbers. So that's why our numbers are a little bit better. But we lived within our budget this year because two things. It's culture, and it's strategic planning and forecasting, and it's what I talked about earlier. Our men and women, we're very young. We have a very young department, and they show up to work. And some of them don't have a lot of time off. So they're good workers. They don't abuse sick time. They come to work. So even though we're minimum staffedWhen they show up to work, because there's a positive culture that I think, from my seat in the corner office, and the supervisors and the patrolmen, they all get along. I think we have a really good...

▶ 43:00 They want to come to work. So I'm very lucky in that respect, and that cuts down on the overtime. The other thing is strategic planning and forecasting. When we have shift bids, working with the unions, there's certain things I can and cannot do. But in management, when I have that option of what positions get posted, and where I allocate my personnel, I sit with my command staff, and we strategically look and see, "All right. Well, who's on that shift? Who's on that shift? Who's on that shift?" It's not as simple as trying to even out the shifts. That's not how you should assign people. I look at it, we look at it as, "All right. Well, these are all new guys. They don't have a lot of time off. They're probably not going to take a lot of

▶ 43:40 vacation time. They're not going to bang in sick because they've got to be in my office tomorrow morning." So there's probably not going to be a lot of openings on that shift. You look at this shift, you got senior guys with a lot of vacation time. We have a bunch of military people that we know every month they're gone for a weekend, every week, every month, then they could get deployed. So we try to put the openings where we're anticipating there's not going to be a lot of openings just by who they are. So that limits overtime. Now, I will tell you this, that's not my driving factor. I'm a steward of my budget, but it's more about allocating the personnel so that when I know there's probably going to be a ton of openings on

▶ 44:19 that shift, again, I don't want these guys getting forced. I don't want them to have to work when they're tired, and they can't work. So it's a combination of trying to limit openings by forecasting and strategically planning, by looking at your personnel and who takes a lot of time off. Well, that guy, maybe that's the guy who bangs in sick a lot, right? Because we do have them, it's a business. Everybody has them. So I'd rather put an extra guy on that shift because he's probably not going to be in a lot this year. Or she. And that limits the overtime in that respect, too. So I think really more it's the culture. It's the younger and the senior leadership that sets it by example that we expect you to come to work.

▶ 44:58 Maya Jamaleddine: And they come to work because they want-- I think they want to come to work. They like each other, and we've been kind of fortunate in that respect, that we didn't have to come back this year or many times to really reimburse that. Thank you. Sure. Up next, I have Councilor Karim Chehdi. I was just going to make a motion to move the bottom line. Second. Motion to move the bottom line made by Councilor Karim Chehdi, seconded by Councilor Finocchiaro. On discussion. Can I- Oh. Councilor ... just, I just want to make a big thank you for Officer Grant for being an amazing police officer and be there at the school. I can speak for myself. My kids are-- Like, he's their best friend. Not only officer, but

▶ 45:46 Jason Chen: also a great example for them. So truly appreciate him. I shall let him know. He's a- Yes. Thank you ... he's a good man. Thank you. Thank you. Any other councilors on discussion? Councilor Chen. A few weeks ago, I just did a benchmark of eight surrounding towns, including Melrose, and we are in the bottom third per capita for crime, and also the bottom third in spend and number of officers. So which came first, the crime or the department? But either way, it is the right way. It's not a free license to crank up spending, but at least it's not the other way around. Great. Any other councilors? Seeing none, Madam Clerk, will you please call the roll? Vice Chair Vandiver? Yes. Councilor Chen.

▶ 46:27 Yes. Councilor Finocchiaro. Yes. Councilor Jamaleddine. Yes. Councilor Karim Chehdi. Yes. Councilor Kowal. Yes. Councilor Abrumsky. Yes. Councilor Park. Yes. Councilor Williams. Yes. President Freeman. Yes. Chair Romanul. Yes. All in favor. All right. All in favor. We will move the bottom line on 211. Up next, 2665- Thank you ... the false alarm revolving account. Oh, my bad. All right. You're good. Nice try. I try to leave while I'm on top. Getting scratched on his way out. Way to wrangle him back. Off the tables. This is Kim's wanting me to. We keep- Nice ... we do retain this revolving fund. Again, it's all about the false alarms. The rules are you have two free false alarms. On the third one, then we're going to bill you

▶ 47:16 $50. And then on the fourth one, you're going to get $100. Honestly, the two free, and they start to hear from me. I'll pick up the phone, I'll send them a note, and they get their alarm fixed, and usually it's all over and done with. The people that I do bill or send out love notes to are usually the businesses that haven't fixed their alarms. And so we're going to the calls time and time and time again, and they just need a reminder, "Go get your alarm fixed." It's not intentional. And it's not been a situation where the false alarm has been a criminal offense. It was a false alarm, and they need to get their alarms fixed. So yes, I'd like to keep it because it is an incentive for the businesses if they're not

▶ 48:14 Devin Romanul: for continuously going to a false alarm call, and it's not necessary. Terrific. Questions from any councilors? Councilor Finocchiaro. I'm just going to make a motion to approve. Second. Motion to approve made by Councilor Finocchiaro, seconded by Councilor Jamaleddine, on discussion. Councilor Karim Chehdi. I'm sorry. Karim Chehdi, my apologies. Running on autopilot, making eye contact. Any questions? Seeing none, Madam Clerk, will you please call the roll? Yes. Vice Chair Vandiver? Yes. Councilor Chen. Yes. Councilor Finocchiaro. Yes. Councilor Jamaleddine. Yes. Councilor Karim Chehdi. Yes. Councilor Kowal. Yes. Councilor Abrumsky. Yes. Councilor Park. Yes. Councilor Williams. Yes. President Freeman.

▶ 48:57 Yes. Chair Romanul. Yes. All in favor? All right. We will approve 2665. Thank you, Chief and Ms. Upton. Appreciate your time. Thank you. Thank you. Also, your outfits are coordinated. It's amazing. All right. It's very appropriate for a police day. All right. Up next, the fire department. I just- 211 or 221 ... my neighbor has a All right. Good evening, folks. Evening. Are we on budget or are we on appropriations? I'm not sure where we're sitting. We're on the budget. On the budget, okay. Oh, here's the budget. Our budget on here. Okay. So I'm here to ask you folks to approve our budget that we submitted to the mayor's office. And just to go over, I know why I'm here. I know we're here for our overtime.

▶ 50:12 But I'm happy to answer any questions, and I don't want to make a long story long. Just like the police department, our salary and wages are 93% of our budget. And so we have to conform to all the CBAs in play for vacations that all the firefighters were allotted. And to stay within these constraints that we have, but we are now, to make the story shorter, we are essentially minimum staffed. So we have basically no bench. So when we have to have people go on vacation, and are out sick or out injured, those are almost routinely covered by overtime. So we try to keep our three trucks in service, the two pumps and one ladder truck, and the fire alarm operator, which comes to 10 people, 10 firefighters on duty at all times.

▶ 51:20 And so we have roughly 49 members, three are staff, and one is my finance administrator, leaving about 46 to cover those positions throughout the year. And so as we go-- I had a presentation. I'm sorry. I thought it was going to be forwarded to you folks. I'm sorry, I'm just looking. Oh, I'm thinking about appropriations. Sorry, I lost my train of thought here. I was expecting to go the opposite direction with this stuff. But- Oops. Okay. Take a . As we go through our budget, we are trying to staff those folks. So currently we have two firefighters happened to leave the department in the last couple of months, so we're two short now. And so we're in the process of hiring two now. We're trying to get them on board as soon as we can.

▶ 52:34 But like the police department, our onboard time is a lot shorter. It's roughly three months at the academy, and then we try to get them out on the trucks in service. And so we'll have to get those guys in, have them work for basically three months, going to the fire academy, and then we'll get them on the trucks in service. That being said, other items on the budget are very short. It's really difficult to explain what we're doing without getting too much detail, because I know the overtime isn't great, and I get it, but this is how the budgets are approved from us when we submit them. We get back with a revised budget, and it's always about the same level funded. And so I believe that's how they keep track of it.

▶ 53:35 We go through our year, and we do our accounting, and we submit our projections for the rest of the year. We do that every month. And we meet with the CFO throughout the year, trying to watch this go out, and we usually end around January, February. It depends on-- Really, injury is the biggest question mark. Long-term injuries are very difficult for us to handle, and I have two long-term injuries I'm dealing with right now. And so we go, and then Kerry, our new CFO, we're watching it, we're watching forecasting it. We're knowing where it is, and we're just trying to then come for you folks to ask for free cash to pay for it. That's basically how our budget is basically handled for most of our expense. 90% of the budget comes out of that.

▶ 54:30 That's the way it's been done. I don't know any other way to do it. Surely I would like more staff so we have more of a bench that we could fill in gaps with during for vacations, injury, and sickness. And I think vacation's the biggest one. Most of our department is senior. They have five weeks vacation a year, and we have to account for all of that. So we don't have people to transfer to cover those openings.Be happy to answer any questions. I know we're under the gun, this is the last meeting. Please, if you have questions, I'm happy to answer them. Terrific. Thank you very much. And Chief, just for now, we'll cover the budgetary matters, and then just for my fellow councilors, we have a

▶ 55:17 Devin Romanul: couple of free cash appropriations that are up a little bit later in the evening. So if we can bifurcate those questions, I know we've got overtime free cash, as well as a motor vehicle repair a little bit later. Sure. So if we can save those questions for later, that would be great. All right. On the budget, up first, I have Councilor Williams. You do? I do. No, I don't think so. I didn't raise my hand. I did, but it- So this is an involuntary... All right, Councilor Finocchiaro. It's like a ventriloquist, yeah. She had her hand up. Big hamburger helper. Sorry, am I on top? Sorry. Thank you for being here. So you had mentioned having 10 staff- Roughly on- To be on each apparatus. Exactly. Okay.

▶ 56:05 That's the minimum that we feel is the spot we like to be, the minimum, to go out the door and respond to calls. So is that legal or just you need to have everybody kind of covering their spots? No, it's a recommendation by the NFPA. Mm-hmm. We don't have a, so to speak, minimum standard, but it's the standard that the Melrose Fire Department has sort of evolved into, at least having three, one officer and two firefighters on board- Mm-hmm ... each of our trucks. And then we need a fire alarm operator. And so that's basically the staff that we have to have every day on duty. And so to fill those openings, we don't have anybody really to transfer, so to speak- Mm-hmm ... to cover anybody on vacation.

▶ 56:58 Mm-hmm. And so we have to fill with overtime. Mm-hmm. And then, like I said, vacations, a lot of our staff has the maximum amount of vacation. Then there's injury and sick time. You see stats probably this year, injury leave is bumped up quite a bit. We have one officer, long-term back surgery. He's been out for a long time, and another firefighter with a shoulder injury. Mm. There's just lots of rehab to those type of injuries. And if I'm correct, and I don't know the rankings, so if there's a captain out on, I think it's FMLA or a long-term disability- Yeah ... obviously we're compensating them, but then you have to have a captain level cover their duties? Almost always. There are seven captains on the

▶ 58:00 department, and one of them is in fire prevention. So, we have four group captains. We have four working groups, but then each outside station, engine two and engine three, we have house captains. Mm-hmm. So at each outside station for each group, there'll be one captain and three lieutenants for the other three groups. I see. So the outside captain comes down, and backfill if the group captain is out on vacation- Mm-hmm ... or out injured or out sick. Mm-hmm. And so those people can move, and typically they'll get back filled with a lieutenant. And so the person covering, is that typically a higher pay? I'm sure that cuts into your overtime because maybe their pay is more than a- On occasion, if a lieutenant

▶ 58:46 doesn't take it, we offer the overtime to a captain. Mm-hmm. And basically, that's a higher overtime rate, yeah. And we've had to go through that recently, the last few years. We had a lot of holdovers and things. We had to make some adjustments in the way we hired overtimes. Typically, it was always just rank by rank. But we had to go, since we were having trouble filling firefighter overtimes, we allowed officers to be able to accept firefighter overtimes. But they don't get paid at the firefighter rate. They get paid at whatever their rank rate is. Mm-hmm. So there is an added cost to that also. Mm-hmm. We had an issue with holdovers were brutal for the last few years, but when we had our ambulance, in order to keep that and staff, we had to

▶ 59:37 do what we could to keep you from being held over. And so that's one of the little backstops we had to keep holdovers, was allowing officers to work as firefighters. Mm-hmm. And just from having conversations with some of the firefighters, some of them actually don't want the overtime because they're exhausted and they don't want to have to pick up shifts. That's true. So- That is true ... sort of a double-edged sword. Now that we don't run the ambulance anymore, we contract with Armstrong, the holdovers has gone down dramatically. And the overtime is still not great, admittedly, but there's way less holdovers, so that is a huge saving grace. So they're not as tied, and we're now seeing the overtimes being spread

▶ 1:00:24 over more people. My last question, do you think that any of this would be solved somewhat if you had more staff, like two or three more staffed, or so you have that bench like you were talking about? Yeah. There's the bench. And so what I use as like a rule of thumb is when I look at the weekly payroll, I look at the percentage of overtime per the payroll. So if the overtime percentage is about 10%, you're probably at full staff. Mm-hmm. If you're at 25% or over, you're understaffed. Mm-hmm. So we've been in the range this past year, we've had a few spikes up into the 20s, but we've been in that teens range, like mid to upper teens. There have been a few spikes during holidays and things like that-

▶ 1:01:14 Mm-hmm ... but it bumps up into 20s. But when we were running the ambulance, it was routinely 35 to 45%. Wow. Okay. And so we have seen that come down. It's getting back into that range. We're in that range. Naturally, I would take more firefighters any day because then we can avoid injuries, especially from overwork- Mm-hmm ... and things like that. Mm-hmm. People feel like everybody has a living to make and they have to take an overtime, they have to take an over-- They try to take them as often as they can to do what they have to do. Mm-hmm. But there comes a point in time when they can be overworked, and they can injure themselves. Mm-hmm. So we want to try to avoid that. So it is really

▶ 1:01:59 finding what's the appropriate staffing on each group, so that we have some people that we can actually move to transfer to other groups if there's maybe two or three people on vacation, along with an injury or sick. Especially, we can't really predict sick or injury, so to speak, unless it's long-term injury, long-term sick. But- Mm ... vacations, we can sort of predict, and we could move people to cover that. But right now, we really don't have that ability. So I would definitely welcome two or three more firefighters on the group. But really, you would see a cut down to back to the days when I got hired when you were lucky if you got a few overtimes in a year. But that was how staffing was done back then.

▶ 1:02:42 Kimberly Vandiver: But today, we are just hovering right in that spot where we're not overstaffed, and we're not quite understaffed, but the injuries are the ones that come out of nowhere, and you can't predict that. Mm-hmm. And then it's waiting to see how long it'll take to be healed to return to work. Well, thank you, and thank you for your staff, all you do. Thank you. Thank you. Terrific. Up next, I have Vice Chair Vandiver. Thank you. I see in your memo that just based on the number of emergency incidents, it looks like you're averaging maybe around 10 a day, something like that? Yeah, that's about right. Yeah. So I was just curious because that seems like a lot more than I would have guessed. What does a typical day look like as far as call comes

▶ 1:03:33 in at this time, it's this type of thing? What is a normal day for the fire department? Normally, they report to work at 7:00 a.m., and they're on duty for a 24-hour shift. And so, let's say, in that day, it averages roughly 10 calls per day. The problem is we don't know when they're coming in. So the first call comes in is, as long as it's not like a huge reported fire, that's typically handled by the first. If it's a medical aid, the nearest company, next nearest fire truck, let's say, and then the ambulance would respond to those ones. It's the second and third and fourth calls that come in at the same time that we try to be prepared for. And so the next call that comes in, we send the nearest company to that one, and if it's another medical aid,

▶ 1:04:24 Strong Ambulance is moving their ambulances into the city when Medic One goes on their first run. So they're trying to backfill with their ability with having ambulances in the area, and we have our crews around. And so if it gets beyond, say, three calls, which happens a lot more than you think, we have to call for mutual aid from a company from Saugus, Malden, Stoneham, or Wakefield to come in and take that run and try to figure out what that is. But roughly, it does work out to 10. If we could predict they came in one every hour, that would be great, but we don't have that luxury. Mm-hmm. And how does the mutual aid work, especially financially? I saw there's a budget line for mutual aid.

▶ 1:05:09 Do we pay our firefighters to go elsewhere to do mutual aid, or do we pay to compensate other fire departments for coming in to do mutual aid? That's kind of mislabeled. Okay. It's like using mutual aid for two other things. Let me just see where I have that. Trying to think exactly. We don't pay the other departments to respond here, and they don't pay us to respond to them. Mutual aid, I believe, is for when we host a mutual aid. We have to buy food for these folks, replace whatever equipment gets broken, repair any of their trucks that they've used at our fire that fell into disrepair. So we have that item for those things to help out as the host community. Since they help us out, they incurred whatever burden it is, we try to help them out with that.

▶ 1:06:08 I see. And how often? So sometimes they help us, and sometimes we help them. On a typical day, how often do we go out to Saugus or somewhere like that? It depends. It's probably all around, whether it's Malden, Saugus, Stoneham, or Wakefield, or it could be we go to Lynn quite frequently. I would say it's probably a few times a week, maybe. Maybe more, maybe less. Oh. It's hard to say. And sometimes it all depends on what's going on in the other cities. If they are busy, let's say something's going on. What comes as an example, last year, there was a huge fire in Chelsea, and it was right down along the creek, and they pulled resources from everywhere. We sent a truck there. But if a fire happened

▶ 1:06:59 further out around the orbit around Chelsea, we would have only had our truck. And if we had a fire in Melrose, we would have been depending upon, if I remember correctly, probably our nearesthelper from which they would have been from North Reading or out along that rim, Woburnish, Wilmington, we've had to wait a long time. So it depends on if they have multiple calls. Saugus uses a lot because they have one. They get a lot of multiple calls at the same time, which we go there, maybe handle the medical aid for them or whatever that call is they need extra help with. But I don't know on average how often we do go out. It's a good-- I probably should know that. Okay. Yeah, that's interesting to see that picture.

▶ 1:07:48 And how has the transition been with the ambulance moving over to out of the department? How's that been working for everybody? It's been working well. Saugus Ambulance has a lot more resources. They're in the ambulance business, and they understand the number of runs. They know. They're at the hospital all the time. They know roughly how many runs that we have for medical aid. And so they can kind of stagger how they dispatch their trucks around the area. Fortunately for us, they go to Melrose Wakefield Hospital a lot, and they also take care of Stoneham and Saugus. So we frequently get mutual aid ambulances from, especially for ALS, from Stoneham or Saugus. And then they have their supervisor's car that

▶ 1:08:43 also can jump in as an ALS response. So they've worked out really well picking up that second, third, and fourth call. They have remarked they weren't quite expecting it to have as many multiple calls as they did get, but it's just like an anomaly we have here in Melrose. Mm-hmm. It's hard to say, but it happens a lot more than people think. Thank you. But it's worked out well. Just they're in our station now. We haven't had any complaints at all. They're responsive to any to all inquiries. They're always happy to sit down with us and talk. Mm-hmm. Great. And I guess one follow-up question on that, too. I think before we used to have a challenge with getting firefighters who were also able to staff the ambulance, and it also had an impact on

▶ 1:09:35 overtime. And so has that kind of gone away? Yeah, that has lessened. Yeah. Yeah. Without having to staff the ambulance with qualified paramedic and EMT Basic, it's taken a lot of the burden off the men and women, I should say. Because they were the ones, if it was on the rescue, it had to be a paramedic overtime, and the paramedics in the holdover was really bearing a lot of that burden. So they were really being overworked. And it just got down to where I was getting concerned about they were overworked. And anyone can make this mistake at any time, but when you're overworked, you're increasing those chances. And I was becoming very concerned with the situation that would happen. I'm glad to hear that's going well. Thank you. Thanks.

▶ 1:10:24 Ryan Williams: All right, up next I have Councilor Williams. Yeah. This time it's real. Thank you. Speaking of overtime, I wanted to, I suppose, congratulate you, although I know part of it was the ambulance, so the congratulations have already come and gone. We're looking at an overtime budget that went from $1.6 million, which was $900,000 of that was an appropriation that we did a couple of years ago. And we've settled down to a budget of around $500,000. The actual was $700,000. So, I wanted to ask what you think about the trajectory of this. Do you think, given that we have this big order in front of us, do you think that 2027 is going to be a year where we can stay within the overtime budget or close to it?

▶ 1:11:15 Mm-hmm. And also, what kind of strategies are you employing, and have you found successful in terms of keeping overtime a little bit lower over the last three years? We will try our best to staff. I think we put in $500,000, $530,000, I think is what we were allocated this year for our overtime coming up. We will try our best, but as I say, without a bench, we are really at the mercy of vacations, sickness, and illnesses. If we don't have anybody, long-term injuries, those are costly on our budget. And without that, with having to backfill, we do what we try. We're trying to work with this current CBA to try to make some changes in the way vacations are picked- Mm-hmm ... so it's spread out throughout the year.

▶ 1:12:13 But that's under negotiation, so I can't predict that either. But we're trying to keep our eye on the sick time as best we can, and try to watch it. But typically, it's the long-term sick. FMLA has proven quite challenging for us. Men and women, having children, there's long periods of time that they're allowed to have off. Mm-hmm. And I do feel it's important, raising kids myself. However, budget-wise, that comes out of, not out of the blue, so to speak, but someone comes up, they're going to go on FMLA from having the birth of the child for the next three months. That's a tough one to try to adjust to. And again, we can't predict that coming. So we'll try to stay within that budget. As I say,

▶ 1:13:11 I-My admin is constantly scouring the overtime budget, watching it, watching our expenditures. We did have a big bump, I do have to admit, a lot of it my fault, as we did start a lot of live training. You'll recall back in the fall at the AB school, we were there for a month doing some training there with firefighters from around our area, trying to do some search and rescue drills that are very important, and it's very hard to get that opportunity to train with our counterparts in mutual aid in a live setting inside a building. We've also partnershiped with this group, and Boston Fire has graciously offered their academy on Saturdays throughout the year for us to do live fire training, and I just

▶ 1:14:02 Ryan Williams: couldn't pass up these opportunities. So I did go deep into my training overtime to take advantage of this. I feel it's just too important to pass up. And do you feel or can you tell me what do you think-- There's a level of overtime that's just required to run the operation and might even be sort of favorable to the budget. Right. Because compare for me, for instance, what $100,000 in overtime buys you versus $100,000 that you would try to, say, hire a firefighter. $100,000 basically is a little above his salary, let's say, but I don't truly know the benefit package. Sure. So that's the age-old question. When do you get to the point of overtime where now it isn't cost beneficial? Right. I don't know that answer. I'm not sure anybody really does.

▶ 1:15:03 But I'd use that rule of thumb I had, that when we start, when we're up around 35, 45%, we were down eight, 10, maybe 12 people while we were going through that, and that was a huge burden for our firefighters to bear. And naturally, it was a burden for the budget, as we all know. So that's what I'm saying, without a bench, that's what we've come down to deal with lately in our contemporary times. We don't have a lot of room to move. So to deal with unexpected injuries or sicknesses, we don't have people to transfer to take up that slack. And so we can predict vacations pretty much, but that's probably 45% maybe of the overtime budget, and then sick and injury probably pick up another 35 to 40% of that, and the rest is

▶ 1:16:04 training and all education and things like that. But that's really a minute portion of it. But those big three, vacations we have to deal with, and we can sort of predict those. We pick those through the year. But like I say, it's trying to take care of the sick time, and then in years gone by, we didn't have to deal with FMLA and things like that, but that's been something unexpected we have to. And on top of it all, as employee salaries rise for contract, naturally that pretty much level funding our overtime becomes less and less, picks up less and less of that piece of the pie because that stays stagnant. But the wage has gone up, so every time we backfill, it costs us more for each person.

▶ 1:16:57 Thank you. I wanted to ask, how is your operation fairing with the loss of the Tremont Street fire station? It's doing well. Okay. The transition for us, for the Engine 2 members, they are now housed at headquarters, and they're running out of there. We are doing our best to keep that end of the city in mind for calls. And it is a longer run, I admit, but our strategy is to keep those access ways under the Fellsway bridge and under Melrose Street Bridge open to give us our best chances. Very fortunate for us, for medical aids in that area, especially if it's a second or third one, Armstrong does have their ambulance in Saugus that they can come down from that end. And the truth is the other way, on the

▶ 1:17:57 Saugus side, the East Side, they have that ability to come in from further out. But to keep our trucks going there, we are well aware that that's a longer run than we like, and we all know those are some big houses up there. Yeah. So you don't feel like there's any major impacts to response times or deployment? No. We are watching our times. We're trying to stay within our six-minute response time up there, and we are hitting it. Lucky, I mean, lucky, not lucky, but it's that second and third run where if, say, our Engine 2 that normally responds there is tied up in another run, say, somewhere else in the district, another call will come in, headquarters or the ladder truck will go. If the ladder truck is busy, call comes from Engine 3, and

▶ 1:18:47 that's when you see it's why there's that percentage that you got to have. You can't hit them 100% of the time because it's those second and third runs where it comes from out of district, most likely, that takes up the extra time. But we're trying to be mindful of that, and then when you choose build, the Engine 3 guys come downtown, make sure the East Side stays protected because those are even further runs, andA couple of our last two fires were up at that end of the town in the top on Penney Road and then Penny Hill Road, which is the furthest away- Mm-hmm ... which is a long, long run. So we are mindful of the risk we're taking by undergoing this project. We're trying to keep mindful of the budget of that

▶ 1:19:36 Ryan Williams: project also. Thank you. And I have one last question. As we look forward to the future of larger facilities, more bays, more pavement space for these sites, and we're thinking more about traffic calming in the city, which narrows roads and has a little bit of tension with fire operations due to the larger vehicles, I always ask every year, you and your predecessor, have you thought of smaller footprint vehicles to complement the fleet that can do, say, smaller pump trucks or equipment trucks that can navigate some of the ever-tightening spaces that we have with calmer and safer streets, in addition to the more traditional larger format fire trucks, pump trucks, ladder trucks? That's a good question because the pump trucks, take for instance, they have a

▶ 1:20:29 750-gallon water tank. And so our strategy to respond to a fire is the first engine will work off, we call the booster tank. They'll work off that 750 gallon, and our second engine responding, they will connect to the hydrant and feed from the hydrant to that engine and make the continuous water supply, so the firefighters in there do not run out of water. So that's a timing thing. So by having a larger tank, you increase the amount of time to get that continuous flow in. So in the old days, the tanks were 250 gallon, and the trucks were smaller. Mm-hmm. So to get in the amount of hose we need to make the runs between hydrants, and also if we hit a bad hydrant and we've already started laying out hose, now we've got to lay to the next one.

▶ 1:21:19 So we keep extra hose. So it is a challenge to have what size trucks do we need, because that's our bread and butter operation is to work off our booster for the quick attack because time is of the essence, right? So if we make that quick attack line, get that deployed, if you get that deployed successfully, you're probably 90% of the game, you've got it out. But if you have trouble there, if you have trouble getting that supply line in and that attack line loses water out of the tank, that blows people inside and now are in grave danger, let alone, God forbid, there are also still residents inside. So that's the challenge we have is to go to smaller footprint trucks. But in my experience, going to Seagrave factory, we purchase our

▶ 1:22:12 vehicles. The vehicles that come to the northeast are, by and large, the smallest vehicles they make. I know people point to European vehicles. I'm not sure how they operate, so to speak. I don't know how far apart their hydrants are, what their water supply is. And they are mostly nationally based, most foreign departments. So they, I think, part of the military most likely, and they can throw people at whatever they have to throw at. But here, especially in the northeast, we settled on going with the bigger water supply to give us that cushion to get in there and make that attack and to give us time for if it's a bad water supply or maybe we may need that third engine coming in, which would be a mutual aid truck.

▶ 1:23:03 So that's extra time we have to account for. So this is a big safety issue for us, we need to have the hose we need to make the stretches because some buildings are far off from the street. So we have to count, the town of States has one of the buildings that's way back in there. That's almost a 300-foot stretch from the nearest pump. And we account for that in our trucks. So that's why going for a smaller apparatus, we really have to think about that, especially with two pumps in the city. Thank you. All right. Up next, I have Councilor Karamcheti. Thank you so much. Chief, thank you so much for being here. I was reading your memo, and it said that the override prevented a reduction in staff, which obviously I'm glad to

▶ 1:23:53 Manjula Karamcheti: hear. But you've also been talking about minimum staffing and it being a driver of overtime, and I know you've answered a lot of questions about overtime already. It's certainly a hot topic of the night. But could you just speak a little more? You said that building the bench is one of the best strategies for reducing overtime. Could you just speak to, is there a plan for that? And if so, can you just tell us a little bit of what that would look like and what you would need from city council to move that forward? Because it seems like building that bench is a really important strategy, so I'd love to hear more about what that would look like, what the plan is for that, and then how we might support

▶ 1:24:39 it, given obviously fire safety and having a fully functioning fire station- Sure ... with enough employees is really important. So. Right. Let's take money out of the equation for a minute. We would love to have four firefighters on each apparatus. Studies show that with four people on a fire truck, the operation of the whole truck is way more efficient than with three. Some departments have five, some have six. Ours have four seats. So we have that limitation. But we would love that. And so how it would work, so that fourth guy would be the bench guy, so to speak, on each-So we would add, that would be saying I was going to add three people to each group. Right? So each group would have three people, so each

▶ 1:25:36 apparatus could go down to three people before we hired any overtime, let's say. So we'd have that cushion built in. Right now, with just three, once one of those people is out, that's in overtime, so to speak. And so that's what that would look like. Is there a plan for that? There really isn't. I know financial picture is not good. We try to wait out these storms, and thankfully the override passed. We're grateful for the citizens because I don't know, if it didn't pass, what the impact would've been on our department. But as I said, we probably would've been looking at, at a minimum, brown outing companies. And then you're going to have to make the decision which section of the town is going to have a

▶ 1:26:26 longer response time. So who's going to bear that burden? So that's something I was very grateful we were able to avoid. Would I like to build up our department and not have to come back and ask for such large sums to supplement our overtime, to supplement our staffing, so to speak? I would like to do that. Those are conversations. We're trying to look at maybe doing possibly a study of our department operational need. That's sort of on the horizon at the moment. It's probably the best place to start to see where it should be. I have my opinion. Everybody has their opinion. But right now, the minimum I'm saying it is, is three firefighters on a three-fire truck and a fire alarm operator. That's the lowest that I want to go.

▶ 1:27:24 But there's nothing that say we can't go lower, and we have gone lower. We've gone to one and one. And when you go from one and one, and we still have to provide mutual aid if we want to get mutual aid. That's the agreement. If you don't provide, you don't get. So what we were doing, we were sending to that period, it was about a little over a year, we were sending out one pump out of the city, leaving only the ladder truck in the city. And that is a humongous risk. But that was in the double naughts, whenever that fiscal time was really bad. We just had to go for budget cuts. We couldn't hire the staff. We had to take companies out of service. And that was a very dark period. We luckily, knock on wood, got through

▶ 1:28:08 Jason Chen: it. I don't believe there was any real casualties from that. But it was a huge risk we took. And fortunately, our mutual aid folks did not abandon us. But we took a huge risk sending out one pump out for mutual aid. And I don't want to do that. I don't want to jeopardize the safety of our firefighters or the citizens of this community. Yeah, of course. Thank you. All right, up next, I have Councilor Chen. Thank you, Chair. Chief, remind me, how long have you been the chief? Has it been almost two years? Yeah. Almost two years, yeah. Okay. The chief and I first met on the Public Safety Buildings committee, and he took a fresh look at Engine 2 design and modified it, scaled it back with the help of architects, and that saved us about $5 million in that design,

▶ 1:28:59 Jason Chen: which is why we are ahead in that project right now. So, I'd like to- Yeah. Thank you, yeah. Yeah, that's been a pleasure to work on that committee. With this opportunity, this is a once in a lifetime opportunity to really take care of the needs of the department and move us into the 21st century. I think there's also a trend that's not really captured in these budget sheets, is that you've also brought a fresh leadership perspective, and there's been a leadership transition, and there's a lot more trust up and down in the chain of command, which we know in this line of work is the key to being effective and having people show up, and all the benefits that come with it. Prior to becoming the chief, I was captain for over 20

▶ 1:29:46 years. So I was captain of a group for 20 years, and I could probably count on one hand how many times my door was closed. It was always open, always open to firefighters for any problems they had. My biggest way to get camaraderie on the department, and within my group in particular, was to go out and do training, be out in the community, do some pre-planning of buildings, and be seen out there doing training, whether it's a pump test. You might see us throwing ladders against school buildings or whatever. Just doing that, getting them out and about, getting them working as the team, because that's the whole concept of what we do. And with all that goodwill that you're building, we can bring that into collective bargaining negotiations where everybody comes in

▶ 1:30:41 good faith, and I think there's real opportunity for this trend to continue, as Councilor Williams is suggesting, right? We can take a fresh look at requirements, take a fresh look at manning, and headcount and- Yes ... rethink. It's not only we building, but the city is building. So we really have to account for that. The buildings are large. Certainly, fortunately, they are going to have fire protection systems in there, but statistic-wise, the most likely time a building will catch on fire is during construction, and we have a lot of construction going on now. Mm-hmm. And so there's a lot of exposed wood out thereAnd so those are on our agenda to be aware that Captain Gibson is out there. He's our fire prevention officer out there

▶ 1:31:38 Kimberly Vandiver: working with these contractors, trying to keep the site safe, keep the housekeeping down, and make sure they're doing their part to ensure a safe work environment. But these are concerns we have. Melrose is growing, building wise, I'm not sure population wise, but it's something that we have to take into consideration as we plan for our future. Okay. With that, I motion to move to the bottom line. Second. Motion to move to the bottom line by Councilor Chen, seconded by Councilor Williams. On discussion, I have Vice Chair Vandiver. Thank you. I just wanted to follow up on one part of the discussion with Councilor Williams about smaller apparatuses and just thinking about the fact that a large number of the calls that

▶ 1:32:30 Kimberly Vandiver: the fire department goes out on are medical related, right? And so the practice is that Armstrong Ambulance is sending the ambulance, and we're sending a fire truck in most cases. It would seem like, especially if we have the extra bay space to host an ambulance or a small vehicle like an ambulance, it might make sense to have something really nimble to go out on that type of call and still have the ability as well to have fire apparatus. Do you have any thoughts on that? My thought on that is it's a good idea, and I think Chicopee or Holyoke or one of those departments has tried that. Bigger departments can kind of do that, but we have just two pumps and the ladder. So if I took one of my, say

▶ 1:33:17 I buy a small SUV, and medical aid comes in in your two's district or say, then your two guys take the medical aid, they hop in the SUV, and they go take it. Now they're at that run, blah, blah, blah. Now the second run comes in, and we get a call for a fire. So now one of my pumps in. Now I have my last pump, engine three, go then if it's a fire. Now they're going to have to make their own hydrant because engine two, those guys aren't even in their truck. They now have to go back to the station to get their truck and then respond. So it really is that I know it costs diesel fuel and keeping up with these trucks, as we're going to talk about later, is challenging, but they have that ability to respond

▶ 1:34:08 quickly with the trucks while they take them on the runs. Bigger departments, they could take one company, and they have other trucks. If engine two is out in their SUV, maybe engine four can take that run and back up that other engine. We don't have that luxury. That's why I really don't think that would play out very well. I don't want to be caught in the wrong vehicle when we needed it. Mm-hmm. Do you think having a bench would help with that if there were three additional people in the mix to be able to bring that truck around or something like that? That could be a possibility. If I got, say, four people on each apparatus, maybe I could send an SUV, take two people off one, and keep three

▶ 1:35:01 on two of the trucks and have them take that medical aid. But that would most likely be from a headquarters company, whereas we like to have the closest company make the response. Because number one, by having two vehicles go, you increase your chances on somebody getting there. We always run the risk of responding companies getting to an accident or having a mechanical breakdown. So if you just send the ambulance, there's the risk of that happening. It's low, but it can happen. And then you have to stop, then dispatch another company. "Okay, we call back with an accident. We can't leave." You got to dispatch another company that's medical aid, another ambulance. But if our truck is going also, at least they

▶ 1:35:48 make contact. So now we've increased our chances of making the contact with that person. We doubled it. That's why we like to send the closest company we can to the nearest medical aid. And then once they get there, they also help with the ambulance company's equipment, helping them move the folks up and down stairs, what have you, and then packing them out. So it all kind of expedites the packaging up of the patient, getting them into the ambulance, and getting to the hospital quicker. And then our truck is now back in service. The minute they hop back on the truck, they're ready to respond to a call. Instead of if they were in an SUV, they'd have to go back to the station and then be in service.

▶ 1:36:31 Mm-hmm. So that's the way we operate. That's the way our procedure is after that, and that's why we do it. People ask me that question all the time, but when you work on an ambulance, if that's your full-time job, carrying stuff in and out, and you see most of our calls are medical aids, doing that all day, every day, that wears you down. You don't see many senior medics. If they are, they're in a fly cop, they have some management position, because typically, their backs get worn out very quickly moving people. That's why we have the extra personnel there to help expedite these folks. We did it when it was our ambulance. We do it now with Armstrong Ambulance. Number one, to process the patient quicker, get them the help they

▶ 1:37:22 need faster, and that means getting them to the hospital quicker. And number two, the more bodies, the less wear and tear on the bodies that respond. So it spreads the work out a little bit easier for everybody on the run Mm-hmm. Yeah, that makes sense to have the second team there to assist and to ensure that if one team gets held up, the other team can still get there. And they can also, if they get there quick, they can start assessing the patient, start CPR if need be, gather medications, gather history, so when the medic truck arrives, they have that information. They've already started that process, and hand off the information to them where they resume care of the patient. And then the

▶ 1:38:08 Kimberly Vandiver: meds come and take over care. "You guys need anything?" "No, we're good. Do you need us to take this bag out?" "Barbar, do you need a stair chair? We can bring that up for you. Get your stretcher out on the street, get ready for when you bring them down the stairs." Just expedite these people much quicker. They're not exposed to the elements during inclement weather. And get them in the ambulance into the hospital quicker. Yeah. That makes sense to me. I think, as we go forward, new fire stations, possibly thinking about staffing, if there's a way to utilize some small vehicles. I know that there is that trade-off of then to get back to the truck, they have to go back to the fire station. Right.

▶ 1:38:50 But, yeah. If we did that, I would entertain that on a pilot study. If we could get a vehicle and see if we had the staffing. If I got that three extra people per group, I could maybe do something like that, see how that would work out. Maybe it would work out better, and maybe I could see that reflected in the maintenance budget of my trucks. Mm-hmm. But then it's also another vehicle I also have to maintain. Mm-hmm. Yeah. Thank you. All right, up next I have Councilor Karim Chetty. Oh, no, I was raising my hand to make a motion to move the bottom line, so- All right. And so we have- That already happened ... last in the queue, I have Councilor Williams. Yeah, I will take the opportunity to say that when I was referring to smaller

▶ 1:39:34 Ryan Williams: format vehicles, personally, I'm not talking about SUVs, I'm talking about NFPA Type 4, that are a little bit small. Oh, sorry. Sorry. I'm not talking about SUVs, I'm talking about full-size fire apparatus, but they're just a little bit smaller. I was looking at the NFPA Type 4s. They're called Wildcats or something, and they sit higher, but they have 800-gallon tanks. But they're not quite as long, so they don't have the longer turning radius. And it's not a point of discussion we have to carry on tonight but- No, I'd be- These are the kind of things- Afterwards, I would love to look at that with you. Yeah. I'll send you a link. These are the kind of things I'm thinking about, not like a- Okay. Yeah

▶ 1:40:15 ... passenger vehicle. Right. Although, I think there's plenty of room in the conversation for innovation with crash response and things like that, but I also think that there's some vehicles out there that are sort of a sweet spot. Sure. Yeah. Sure. And I think there is a movement out there, but the manufacturing is really a big conglomerate right now. So anybody pushing innovation in that respect towards fire trucks is really stifled at this point in time to break into this market in the U.S. Thank you. Absent any other questions, I do have one, but I'll just note, I was just at the U.S. Conference of Mayors last week, and one of the big points of discussion was fire truck procurement and how many fire

▶ 1:41:02 Devin Romanul: chiefs and mayors feel like there are monopolistic tendencies in the industry, and it's consolidating. There's private equity in there, and so- Right. Yeah, it's a point of note on that. The fire chiefs in Massachusetts are going in on a class action suit for that very reason. Yeah. They believe it is collusion, and they have no intention of turning out fire apparatus any faster or making them any cheaper. Right. My one question, just very quickly is, I know we've got this $400,000 overtime appropriation on the agenda for later in this evening, but I just wanted to ask, since this was printed, the munis report was printed on May 7th, do you know if that $400,000 figure was included in the FY26 projected item for overtime?

▶ 1:41:52 The latest one I have- Because I know it had jumped from 489,000 to 719,000 and I didn't know if that was inclusive of the 400K we're tackling tonight. I don't think so. Okay. Because I'm looking at my latest actual. I have it, we are approaching 315, is what we have to come up with, make it a total. We will total end up roughly 1.2 mil. Got you. Helpful, and thank you very much. Any other councilors have questions? We have a motion on the floor. Seeing none, Madam Clerk, will you please call the roll? Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Jamaleddine? Yes. Councilor Karim Chetty? Yes. Councilor Kowal? Yes. Councilor Abremski? Yes. Councilor Park?

▶ 1:42:48 Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor. All right. We will move the bottom line on 221. Our last, and certainly not least, FY27 budget line item is number 291, emergency management. Yes. Let me put on my other hat for a second. Emergency management in a nutshell, emergency management just tries to manage any emergencies and actually try to plan for any emergencies citywide and region-wide. So I recently took this over this past year from Alan Albert, the former director, retired.He did a great job at it, and he was very enthusiastic. Trying to keep plans for preparedness, response, recovery, and mitigation efforts for any type of hazards we could foresee.

▶ 1:43:57 I know DPW and as a committee looking at the natural hazards mitigation plan at the moment. I'm working with MEMA for our community emergency management plan to update that. And then we try to also coordinate through the Tier 2 submissions, those are facilities in Melrose that have certain hazardous chemicals that they need to make emergency management and the fire department aware of having on scene. So we keep a tally each year. They give us their amounts they have of whatever chemicals they have, and we keep that on a record. And that also goes out to the Massachusetts Emergency Management. They have a huge collection. Because most emergency management are not just local. They always go over the boundaries into the other cities.

▶ 1:44:52 It really doesn't know a boundary. And so we have this whole system where they take all this data and keep it together so we have access to it to respond if there's a chemical release, say, just above the line of Wakefield, and the wind blows this way, we actually have to be prepared for it. And so that's where the plan is, that we use that information in how to deal with those things. So the budget is $10,000, and it basically is salary for myself, $7,500, and then $2,500 goes to my financial administrator to help administer it. And we recently put in for the Emergency Management Preparation Grant for $5,800, and we're waiting to get that. And I'm using that money to set up emergency operations center in case, say, a

▶ 1:45:52 blizzard, hurricane, or whatever. We could bring it all together, all entities of the city into a room and be able to talk, be on computers, and radio out to people dealing in the field what's going on. So that's a plan. We're trying to work that into our plans with the new stations. So it's sort of starting through the ground up to get that going. And so I ask again to approve that budget. All right. Up first, I have Councilor Finocchiaro. Thank you. I always wondered why there wasn't a training portion in this budget, so to train for emergencies. Right. I'm not really sure how that figure came in. Mm-hmm. That's the figure that I was handed. I know you just took it over, like last year. Yeah. I'm not really sure.

▶ 1:46:47 I know it's a federal mandate to have an emergency management person. Mm-hmm. But I don't believe it's funded at all by the federal government. Right. But they're required to have it in smaller communities. When Alan did it, it was sort of part-time, and he did it forever for Chelsea. Mm-hmm. So he had tons of experience, and he did it, and that was the budget- Yeah ... essentially he worked with. Okay. All right. Maybe we could look at increasing that at a certain time, but I am still really learning the ropes in all this. Right. Because I'm just thinking if there was an actual emergency or some sort of disaster, do the other departments like... Getting to that is, as I'm learning, so Melrose belongs

▶ 1:47:37 to, it's called the Mystic Regional Emergency Planning Committee. And so it's a consortium of 27 communities north of Boston. And so we do training, I think quarterly. Mm-hmm. And so we're encouraged to invite police department, DPW, schools. Mm-hmm. Those other players that could be involved in that, and bring them to try to have at least one tabletop exercise and expose them to emergency management. It's one of the things that the next one up, I'm going to send invitations- Mm-hmm ... to my counterparts- Mm-hmm ... throughout the city to see if they can attend. I know the police just sporadically attend. Mm-hmm. Okay. Lucky for us, it's right up in Lynnfield, so it's an easy lift. Yeah. That's great.

▶ 1:48:24 Maya Jamaleddine: I mean, it's a small budget, but I don't know if there's other questions, but I'm just going to make a motion to move the bottom line. Second. Motion to move the bottom line made by Councilor Finocchiaro, seconded by Councilor Kerepesirdi. I'm not going to short-change you on that one. Thank you. Appreciate that. Up first on discussion, I have Councilor Jamaleddine. Thank you. Chief, thank you for everything you're doing. If I'm not mistaking, this line item decreased big time from last year because we didn't have it technically last year. It was under a different department. Is that correct? Yeah. It was its own department. Mm-hmm. So I wasn't exposed to it when I first became chief or when I

▶ 1:49:06 Maya Jamaleddine: had been in the fire department. It was part of the fire department for a little while under Chief Leary, I believe, and then they hired Alan to take it over- Mm-hmm ... and then he took over the budget, but I wasn't privy to what the budget was when Alan had it. This was what they offered me to do, and this is what they gave me to work with. Mm-hmm. And so that's what I'm trying to- Yeah ... put this puzzle together. Yeah, and I appreciate that, but it's just if I wanted to compare, that we're actually saving money for the city by moving it to your department. To my department. That's right. Okay. Is that something, and I'm assuming, correct me if I'm wrong, that adding more work to your department

▶ 1:49:49 but with less people, is that what it is? Essentially. It's a job I took up. I think it's important, and it's sort of a natural fit for a city this size- Mm-hmm ... to have either a police chief or a fire chief, maybe even a DPW person, to do this type of planning. It's meetings. It's trying to learn all these acronyms, LEPC, EMPG, all these things. There's a lot of that. For some reason, emergency management's all about that. But trying to get ahold of that. Alan has been immensely helpful for me, coming in to help me learn the ropes and try to get things under control. And he still does that. He picks up the phone every time I call him. Mm. Yeah, he's helpful. On average, how many hours of

▶ 1:50:50 work is that? It probably averages for me, maybe two or three hours maybe a week that I can devote for it. It's just, unfortunately, things are always coming up. Yeah. It's hard to do it. It's hard for me to study all these big plans and to do that, so I try to catch it as I can- Mm-hmm ... and try to take in these meetings when I can with MEMA, the Massachusetts facility, the Mystic Regional one that I go to, and try to learn from those folks that have been doing it for a while. I try to meet, go up and talk to some of our assisted living facilities, help them with their plans, and try to get that under control- Yeah ... so that we can get to a point where we're doing an exercise with these facilities so they know what they have to do if an emergency

▶ 1:51:51 arises at their facility, whatever that may be, fire, loss of power, flood, hurricane. It all depends. We try to have these all-hazard preparedness things to get these folks, give them guidance to get a plan, and plan it to train their staff so they know what to do in an emergency. Okay. Is the other end of it. So there's two levels. There's a local level, and then there's the state level that they have. There's also another component, the NIRAC. Both of them have large caches of equipment that we could possibly access if we need it. I'm not super familiar with that yet. I'm not going to lie, I haven't had to. But signboards, lighting plans, things like that, caches of water. Mm-hmm. There's a lot of stuff out there. It's getting to know the lay of the

▶ 1:52:47 land and how to access it when we need it is what I'm at. So it's a huge learning curve for me. Yeah. So what I'm hearing, once you're up to speed, this would be less pressure on you. Yeah, it's less once we know the plans are all working in the facilities locally, and I get the bigger plans, the whole community-wide C-MAP plan, and then the natural hazards plan, get familiar with those, get all the players working together, get us all under one group- Yeah ... so that we're all familiar, and we all know what our roles are during these things. And unfortunately, I'm new to the game. I'm sort of the ringleader now, so it's up to me to bring the different players, talk to Chief Alla, talk to Elaine-

▶ 1:53:42 Mm ... talk to Carrie, and try to get all these major components that possibly could have some type of hazard happen- Mm ... and get us into a familiar plan on what to do. Elaine is taking a huge job working on the natural hazards one. Yeah. She's working through that now. Her draft is almost complete. I have it on my desk to review. Yeah. Well, thank you. We appreciate- Yeah ... you taking on this role. Thank you. Yeah. Thank you so much. You're welcome. All right. Terrific. I don't have any other counselors in queue. We have a motion on the floor. Seeing no other debate, Madam Clerk, will you please call the roll? Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Jamaleddine?

▶ 1:54:28 Devin Romanul: Yes. Councilor Karamcheti? Yes. Councilor Kowal? Yes. Councilor Abremski? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor. All right. All in favor. We will move the bottom line on 291. That concludes our departmental budget presentations. We'll be around to free cash in just a moment. Up next, appropriations for FY27, ID number 2026-1212, reauthorization of the revolving fund table for fiscal year 2027. Motion to hold in committee. I- I believe- I think, motion to recommend ... motion recommended made by Vice Chair Vandiver. Second. Seconded by Councilor Karamcheti. On discussion? Seeing none, Madam Clerk, will you please call the roll?

▶ 1:55:15 Devin Romanul: Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Jamaleddine? Yes. Councilor Karamcheti? Yes. Councilor Kowal? Yes. Councilor Abremski? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor. All right. All in favor. We will move the revolving fund table for FY27 to the full council at our next meeting. And up next, 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 recommend to the full council. Second. Motion recommended by Vice Chair Vandiver, seconded by Councilor Finocchiaro. On discussion?Seeing none. Madam Clerk, will you please call the roll?

▶ 1:56:05 Devin Romanul: Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Jamaleddine? Yes. Councilor Karamcheti? Yes. Councilor Kowal? Yes. Councilor Abrmski? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul. Yes. All in favor. All right. All in favor. We will move our FY27 budget to the full council. Under . All right. Up next, we have, for appropriations for FY2026, ID number 2026-1238-1, an appropriation from free cash in the amount of $400,000 to the fire department for projected overtime costs through the end of this fiscal year. Joining us once again, Chief White. Motion to recommend. Okay. I'm here to request $400,000 to offset our overtime spending for the last half of this

▶ 1:57:06 year. We have spent quite a bit, but we've had roughly, so to speak, about hours on leave, let's say, is how we broke it down. So this year, for vacation time, we've had 8,629 vacation hours of overtime we had to account for. So that's, going back, that's this past year, '26. '25 was about 8,500. '24 was 7,676. So that's roughly predictable. But then, for sick, we had, this year, 6,911 hours. The previous year was 5,854, and the year before that was 5,874. So that's a number that has risen. I can't tell you offhand why it's so much more than last year, but I believe we had some FLA this past year. But the one of note that I really want to stand out is that for injury leave for this past year, we have 5,218 hours,

▶ 1:58:33 whereas last year was 2,723 hours, and the previous year was 1,569. So there's a big budget buster for us, a huge increase in injury leave that we have to account for in overtime. And the overtime spending this year was basically 5,928,000, but the previous year was 6,878,000, and the year before that was 5,239 million. So we did reduce it from the previous year, but since we don't have to fill the ambulance, we're able to use ambulance people to fill in our gaps on the trucks. So, that's how I believe we're able to reduce the amount of overtime we spent. Unfortunately, we have those extra injuries that we have to account for. And our overtime budget was just level funded at 486, the same as the year before.

▶ 1:59:50 So that's why we're here to make up the 400,000 to get us through the rest of this year. And as I was speaking earlier about the minimum level I'm comfortable with, and that's to keep three firefighters, an officer and two firefighters on each fire apparatus, and the fire alarm operator. Those are the people that we have to staff to do business, and the level of safety I like for the citizens and the firefighters. That's why I'm here to ask you that. Just as a backdrop also, for overtime callbacks this year, the FY26 was 11,198 hours. FY25 was 25,025, and then 22,000 for '24. But what we've reduced in the holdovers for this year were 229, but the year before we were 1,762. The year before that, we were 3,740. So we made a drastic

▶ 2:01:05 reduction in the holdovers this year, but still, unfortunately, we did overshoot our budget of 489. That's why I'm here to ask you to make this appropriation. Terrific. Up first, I have Councilor Finocchiaro. Thank you. I just wanted to say thank you for the annual comparisons and explaining how you came to this overtime. I just wanted to make a motion to approve or recommend. Motion to recommend- Second ... made by Councilor Finocchiaro, seconded by Councilor Jamaleddine. On discussion, Councilor Chen. We as an oversight committee don't have to decide this tonight, but I think this may be an item that we revisit on a quarterly basis, pending how the collective bargaining changes, and how maybe different policies or a

▶ 2:01:55 Jason Chen: review of different operational staffing might come out, and its number that seems to swing by quite a bit. And so I'd just like to have some If there are things that we can do to steer it as we go, I'd like to know that sooner than later, and I think quarterly is the right amount of check-in for it. Thank you. Up next, Councilor Jamaleddine. Through the Chair, we can always do informational order and just invite the chief to provide more information. So just that's how we've been doing it, for the record. Any other councilors on discussion? So we have a motion on the floor. Madam Clerk, will you please call the roll? Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes.

▶ 2:02:39 Devin Romanul: Councilor Jamaleddine? Yes. Councilor Karamcheti? Yes. Councilor Kowal? Yes. Councilor Obremski? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor. All in favor, we'll move that forward to the full council. Last FY26 item on our agenda this evening. Nope. Oh. Well, I mean, sorry, that's right. We have a transfer on the back end, but my apologies. Last FY26 item on our- Yes, yes ... agenda tonight, ID number 2026-1239, an appropriation from free cash in the amount of $30,000 to the fire department for projected motor vehicle repair through the end of this fiscal year. So here I am, asking for appropriation of $30,000 to keep our fleet maintained.

▶ 2:03:31 This year, we have a fleet manager, sort of a mechanic, Lieutenant Mike Bell, who has been-- takes over the care of the vehicles. He's the one that keeps up with the maintenance schedules, arranges them to go out for service, and makes sure all our apparatus is to get its maintenance schedules are carried out. And then there are the repairs. And so, as we try to go do it with our aging fleet, trying to get into this, our two newest trucks, our Ladder 1 and our Engine 2, are 2022 and 2023. But then our Engine 3 that's in service, the front line piece is a 2010, and our backup ladder is a 2007, and our backup engine, Engine 4, is a 2007. And so trying to keep our aging fleet going, we need another 30,000 for the expenses

▶ 2:04:36 that he needs to do to get through this year to pay for the maintenance of these trucks and the repair of them. Let me see. We have a couple of things. I'm sorry. That's all I can think. Getting back to, like we discussed earlier, about ordering new trucks and buying them. Right now, buying new trucks is a 40-month wait from the day you order till you get it. And so, the capital improvement we put in for two pumps, it didn't get approved for this year. And so we're looking at possibly refurbishing our Engine 3. We had a Seagrave representative come down and evaluate it. It appears to be a good candidate for that. And so what that'll do, it saves expense of buying a new truck, and the timeframe from that is roughly 24 months.

▶ 2:05:29 So that's a possibility for one of us to not replace one of our vehicles, but put it back into really good condition to give us more service years. Basically, for this past year, the maintenance cost to keep Engine 3 in service was $13,251. To keep Engine 4, the backup, in service, $11,685. So every time Engine 2 or Engine 3 goes out for service, we put Engine 4 in service. So Engine 4 still sees quite a bit of service, and the same goes for Ladder 2. When Ladder 1 goes out for service or repair, Ladder 2 goes into service. So we have to maintain these vehicles because the length of time to purchase, the expense of it, to get that under capital improvement takes a lot of planning. But we have to account for now they have this-- It used to be just

▶ 2:06:28 about a year was normally what it took to get a vehicle. Now it's rushing up between three and a half years, and there's no change in sight. So that's why we're asking these 30,000 to maintain the vehicles we have to get us through this year, and try and continue on keeping our apparatus in service, because we have to keep not only ours, but the backup trucks still in service because they do go in service, to properly maintain the current frontline pieces. Terrific. Up first, I have Councilor Williams. I would like to make a motion to approve. Second. Motion to approve made by Councilor Williams, second by Councilor Finocchiaro. On discussion. Seeing none, Madam Clerk, will you please call the roll?

▶ 2:07:14 Devin Romanul: Vice Chair Vandiver? Yes. Councilor Chen? Yes. Councilor Finocchiaro? Yes. Councilor Jamaleddine? Yes. Councilor Karamcheti? Yes. Councilor Kowal? Yes. Councilor Obremski? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor. All in favor, we'll move that forward to the full council. Thank you so much, Chief. Thank you. I want to thank the council for the continued support of the fire department. We really appreciate it. Thank you. Thank you. Thanks, Chief. All right. Our last item on our agenda is a transfer ID number 2026-1298, delayed from the start of the meeting, requesting an interdepartmental transfer of funds from the election salaries PT line item

▶ 2:07:51 Bradley Freeman: in the amount of $24,437 to the printing line item. Chair Romano- President ... Freeman. Thank you very much. Apologies that I was not here at the beginning of the meeting when this first came up. The city clerk couldn't be with us tonight, but asked me to briefly speak to this. This is an order just transferring money from one line of the city clerk's budget to another to account for cost of printing two ballots during the previous election. They were more expensive than anticipated due to early vote and actual vote ballot printing, as well as $10,000 to print and mail out confirmation cards for the census for those citizens who have not returned their census yet. There is money in the budget because the salary line item, there were savings

▶ 2:08:32 generated by using senior volunteers during the election, so there is money there. So this is no additional cost to the city. Terrific. Thank you very much. Councilor Finocchiaro. Make a motion to recommend. Second. Motion to recommend by Councilor Finocchiaro, 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 Jamaleddine? Yes. Councilor Karamcheti? Yes. Councilor Kowal? Yes. Councilor Obremski? Yes. Councilor Park? Yes. Councilor Williams? Yes. President Freeman? Yes. Chair Romanul? Yes. All in favor. All in favor, we'll move that forward to the next full council meeting.

▶ 2:09:13 Devin Romanul: I just want to express my appreciation to you all for all the diligence and hard work and great questions throughout this budget season, and appreciate your patience with me, and thank you to everybody. That being our last agenda item, I will now motion by unanimous consent to adjourn. Seeing no objections, we are now adjourned.

Appropriations & Oversight Committee — 2026-06-11

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