Showing posts with label Town of Franklin. Show all posts
Showing posts with label Town of Franklin. Show all posts

Saturday, May 9, 2026

FY 2027 Budget Narrative: Franklin Council on Aging (COA) / Franklin Senior Center

From the Town Administrator's FY 2027 Budget narrative, each department's story is worth sharing.

General Purpose

The Franklin Council on Aging (COA) / Franklin Senior Center enhances the independence and quality of life of Franklin’s older adults by identifying evolving needs and delivering programs, services, and supports that promote mental, social, emotional, and physical well-being. We serve as a community focal point for aging issues and a trusted access point for resources, benefits navigation, and caregiver support. The Senior Center serves as a liaison to local, state, and federal resources for the aging population and their families.

Our work strengthens community health by reducing isolation, supporting caregivers, and helping older adults remain safely in their homes for as long as possible.

Core Functions

● Programming and Community Engagement: Provide a wide range of social, educational, cultural, and wellness programs that foster connection and support healthy aging. These programs help prevent social isolation, which is linked to increased risks of depression, cognitive decline, and other health concerns among older adults. Participation tracking is essential to program planning and to demonstrating impact for municipal and grant funding.
● Nutrition and food access: Provide daily nutrition services for both the public and participants in the Supportive Day Program. Through the Common Grounds Café, the Senior Center offers weekday breakfast and lunch, creating an accessible space for residents to enjoy affordable meals and social connection.
● Dementia-capable programming and caregiver support: The Senior Center hosts a daily supportive day program (Sunshine Club) for individuals with dementia/cognitive decline and older adults experiencing social isolation, offering structured engagement and respite for caregivers.
● Health, wellness, and prevention supports: Offer prevention-focused supports to help residents manage chronic conditions and stay active. These services include educational programs, support groups, basic health screenings, and access to wellness resources that support the physical, emotional, and social well-being of older adults.
● Social services, advocacy, and benefits navigation: Assist older adults and their families with resource connections, referrals, applications, and advocacy. This includes housing guidance, benefits enrollment assistance (such as SNAP, MassHealth, and fuel assistance, support), navigating Medicare and insurance questions, and referrals to home care and other community services that help residents remain safe and independent.
● Provide transportation through the Senior Center van to reduce barriers to participation and help residents access programs, essential services, and community connection. Serve as a liaison with the local Regional Transit Authority and other transportation providers to help older adults access medical appointments and regional services.

Staffing

● One (1) Director
● One (1) Deputy Director
● One (1) Executive Assistant
● One (1) part-time Administrative Assistant
● One (1) Chef & Kitchen Manager
● Two (2) part-time Line Cooks
● One (1) Transportation and Volunteer Coordinator
● Two (2) part-time Van Drivers
● One (1) Social Service Coordinator
● One (1) Activities Coordinator
● One (1) Supportive Day Coordinator
● One (1) Supportive Day and Special Projects Coordinator
● One (1) part-time Community Wellness Nurse
 
Strategic Initiatives & Accomplishments

● Demonstrated significant community impact through measurable growth in membership, program delivery, nutrition services, respite hours, volunteer engagement, and social service support.
● Expanded access to programs through implementation of an online registration platform, improving ease of enrollment, reducing administrative barriers, and increasing participation accessibility.
● Secured external grant funding to expand health and wellness programming and improve accessibility. The Senior Center received $24,660 in grant funding to modernize the fitness space and replace aging equipment with two recumbent bikes, two seated ellipticals, and two treadmills, improving access to safe,
low-impact exercise options for older adults. In addition, the Franklin Cultural Council awarded $1,800 to support a monthly Memory Café, a welcoming, social gathering designed for individuals living with memory loss and their care partners.
● Maintained continuity of operations during a temporary building closure by relocating programs to partner sites, ensuring uninterrupted access to meals, social engagement, and essential services. During this period, the Senior Center delivered 49 programs across eight off-site locations, allowing vital services, including respite care through the supportive day program, food services, fitness classes, and support groups, to continue without interruption while demonstrating strong cross-community collaboration and continuity planning.
● Strengthened caregiver support infrastructure through expanded respite programming and dedicated caregiver appreciation initiatives.
● Delivered large-scale community-wide events that strengthened connection, reduced social isolation, and fostered intergenerational engagement. In the calendar year 2025, the Franklin Senior Center hosted several signature events, including Winter Wonderland (523 attendees), Senior Olympics (112 participants), and the first Caregiver Appreciation Day (serving 77 caregivers and their families).
● Strengthen operational efficiency through program review and stabilization: As participation and service demand continue to grow, FY27 will focus on reviewing programs, processes, and scheduling to ensure the department is making the most effective use of existing resources. With participation expected to continue rising, staff will prioritize efficiencies and thoughtful program evaluation to ensure the Senior Center can continue delivering high-impact services while maintaining current staffing levels.

● The following metrics highlight both the scale of services delivered and the continued growth in participation across the Franklin Senior Center.
○ Membership: 615 new members, 231 average daily attendance, 2,102 total active members (4,343 Guests), 57,608 Event Check-Ins
○ Programs: 6536 total programs delivered; 122 unique monthly programs
○ Nutrition: 18,990 meals served
○ Supportive Day Program: 11,724 respite hours
○ Social Services: 1,538 contacts
○ Transportation: 1,785 rides provided; 158 unique riders, funded an additional 4,119 rides to the Senior Center and Food Pantry through GATRA
○ Volunteers: 2,029 volunteer hours; 94 volunteers
● The following charts illustrate the continued growth in participation and service delivery across several core program areas of the Franklin Senior Center.


Continue reading this section. The PDF contains additional text and charts not shared here  https://drive.google.com/file/d/15T9lcrw3x_11lFrv8_XGpRlcOrCZTF13/view?usp=drive_link


The FY 2027 budget information can be found 

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Friday, May 8, 2026

FY 2027 Budget Narrative: Commission on Disability

From the Town Administrator's FY 2027 Budget narrative, each department's story is worth sharing.


General Purpose

The primary functions of this Commission are to educate about disability, advocate for persons with disabilities, and act as a resource for those who may require disability-related services or have concerns.

Staffing

● There are currently Seven (7) Volunteer Members which will increase to nine (9) Volunteer Members
○ Includes: One (1) Chair
○ Includes: One (1) Vice Chair
○ Includes: One (1) Clerk

Strategic Initiatives & Accomplishments

● Hosting a Disability Expo for several years to provide the public with disability-related resources and services
● Advocating for important accessibility improvements and ADA compliance in the Town of Franklin, including the successful new Dean MBTA Station accessible platform
● Connecting numerous Franklin residents to much-needed disability-related resources
● Completing a “Disability-Related Services” public document and publishing it on the COD website to help guide residents to needed resources
● Developing an "Accessibility In Franklin” public document to help residents easily look up locations and events in town to determine how accessible they are for their own personal needs
● Attending town events such as the Senior Expo, and planning to attend town events such as the Strawberry Stroll, to spread awareness and education about disability and how the COD can help residents
● Establishing a consistent process for reporting, recording, and monitoring revenue received from handicap parking violations, in accordance with Chapter 40, Section 22G
● Creating an Accessibility Working Group to connect the COD with the Town Department Heads
● Supporting the municipal staff in achieving Title II digital compliance
● Advocating for and working with the Town Council and Town Administrator on accessibility goals within the town goals

FY27 Requested Budget Highlights

● This is a level-funded budget, which was just created two years ago.


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Thursday, May 7, 2026

FY 2027 Budget Narrative: Franklin Health Department

From the Town Administrator's FY 2027 Budget narrative, each department's story is worth sharing.


General Purpose

The Franklin Health Department is required by state, local laws and regulations to perform many critical duties related to the protection of public health. These duties cover a wide range of public health control and prevention activities, including: disease surveillance; the promotion of sanitary conditions in housing, recreational facilities, and food establishments; elimination of nuisances; the protection of the environment; and numerous other responsibilities and core functions.

Core Functions

● The Health Department conducts bi-annual inspections of 120 food service establishments and 18 retail food establishments (convenience stores) yearly. Each establishment receives a routine inspection and a follow up re-inspection subsequent to the original inspection. Not included in this number are complaint related inspections, and suspect food-borne illness investigations. The Massachusetts Department of Public Health requires all health departments to submit comprehensive inspection reports and illness worksheets for all suspect cases. The Health Department staff also must inspect and permit mobile food trucks and other seasonal and temporary food events throughout the year.
● In 2025, the health department permitted 23 retail stores and three adult smoke shops. The Board of Health amended the 2023 Sales Regulation restricting the sale of tobacco and vape products to incorporate these minimum standards required pursuant to Massachusetts state law and regulations into the current board of regulations.
● The Health Department is required to review all engineered plans for proposed septic system installations, upgrades and repairs to be in compliance with State Regulations. The Health Department has contracted with a septic consultant to review and approve all engineered plans and to monitor the progress of these installations by conducting a series of site inspections. The permitting process for septic installers continues to be done through the Health Department.
● The Health Department enforces the State Sanitary Code, Minimum Standards of Fitness and Human Habitation and is mandated to investigate all complaints of unsanitary or substandard living conditions of dwellings. The health department participates in the Franklin Crisis Action Team and works with the Senior Center staff, Police, Fire, Veterans departments to share information and strategize on new and existing residential cases to protect the public’s health and prevent harm.
● The Health Department has the responsibility for investigating all reports of public health nuisances, including, but not limited to, refuse, noxious odors, overgrown vegetation and stagnant water.
● In addition to the above-mentioned primary responsibilities, the following is a list of additional departmental functions:
○ Permitting and inspection of public pools and spas
○ Permitting and inspection of recreational camps
○ Permitting and inspection of tanning establishment
○ Permitting and inspection of mobile food trucks
○ Permitting and inspection of body art facilities
○ Permitting and inspection of bodyworks facilities
○ Processing renewal applications yearly
○ Processing plan reviews for all establishments as submitted
● All public swimming pools and spas receive both annual and regularly scheduled inspections by the Health Department. Improper sanitation and maintenance of public pools and spas has resulted in serious disease outbreaks and injuries. Presently, the town has six year round pools, four hot tubs and fifteen seasonal pools that require inspections. Recreational camps for children require an intensive review process by local Health Departments prior to issuance of a permit to operate. All campers’ immunization records must be reviewed thoroughly for required vaccinations by the public health nurse. The facility also requires a detailed inspection for compliance with all state regulations. Most recently the Health Department permitted 8 recreational camps for children.

Staffing

● One (1) Director of Public Health
● One (1) Health Agent
● One (1) Public Health Nurse
● One (1) Regional Health Agent

The Permitting Specialists in the Building Department and the Department of Planning and Community Development provide administrative support to the Health Department. The Health Department pays a portion of their salaries.

Strategic Initiatives & Accomplishments

● Organize and implement a Women’s health expo including a mammogram van.
● Build additional community web resources for community education
● Continue to partner with the fire department to offer residents and schools public health trainings (stop the bleed, hands only CPR, Narcan and other educational trainings)
● Continue to post educational podcasts
● Start a first aid class for the community
● Organize and hold a flu clinic for adults and children
● Organize and hold a fall health fair
● Assess the community’s public health nursing needs and initiate programs and interventions
● Continue to be engaged in the shared service grant community events with Wrentham and Norfolk
● The Public Health nurse organized and held a flu clinic at the Senior Center and vaccinated 90 adults
● The Public Health nurse organized and held a flu clinic at the Senior Center and vaccinated 50 children.
● Conduct annual inspections of recreational camps by auditing medical related records and procedures mandated by the state
● Organized and held a fall and spring health fair held at the library
● Organized and held a Health Brain Expo at the Senior Center
● The Public health nurse continues to partner with the senior center, the fire department and housing authority to give the community health educational
trainings. She also continues being engaged in a shared service grant with Wrentham and Norfolk enabling the health department to have a regional health agent and a shared coordinator on site, assisting with flu clinics and other community educational events
● Partner with the library to have self blood pressure station and blood pressure kits from the American Red Cross being the first library in Mass to have this program and blood pressure kits in the Library of Things

FY27 Requested Budget Highlights

● Staff anticipate the potential to lose state grant funding to support the Metacomet Public Health Alliance. As a result, some small costs will be coming on the budget, most of which are legally mandated costs, such as food inspection. The budget impact is $69,030. Over the past four years of this grant, the town saw some savings, but also increased administrative time to manage.
● The Public Health Excellence grant that funds the Public Health nurse RN salary is not sustainable in the near future from the state and a plan for funding this position needs to be in place in lue of grant funding being defunded therefore, the Public Health nurse, RN to be fully funded through the health department budget.
● The Public Health Excellence grants funds a Regional Health Agent to conduct food establishment inspections 14 hours per week. This grant filled position is also not sustainable in the near future and a plan for the health department to fully fund a Food Consultant will be needed in lue of grant funding to conduct biannual food establishment and grocery store inspections for the health department.

FY27 Requested Budget Summary

The scope of duties mandated by Massachusetts General Laws and DPH regulations for local health departments inherently requires the skills of a Registered Nurse, making a public health nurse essential for fulfilling legal obligations and providing core community health services to the municipality.

The Food Consultant is to replace the Regional Health Agent to inspect food establishments and supermarkets bi-annually to meet the Mass.gov 105 CMR 590.000 (State Sanitary Code Chapter 11) that sets the minimum sanitation standards for food establishments, covering personnel, facility requirements, food handling, and permits. Along with the M.G.L. Chapter 94, Section 184D: General Laws related to inspecting food stores for compliance and handling violations.


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Franklin Small Business Spotlight: Woodstock Building Associates

Franklin Small Business Spotlight: Woodstock Building Associates
Franklin Small Business Spotlight:
Woodstock Building Associates
Happy National Small Business Week! 

The Town of Franklin is proud to introduce our Small Business Spotlight Series, highlighting the local businesses that help our community thrive. 

Franklin Small Business Spotlight: Woodstock Building Associates

Serving Franklin for the past eight years, Woodstock Building Associates is a residential design-build company specializing in additions, renovations, decks, and new home construction.

Why they chose Franklin:
“It is a beautiful town with great people and schools. The housing stock is a bit older, and with growing families, many homes could use an update or expansion.”

Why supporting small businesses matters:
“It helps the local economy, and for people like me who live and work in the same town, we are true believers in making a great product and experience for our clients.”

Follow along as we continue to highlight the local businesses that make Franklin a great place to live and work.


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Wednesday, May 6, 2026

FY 2027 Budget Narrative: Department of Public Works

From the Town Administrator's FY 2027 Budget narrative, each department's story is worth sharing.



General Purpose

The Department of Public Works is responsible for meeting the public infrastructure needs of the Town. We design, build, and maintain infrastructure including roads, sidewalks, bridges, parking lots, parks and fields, drainage systems, traffic lighting, street lighting and all town signs.

The DPW also maintains the Town’s fleet of vehicles and equipment and runs the Town’s Recycling Center. We manage all water, sewer, solid waste and stormwater infrastructure and programs, although these areas are budgeted through our enterprise funds. We manage all areas with the highest standards of customer service and most efficient use of Town resources possible.

The assigned areas of responsibility are the following seven budget areas; Highway-General Maintenance (422-40), Grounds and Parks (422-41), Snow and Ice Removal, (422-42), Central Motors (422-43), Recycling Center (422-46), Administration & Engineering (422-49), and Street Lights (424).

Core Functions

Overall Department of Public Works Functions

● Customer Service
○ Continually improve procedures to meet Town standards for customer service. Proactively anticipate customer needs. Explore increased use of technology on an ongoing basis.
● Management and Administration
○ Continuously evaluate means and methods of service delivery and, where applicable, implement best practices. Lead in technology implementation for Public Works.
● Infrastructure Planning
○ Participate in general growth planning and lead in planning to meet future infrastructure needs resulting from Town growth. Monitor water system master plan to reflect the impact of improvements initiated to date. Evaluate the need for sewer/stormwater infrastructure improvements reflective of recent DEP policies.
● Infrastructure Design and Construction
○ Ensure public infrastructure design and construction, whether by public or private parties, meets Town and professional standards, and results in cost effective projects and minimizes environmental and neighborhood impacts.
● Public Infrastructure Maintenance
○ Proactively maintain all DPW-assigned public infrastructure assets and support equipment to meet service requirements.
● Emergency Response
○ As first responders we must be in a position to respond to major and minor emergencies to restore and maintain services.

Director of Public Works

● Develop and maintain relationships with State and Federal agencies for permitting and regulatory compliance.
● Long range infrastructure and asset management planning.
● Resource development, including improving efficiency, acquiring grants, development of support facilities, coordination of divisions, etc.
● Annual planning, budgeting, setting goals, and program evaluation.
● EPA MS4 Stormwater implementation.
● Evaluate all new technologies: GPS, Watersmart, ArcGIS, Fleetio Software, Brightly, etc. throughout the organization to improve efficiency and reduce costs.
● Continue to work with other communities to share resources.

Administration Division

● Administration of water, sewer, sprinkler, hydrant, cross-connection, backflow, solid waste & recycling, and stormwater billing.
● Customer Service: Counter and telephone intake, public notifications, etc.
● Permit processing (water, sewer, street excavation, public way access, drain layers licenses, etc.)
● DPW-wide financial management: budgeting, payroll, AP/AR, purchasing, etc.
● Support to operating divisions

Engineering and Construction Division (Includes GIS)

● Manage the design and construction of Capital Improvement projects while coordinating with operating divisions.
● Provide technical review of private development site plans and subdivisions for the Planning Board, Conservation Commission, and Board of Appeals.
● Provide construction inspection for municipal capital projects and work in the public right of way.
● Manage street excavation and ensure all by-laws are followed.
● Maintain official Town records and maps.
● GIS (Geographic Information System) - Constantly updating and maintaining numerous spatial databases to meet the needs of departments, boards, committees, professionals and citizens, while also expanding the information available in a simple and economical approach.

Highway and Grounds Division

● Road Maintenance
○ Pavement reclamation, asphalt overlays, chip seal, crack seal, infrared heat treatment, and patching.
● Sidewalks
○ Repair existing sidewalks and add new sidewalks where needed.

Parks and Tree Division

● Grounds, Parks & Trees
○ Plant trees, maintain public shade trees, cut grass at ball fields, buildings, and cemetery and cut, prune, and trim shrubs and maintain landscaping around schools, municipal buildings and the Town Common, as well as landscaped areas within the public right-of-way.

Central Motors Division

● Central Motors
○ Maintenance of approximately 170 Town vehicles, including DPW (84), Facilities, Inspection and Board of Health (11), Animal Control (2), Police (35), School (16), and Fire (22). Central Motors also maintains trailers (42) as well as equipment such as weed wackers, lawn mowers, chain saws, snow blowers, snow plows and sanders.

Snow and Ice Division

● Snow Operations
○ Snow Removal and Sanding Operations of Roadways, Schools, and Public Buildings.
 
Recycling Division

● Beaver Street Recycling Center
○ Operation of a Recycling Center 3.5 days a week that provides excellent customer service and meets all DEP regulations.

Street Lighting Division

● Street Lighting
○ Repair and maintain street lights throughout town.

Staffing

The Department of Public Works has 57.3 full-time equivalents (FTEs) split across multiple budgets. The total staffing includes:
● Management & Administration: 12 full-time
● Engineering/GIS Staff: 4 full-time
● Administrative Support: 3 full-time, 1 part-time
● Highway Division Laborers: 8 full-time
● Grounds Division Laborers: 6 full-time
● Water Division Laborers: 11 full-time
● Sewer Division Laborers: 5 full-time
● Stormwater Division Laborers: 3 full-time
● Central Motors Laborers: 3 full-time
● Recycling Center Staff: 4 part-time
● Seasonal/Summer Help: 15 full-time (May-Aug., not included in total FTE’s)

The salary costs for the Director, Managers and Administrative Staff are shared between the DPW General Fund and the various Enterprise funds. The DPW General Fund pays for 22.65 FTEs.
● Management & Administration: 2.9
● Engineering/GIS Staff: 0.25
● Administrative Support: 0.7
● Highway Division Laborers: 8.0
● Grounds Division Laborers: 6.0
● Central Motors Laborers: 3.0
● Recycling Center Staff: 1.8
● Seasonal/Summer Help: 8.0 (May-Aug., not included in total FTE’s)
 
Strategic Initiatives & Accomplishments

● Provide exceptional and expedient customer service to every person who contacts the Public Works Department.
● Continue to develop and implement plans and oversight of all Public Works projects that meet safety concerns while ensuring protection of staff and residents.
● Maintain the Town’s assets, such as fields, Town Common and other public ways in the community with the most cost effective use of resources whether public or private.
● Continue to work on the stormwater challenge and funding of the requirements of the MS4 permit. Public Works continues to proactively work on this issue with the installation of rain gardens, improved road design and many other projects that help manage this costly endeavor going forward.
● Maintain excellence in snow and ice removal operations.
● Execute several miles of new water and roadway projects.
● Implement, evaluate and fund to the extent possible the Town’s 5-year Pavement Management Plan. The Town has $40 million in backlogged road work, and millions more required to maintain our parking lots and sidewalks.
● For the 2025 construction season (Spring FY26 through Fall FY26), DPW completed the following road preservation projects by investing approximately $1.9 million dollars from a combination of funding sources including Chapter 90 ($1.2 million) and the DPW operating budget ($700k for FY25 & FY26)
○ Asphalt Paving Overlay Project
■ Pond St. - from Eldon Drive to Partridge St.
■ Washington St. and King St. - from Jefferson Rd. to I-495
■ Grove St. - from Beaver St. to the Mine Brook Bridge
○ Rubber Chip Seal Surfacing Project
■ Charles River Drive neighborhood
■ Wampanoag Drive and Concetta Way neighborhood
■ Julie Dawn Dr. and Denise Dr. neighborhood
■ Spring St. and Dom Lea Circle neighborhood

FY27 Requested Budget Highlights

The following is a list of recommended restored services for Public Works that have been very unpopular with many residents. However, with the winter draining the entire snow and ice budget, as well as the entire Snow and Ice Stabilization Fund, my revised FY27 budget in May and June will likely reflect a recommendation to reallocate these restorations into the snow and ice budget to prepare for next winter.
 

● Highway Department - $105,000 Increase
○ Police Details - $1,000
○ Electricity for Traffic Signals - $5,000
○ Sidewalk and Guardrail Maintenance - $50,000
○ Sign and Post Maintenance - $5,000
○ Street Line Painting and Vegetation Management. - $40,000
○ Tools - $4,000
● Grounds Department - $90,000 Increase
○ Tree Trimming & Removal - $40,000
○ Field Maintenance - $5,000
○ Contracted Services Schools - $35,000
○ Municipal Grounds Supplies - $5,000
○ Supplies for School Grounds - $5,000
● Grounds Department - $41,000 Increase
○ Seasonal/Summer Help - $41,000
● Snow and Ice Removal - Level Funded

● Central Motors Department - $14,500 Increase
○ Communications Equip./Radios - ($10,000)
○ Uniform Rental - $1,000
○ Automotive Parts - $16,000
○ Vehicle Tires/ Lubricants - $5,000
○ Misc. Equipment - $1,000
○ Safety Training Classes - $1,500
● Recycle Center Department - $9,000 Increase
○ Rigid Plastic Disposal/Removal - $4,000
○ Mattress Disposal/Removal - $5,000
● Administration/ Engineering Department - Level Funded

● Street Lighting Department - $20,000 Increase
○ Electricity Costs - $15,000
○ Repair of Street Lights - $5,000
As long as this section is, there is more including charts and tables in the PDF version   https://drive.google.com/file/d/1vhO77vli_L4X_tabourXqVF7Ee6a4S5Y/view?usp=drive_link


The FY 2027 budget information can be found 

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Tuesday, May 5, 2026

FY 2027 Budget Narrative: Norfolk County Agricultural High School (NCAHS)

From the Town Administrator's FY 2027 Budget narrative, each department's story is worth sharing.


General Purpose

Norfolk County Agricultural High School (NCAHS) is a public high school that offers academic and vocational training to over 600 students from the 28 towns and one city in Norfolk County and more than 40 out of county (tuition) towns. The school is situated on 365 acres in Walpole, a suburb of Boston, and offers specialty training to students who are interested in pursuing careers in Animal and Marine Science (veterinarian science, marine science, canine science, dairy and livestock management, research animal technology and equine studies), Plant and Plant Science (forestry, floriculture, landscape management, horticulture and natural resources, arboriculture and turf management), Environmental Science (climate change, natural resources, green engineering, environmental history, parks and recreation, New England wildlife, outdoor leadership, water treatment) and Mechanical Technology (diesel and heavy equipment operation and repair, welding woodworking). The school is one of four such schools in Massachusetts charged with promoting agri-science and agri-business opportunities.

Norfolk Aggie provides hands-on education in a welcoming and friendly environment and provides many clubs, sports and outdoor activities for the students. For more information about the Norfolk Agricultural School please click here https://www.norfolkaggie.org/.

Franklin currently has 18 students attending Norfolk County Agricultural High School.
 
Core Functions

● Norfolk County Agricultural High School uniquely provides an academic and agricultural science vocational experience, with hands-on learning for passionate students from diverse communities.

FY27 Requested Budget Highlights

● Tuition for the 2025-2026 school year for each student attending is $5,501.00 per student. Base Rate of $3,800 and separate capital assessment of $1,701 per student.


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Monday, May 4, 2026

FY 2027 Budget Narrative: Tri-County Regional Vocational Tech School

From the Town Administrator's FY 2027 Budget narrative, each department's story is worth sharing.


General Purpose

The Tri-County Regional Vocational School District was established by an act of the Massachusetts legislature on September 26, 1973. The act designated the towns of Franklin, Medfield, Medway, Millis, Norfolk, North Attleboro, Sherborn, and Walpole as the original members; they were joined shortly after by the towns of Plainville, Seekonk and Wrentham. The school district was established in accordance with MGL Chapter 71 and as part of the agreement to establish the district, Tri-County was established under the provisions of MGL Chapter 74 and designated to include courses beyond the secondary school level in accordance with the provisions of Chapter 74 Section 37A. The Town has two (2) appointed members to the Regional School Committee.

The FY26 enrollment at Tri-County is estimated at 942 students; 186 are from Franklin. The budget reflects the cost sharing agreement between the towns and the member assessments based on the annual enrollment from Franklin.

Tri-County Regional Vocational High School is still housed in its original building. However, on November 7, 2023 residents voted to raise property taxes through a debt exclusion to pay for a new Tri-County Regional Vocational High School. The total project cost is estimated at $285,992,692 and upon completion will replace the Tri-County’s current facility on the same site which has been in existence since 1977. Construction plans call for shovels to hit the ground in the summer of 2024 with an anticipated opening in time for the 2026-2027 school year. For updates on the project, be sure to review the Tri-County High School Building Project website for the latest news and construction drone flyover footage. Franklin’s assessment of the project is anticipated to cost the Town $2 million per year, with approximately $102 million or ⅓ of the project being paid by the state through the Massachusetts School Building Authority (MSBA).
 
Core Functions

● Tri-County’s mission is to provide an excellent comprehensive technical and academic education to regional high school students. State-of-the-art technical skills and knowledge are enriched and complemented by a solid foundation of academic skills. Creative and cooperative partnerships between area employers and a dynamic staff at Tri-County guarantee the continued growth and development of exciting programs designed to prepare graduates for careers in the twenty-first century. This is a place where students succeed and are well-prepared for work or college. To find out more, Tri County Regional Vocational Technical High School

Strategic Initiatives & Accomplishments

● 60 Seniors John & Abigail Adams Scholarship Winner.
● September 2025 celebrated a major milestone in the construction of the new school building: the Topping Off Ceremony marks the placement of the final steel beam, symbolizing the completion of the building’s structural framework.
● Stellar engineering students excel in NASA HUNCH competition and head to Johnson Space Center.

FY27 Requested Budget Highlights

In FY26, the operating budget included a full year of principal and interest payments totaling $1,563,430. The estimated principal and interest payments for FY27 are $1,559,172. The tax impact from this project began in FY25 and is reflected in the debt exclusion budget model and expenditure line item with an increase of $178,939. The tax rate will be adjusted later this year to reflect the increase in the levy for Franklin's portion.

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Sunday, May 3, 2026

FY 2027 Budget Narrative: Franklin Public Schools

From the Town Administrator's FY 2027 Budget narrative, each department's story is worth sharing.


General Purpose

Franklin Public Schools (FPS) is a PreK–12 public school district serving 4,327 students across seven school buildings in the Town of Franklin. The district is committed to providing every student with a rigorous, inclusive, and high-quality education that prepares them for college, career, and engaged citizenship.

The FY27 operating budget reflects the outcomes of a multi-year effort to strengthen educational quality, improve long-term fiscal sustainability, and align resources strategically with student and community needs. It is built on three principles that have guided our work: Collaboration, Transparency, and Strategic Planning.

Core Functions

● Delivering rigorous, standards-aligned PreK–12 curriculum across core academic subjects, electives, unified arts, and specialized programs with a student-to-teacher ratio within the recommended range of 18–24.
● Providing comprehensive student support services, including special education, speech-language, occupational therapy, behavioral support, counseling, mental health services, and nursing across all schools.
● Operating eight specialized in-district programs for students with disabilities — keeping students in their community while reducing the cost of out-of-district placements.
● Maintaining safe, accessible, and well-equipped school facilities that create welcoming learning environments for students, staff, and families.
● Managing all financial, human resources, transportation, and operational functions in accordance with state and federal requirements and town and school financial policies.
● Engaging families and the broader Franklin community as partners in student learning through two-way communication, public meetings, and collaborative planning.

Staffing

● District-Level Leadership
○ Every district-level leadership position carries a defined operational, instructional, and/or compliance function. The 12-person district leadership team supports 7 school buildings, approximately 739 FTE employees (operating budget), and 4,327 students across a PreK-Grade 12 and Age 22 continuum.

● School-Level Leadership
○ School-level administration is organized around the four-complex model established through the FY26 district reorganization. Each building has dedicated administrative leadership, with larger secondary schools carrying expanded teams proportional to enrollment and program complexity. Franklin High School currently serves approximately 1,380 students through a full college-preparatory and career-technical curriculum. Franklin Middle School currently serves approximately 1,008 students, and our K-2/3-5 elementary schools currently serve 1863 students.

● Full District Staffing
○ Across all categories, more than 97% of Franklin Public Schools positions are student-facing or in direct support of instruction. District and school-level administration together represent approximately 3% of the total district FTE, as shown in the totals row below.


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Saturday, May 2, 2026

FY 2027 Budget Narrative: Metacomet Emergency Communications Center (MECC)

From the Town Administrator's FY 2027 Budget narrative, each department's story is worth sharing.


General Purpose

The Town of Franklin, Wrentham, Norfolk, Plainville, Mendon and Millville (In FY21 the Mendon-Millville Regional Center signed a merger with the MECC to consolidate costs. After this merger, the MECC still has additional capacity for another 10-20,000 in population) have joined together to establish a regional district to operate and maintain a consolidated District-wide public safety communications/dispatch center that will be known as the Metacomet Emergency Communications Center (MECC).

Core Functions

● The MECC has a Board of Directors which serves as the governing and administrative body and has overall responsibility for the District. The Town Administrator serves as the Chair of the Board being the largest community in the district.
● The District employs a MECC Director who has overall responsibility for the operation and maintenance of the MECC and serves as the Chief Administrative and Fiscal Officer.
● There is an Operations Committee that comprises the Chiefs of the Fire and Police Departments (or their designee) of each member town.
 
Staffing

● One (1) Executive Director
● One (1) Deputy Executive Director
● One (1) Administrative Section Chief
● One (1) Operations Section Chief
● One (1) IT/CAD/GIS Administrator
● Five (5) Shift Commanders (supervisors)
● Twenty-five (25) full-time Public Safety Telecommunicators
● Two (2) part-time Public Safety Telecommunicators

Strategic Initiatives & Accomplishments

● The MECC Board of Directors have been having active negotiations with the Southeastern Massachusetts Regional Emergency Communications Center (SEMRECC) with the towns of Foxborough, Mansfield, Norton and Easton. This would provide a broader set of public safety services, enhanced technology, greater economies of scale, and eligibility for lucrative state grant programs for regionalization. This is a large project and expected to be worked on over a five year period and will include state involvement.

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Friday, May 1, 2026

FY 2027 Budget Narrative: Animal Control Department

From the Town Administrator's FY 2027 Budget narrative, each department's story is worth sharing.


General Purpose

The Animal Control Department is responsible for the protection of domesticated animals in Franklin and the care and control of wildlife as needed. Animal Licensing and enforcement of laws pertaining to the care and treatment of animals are under the jurisdiction of this department.

The Animal Control Department is regionalized with the Town of Bellingham and offers 24/7 coverage.

Residents who are interested in contacting the Animal Control Department are encouraged to visit our website or call (508)-520-4922.

Core Functions

● Animal Control Officers work diligently to provide excellent care to all animals in the Town of Franklin, making every effort to reunite domesticated animals with their owner, and always keeping the safety of animals and residents as their top priority.
● Animal Control Officers Tracey Taddeo and Patrick Kelleher also serve as Inspector of Animals. The Inspector of Animals position is required for all domestic and wildlife bites and has the ability to quarantine residents’ pets.
● The Inspectors of Animals performs barn and kennel inspections and has the authority to grant or deny a kennel license.

Staffing

● One (1) Animal Control Officer
● One (1) Assistant Animal Control Officer
● Four (4) Part-Time Animal Control Officers

Strategic Initiatives & Accomplishments

● The Animal Control Department received and investigated 3,215 calls in FY25, some of which are detailed below:
○ 47 dogs were picked up; 46 of which were claimed and 1 of which were not claimed
○ 9 cats and 7 other unspecified animals were picked up
○ 22 animals were taken to be seen by a veterinarian
○ 583 deceased animals were removed from public spaces
○ 49 animals were humanely euthanized
○ 37 dogs were found off-leash
○ 67 animal bites were reported; all animals were quarantined for 10 days and none were found to be rabid
○ 13 animals were tested for rabies; 0 were found to be rabid
○ 1 dogs were held as evidence in criminal investigations

FY27 Requested Budget Highlights

● This is a level-funded budget as presented, but will change if a regional agreement is altered. Bellingham and Franklin will be working on a revised shared services agreement this year, with a longer term goal of adding more communities, if possible, for greater economies of scale. However, this is a long term strategy, not an idea that will be implemented in a year or two.


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Thursday, April 30, 2026

FY 2027 Budget Narrative: Building and Inspections Department

From the Town Administrator's FY 2027 Budget narrative, each department's story is worth sharing.


General Purpose

The Building and Inspections Department is responsible for oversight of building permits and we also enforce the zoning code. It is the department's duty to ensure that the safety of all residents and business owners of the Town is preserved and protected, as well as to provide inspection for most businesses and multi-family homes with accurate and timely information, and to provide collaborative inspections with the fire department.

Core Functions

● Reviews all applications, issues permits and conducts required inspections
● Conducts field inspections for all issued permits
● Follows up on all zoning inquiries
● Administers, enforces and interprets Town of Franklin Zoning Bylaw.
● Works in collaboration with other Town departments to ensure safety and compliance across all building and zoning related matters
● Inspects all Town projects
● Administers the Sealer of Weights & Measures currently conducted by the state
● Provides emergency disaster response services in collaboration with other Emergency Response departments or organizations
 
● Conducts periodic inspections of establishments that hold common victualer and/or liquor licenses

Staffing

● One (1) Building Commissioner
● One (1) Senior Inspector
● One (1) Permitting Specialist
● Two (2) part-time Permit Inspectors (Electrical and Plumbing)
● One (1) part-time Administrative Assistant

Strategic Initiatives & Accomplishments

● All inspection requests are logged in online. Ongoing online permit submissions are proceeding without a glitch.
● Weights and Measures are billed online.
● Inspectors and staff are educated daily on important departmental updates.
● All inspectors issue their respective trade permits, unassisted!
In FY2025 the Town issued 16 residential permits and 1,267 non-residential permits, generating a total of $1,710,578 in revenue.

FY27 Requested Budget Highlights

● There are no major increases in the Building and Inspections Department budget for FY27.

FY27 Requested Budget Summary

I believe the Building and Inspections Department FY27 budget should be approved because of the income that we generate and our relatively low budget requests. Our impact on the community is mostly positive. We strive to provide a service that is strictly customer based with a focus on life safety enforcement.


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