Showing posts with label narrative. Show all posts
Showing posts with label narrative. Show all posts

Wednesday, May 20, 2026

FY 2027 Budget Narrative: Stormwater & Environmental Affairs (Enterprise Account)

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

General Purpose

Use the highest levels of science, innovation, conservation, and customer service to collect and monitor stormwater, maintain stormwater infrastructure, educate the public, and treat stormwater as required by State and Federal permits.

Core Functions

● Catch Basins (5,700+)
○ Continue to monitor and clean catch basins to maintain a level of <50% full.
● Drain Pipe (128 miles)
○ Continue to monitor, maintain and repair all drain pipes to ensure proper passage of stormwater and prevent localized flooding.
● Outfalls (502)
○ Continue to monitor, maintain and repair all outfalls to prevent flooding and identify and remove possible illicit discharges.
● Catchments (499)
○ Continue to monitor and investigate stormwater catchments to ensure appropriate functionality of the drainage system and prevent illicit discharges into the MS4.
● Stormwater Control Measures (307)
○ Continue to monitor and maintain all stormwater control measures (SCMs), including rain gardens, dry detention basins, infiltration basins, tree wells, stormceptors and other subsurface drainage structures. Franklin’s SCMs play a critical role in removing pollutants from stormwater and encouraging infiltration, making their maintenance and continued functionality crucial to the success of the drainage system.
● Public Education
○ Continue to educate and engage with the public on stormwater pollutants, stormwater treatment and how residents can keep Franklin’s stormwater clean and free from debris.
● Support Supplies & Equipment
○ Ensure the department has trucks, equipment, and a proper inventory of supplies for day-to-day operations and emergencies after hours.

Staffing

The salary costs for the Director, Managers and Administrative Staff are shared between the DPW General Fund and the various Enterprise funds.

The Stormwater Enterprise fund pays for 4.83 FTEs (the breakdown):

● Management & Administration: 1.23
● Engineering/GIS Staff: 0.55
● Administrative Support: 0.35
● Stormwater Division Laborers: 2.7

Strategic Initiatives & Accomplishments

● Increased MassDEP and EPA regulatory activities and how they may impact the current MS4 permit.
● The continued implementation of the Phosphorus Control Plan (PCP), specifically SCM retrofits and new construction to meet our phosphorus reduction goals.
● Continue to lead in organizing municipalities to coordinate efforts to meet regulatory compliance as possible cost saving measures.
● Continue to foster a “keep stormwater clean” attitude and understanding throughout Town with education, outreach and enforcement.
● Continue to perform public outreach regarding stormwater education and build upon past initiatives of story map and mailer information.
● Continue impervious area feature class updates to ensure accurate stormwater billing.
● Major Concerns:
○ As weather patterns continue to change, additional stresses will be placed upon the drainage system and its ability to function. Therefore, the Stormwater Division must be creative in managing future stormwater threats to Franklin. Through grant funding and collaboration with local non-profit groups, the Stormwater Division will continue to keep up-to-date on the latest innovative solutions and green infrastructure options to maintain and improve the drainage infrastructure.

FY27 Requested Budget Highlights

● Stormwater Expense Total Increase: $13,000
○ Street Sweeping - $50,000
○ Catch Basin Cleaning - Decrease ($35,000)
○ Asset Essentials Software - $2,000
○ Consulting Services - $11,000
○ Materials (Asphalt, Loam, Stone) - Decrease ($16,000)
○ Training - $1,000

FY27 Requested Budget Summary

Enterprise funds are accounted for separately from the General Operating Budget and are designed to be self-supporting through user fees and charges. As such, their revenues and expenditures do not impact the Town’s Operating Budget, as all costs are recovered within the enterprise fund rather than supported by general taxation.

This budget reflects reprioritization due to shifting obligations regarding the MS4 permit. Each line item uniquely addresses the administrative, construction, and planning aspects of the Program. The established Stormwater Utility, along with the passage of the proposed FY27 budget; will enable the Town of Franklin to be poised to address the most pressing & pertinent aspects of the MS4 permit.

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FY 2027 Budget Narrative: Water Dept (Enterprise Account)

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

General Purpose

Use the highest levels of science, innovation, conservation and customer service to safely deliver, and bill accordingly over seven hundred million gallons of potable water to the residents, businesses and industries of Franklin.

Core Functions

● Wells/water facilities (23 sites)
○ Maintain chemical levels to State & Federal standards, daily pumping records, daily water testing, weekly water sampling and testing by certified lab, and monthly records reported to MassDEP. Maintain pumps, electric motors, telemetry, chemical feed systems, standby power supplies, buildings, security fencing, roadways and grounds.
● Water Meters (~10,000 accounts)
○ All residential, commercial and industrial water meters read quarterly. Maintain meters, water meter calibration, water meter replacement program,
final read inspections for homes over 20 years old, records for water meter installation, meter history and maintenance cards.
● Emergency twenty-four hour, seven days a week response/ customer service.
● Cross-Connection Control Program
○ Operate and maintain a cross-connection control program that oversees the testing and inspection of over 700 backflow protection devices.
● Water Distribution System Maintenance
○ Maintain and repair all of the Town's water mains, water service lines to and including the curb stop valves, and public hydrants. Perform annual hydrant flushing, valve exercising and annual leak detection to provide the Town with adequate flows and pressures for fire protection and domestic uses. Keep unaccountable water at a low percentage.
● Support Supplies & Equipment
○ Ensure the department has trucks, equipment, and a proper inventory of supplies for day-to-day operations and emergencies after hours.
● This department provides both technical and physical assistance to internal and external customers for public and private projects including plan review and permitting, and provides excellent customer service.

Staffing

The salary costs for the Director, Managers and Administrative Staff are shared between the DPW General Fund and the various Enterprise funds.

The Water Enterprise fund pays for 17.94 FTEs (the breakdown):

● Management & Administration: 3.69
● Engineering/GIS Staff: 2.20
● Administrative Support: 1.05
● Water Division Laborers: 11.0

Strategic Initiatives & Accomplishments

● Increased Mass DEP and EPA regulatory activities; particularly as they affect municipal water, PFAS, iron and manganese levels, lead and copper testing, water service line inventory and water management act conservation requirements.
● Lead in organizing municipalities to coordinate involvement in response to unwarranted, detrimental, and non-funded DEP policy making.
● Continue to secure water for the Town’s future, by restoring capacity in existing wells (treatment plant, well redevelopment, water treatment etc.).
● Strengthen existing 'Water Smart' development standards to ensure sustainable water conservation and more effective localized groundwater recharge.
● Cultivate community-wide water conservation through education and enforcement. This strategy remains central to the Town’s recognized success in maintaining low residential per capita consumption.
● Sustain the Town’s robust leak detection initiatives to limit water loss and ensure our unaccounted-for water percentage remains industry-leading at less than 10%.
● Continued proactive meter replacement plan for accurate water billing. In addition, continue to invest in Advanced Metering Infrastructure (AMI) to improve operational efficiencies and sustainability by effectively monitoring water usage and system efficiency, detecting malfunctions and recognizing irregularities.
● As part of our commitment to transparency and efficiency, 70% of the Town has been transitioned to hourly water reading collection. We encourage all residents to utilize the Franklin Water Department Consumer Water Portal to monitor usage, set custom consumption alerts, and proactively detect potential leaks. Activate your My360 account today to take control of your water budget and support Town-wide conservation.
● Capital Improvement Concerns that will likely affect water rates:
○ The Town currently utilizes two existing, riveted steel tanks at the Hillside distribution storage facility, Hillside Tank No. 1 was originally constructed in 1888 and Hillside Tank No. 2 in 1928. In 2022 the Town elected to pursue replacement of the two existing riveted steel tanks with one new welded steel tank with combined capacity of 1.7 million gallons. The new tank will be equipped with a mixing system. The design of the project has been advanced to 95% and will be shelved until the funding is available (estimated at $10.5 million).
○ The prior 5-year Water Main Replacement program is now complete. The next 5-year plan focuses on replacement of older Cast Iron (CI) and Asbestos Cement (AC) water mains. In addition, these proposed projects will aid the Town in replacing galvanized water services that are potentially connected with Lead Goosenecks. These water services are required to be replaced by 2037 per the EPA's Lead & Copper Rule Improvement (LCRI) regulations. The replacement of water mains in the areas of Park Road, Maple Street, Partridge Street., Meadow Parkway, and Pheasant Hill Road are being considered among others.
○ The Pleasant Street Tank, Forge Hill Tank, and Bald Hill Tank all require rehabilitation. Specifically, we are looking at reconfiguring the existing low
service area (Pleasant Street) system to eliminate "in series” pumping and remove the existing tank. At the Bald Hill and Forge Hill Tanks, rehabilitation includes cleaning and repairing the interior and exterior concrete structure; replacing the interior overflow pipe assemblies; and repairing the shell manholes which show extensive corrosion. These projects will reduce annual energy costs and eliminate the need for future tank painting, pump replacement, and other structural/architectural improvements associated with the existing Pleasant Street infrastructure. The needed maintenance will also provide resiliency to the existing infrastructure for continued operation now and in the future. The projected total cost for all 3 projects is approximately $11.5 million.

FY27 Requested Budget Highlights

● The FY27 budget was prepared as a “level service budget” to continue with residents' expected services. Exceptions include the following:
○ Account 517050 - Professional Licenses - Decreased $2,000 to align with the 5 year average.
○ Account 517195 - OPEB - Required increase in contribution
○ Account 521010 - Electricity - Increased $46,000 to account for inflation and align with 5 year average
○ Account 530700 - Architects and Engineers - Increase $10,000 to comply with Federal and State requirement to update Emergency Response Plan
○ Account 530950 - Consulting Services - Increase $10,000 to have consultant and lawyer assist with Water Management Act Renewal
○ Account 542010 - Office Supplies - Decreased $2,000 to align with the 5 year average.
○ Account 542080 - Office Equipment - Decreased $1,500 to align with the 5 year average.
○ Account 554010 - Construction Material - Decreased $5,000 to align with the 5 year average.
○ Account 554035- Chemicals - Increased $13,000 to account for inflation and operation of Well 7 in 2026/2027
● The FY27 personal services budget does reflect step raises and other contractual requirements for union employees as well as cola increases for non union staff. In addition, the budget includes a small increase for overtime.
 
FY27 Requested Budget Summary

Enterprise funds are accounted for separately from the General Operating Budget and are designed to be self-supporting through user fees and charges. As such, their revenues and expenditures do not impact the Town’s Operating Budget, as all costs are recovered within the enterprise fund rather than supported by general taxation.

The FY27 Water Department budget is a level-service request designed to maintain the high standards of safety, reliability, and conservation that Franklin residents expect. Approval of this budget ensures the continued delivery of over 700 million gallons of potable water while meeting increasingly stringent MassDEP and EPA regulations regarding PFAS, manganese, and lead. 

Furthermore, these funds support critical infrastructure modernizations, such as the AMI meter system and leak detection programs that keep our water loss rates among the lowest in the State. A reduction in this requested budget would directly impact the community by delaying vital well capacity restoration and infrastructure repairs, potentially increasing long-term emergency maintenance costs and hindering our ability to proactively detect leaks and deliver safe drinking water, meeting all Federal and State Standards, to the residents of Franklin.

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Tuesday, May 19, 2026

FY 2027 Budget Narrative: Sewer Dept (Enterprise Account)

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

General Purpose

We deliver elite customer service and ensure the consistent operation and maintenance of our collection system, safely transporting and billing over 900 million gallons of wastewater annually to the Charles River Pollution Control Treatment Plant.

Core Functions

● Manage and maintain 23 sewer lift stations.
○ Includes daily operational monitoring, recording pumping data, and facility sanitization to ensure consistent flow to the CRCPD. Responsibilities encompass the technical maintenance of pumps, motors, telemetry, and standby power, as well as the upkeep of site security, fencing, and grounds.
● Sewer Collection System Maintenance
○ Ensure the integrity of the Town’s sewer infrastructure through proactive repairs and maintenance of mains and manholes. This includes systematic
hydraulic cleaning, internal TV inspections for asset management, and the clearing of easements to ensure emergency access.
● Emergency twenty-four hour, seven days a week response/customer service.
● Support Supplies & Equipment
○ Ensure the department has trucks, equipment, and a proper inventory of supplies for day-to-day operations and emergencies after hours.
● This department provides both technical and physical assistance to internal and external customers for public and private projects including plan review and permitting providing excellent customer service.

Staffing

The salary costs for the Director, Managers and Administrative Staff are shared between the DPW General Fund and the various Enterprise funds.

The Sewer Enterprise fund pays for 10.33 FTEs (the breakdown):
● Management & Administration: 3.28
● Engineering/GIS Staff: 1.0
● Administrative Support: 1.05
● Sewer Division Laborers: 5.0

Strategic Initiatives & Accomplishments

● In FY27, the Department will reach a major milestone with the completion of the Beaver Street Interceptor project. As the conduit for 70% of the Town’s raw sewage, replacing this century-old line is essential. Despite significant logistical hurdles involving environmental and transportation corridors (Route 140, MBTA tracks, and local wetlands), the project remains fiscally responsible through the use of State Revolving Funds (SRF) low-interest loans and Federal Infrastructure Bill principal forgiveness.
● Modernize critical infrastructure by completing the multi-year pump and control system upgrade across the Town’s sewer network.
● Increased Mass DEP and EPA regulatory activities of delivery and operations of wastewater operations.
● Sustain ongoing sewer system capital improvements to further reduce Inflow and Infiltration levels.
● Continue to collaborate with the development community to implement
flow-mitigation strategies that reduce system strain during peak demand periods.
● Work with Charles River Pollution Control District on proposed Inflow and Infiltration work to the District owned interceptors and plan for future improvements to the District owned Treatment Facility.

FY27 Requested Budget Highlights

● The FY27 budget was prepared as a “level service budget” to continue with residents' expected services. Exceptions include the following:
○ Account 517195 - OPEB - Required increase in contribution
○ Account 521010 - Electricity - Increased $4,000 to account for inflation, startup of the new BSI Pump Station, and align with 5 year average.
○ Account 521020 - Natural Gas - Increased $2,000 to account for inflation, startup of the new BSI Pump Station, and align with 5 year average.
○ Account 527030 - Equipment Rental/Lease - Increased $10,000 to match water enterprise. The account is used for Fleet GPS and potential for emergency pump rental.
○ Account 530300 - Health/Medical Services- Increased $500 due to increased cost of first aid kit requirements.
○ Account 543010 - Building - M&R Supplies - Increase $3,000 to account for operation of aging equipment.
○ Account 554035 - Chemicals - Decrease $5,000 to align with the 5 year average.
● The FY27 budget does reflect step raises, cost of living adjustments and other contractual requirements for union employees as well as COLA adjustments for non union staff.
● FY27 Charles River Pollution Control District assessments are based on information provided by them. The number is subject to change.

FY27 Requested Budget Summary

Enterprise funds are accounted for separately from the General Operating Budget and are designed to be self-supporting through user fees and charges. As such, their revenues and expenditures do not impact the Town’s Operating Budget, as all costs are recovered within the enterprise fund rather than supported by general taxation.

Approval of the FY27 requested budget is essential to maintaining the "level service" that ensures the safe conveyance and billing of over 900 million gallons of wastewater annually. This funding supports critical infrastructure, including 23 sewer pump stations and the future startup of the ongoing, multi-million dollar Beaver Street Interceptor project, which is
 
vital to the community's health, safety, and prosperity. A reduction or cut to this request would directly impact the department’s ability to provide 24/7 emergency response, meet increasing MassDEP and EPA regulatory requirements, and perform necessary maintenance to prevent system failures.

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FY 2027 Budget Narrative: Recycling & Solid Waste (Enterprise Account)

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

General Purpose

To provide the highest level of customer service for curbside pickup of trash, recyclables, and yard waste from 9,686 households for transportation to Millbury WIN Incinerator, the recycling processing center, and composting centers.

Core Functions

● Continue a high level of customer service and fast response times.
● Work to increase the Town's recycling rate while decreasing the amount of trash tonnage that is delivered to the Millbury Waste-To-Energy facility.
● Manage single-stream recycling, solid waste, waste-to-energy, and composting contracts.
● Apply for and obtain DEP grant funding to improve operations, enhance recycling monitoring, and public outreach/education.
 
Staffing

The salary costs for the Director, Managers and Administrative Staff are shared between the DPW General Fund, and the various Enterprise funds. The Solid Waste Enterprise fund pays for 1.55 FTE's.
● Management & Administration: 0.9
● Administrative Support: 0.35
● Solid Waste Laborers: 0.3

Strategic Initiatives & Accomplishments

● Residential compost bins offered free of charge to residents; which were obtained through MassDEP grant funding. This program reduces "trash" tonnage and is environmentally sound.
● Reorganized and enhanced efficiencies amongst the schools through the district-wide composting program.
● Continue to remain below 10% contamination rate through our single-stream recycling program - one of the best rates in Massachusetts.

FY27 Requested Budget Highlights

Solid Waste Expense Increase: $195,000
● Wheelabrator Trash Disposal: This $34,000 increase is consistent with the 5-year average. The actual rate of increase is calculated annually in May, by Wheelabrator actuaries, based on the CPI and as specified in the Franklin-Wheelabrator contract.
● Recycling Disposal/Tipping: Increase of $45,000 reflects 5 year historical averages and current/projected market trends.
● Waste Management Trash Collection: This $53,000 increase reflects the collective total of the per-customer rate increase, as specified in the Franklin-Waste Management 2026-2031 contract.
● Waste Management Recycling Collection: This $63,000 increase reflects the collective total of the per-customer increase, as specified in the Franklin-Waste Management 2026-2031 contract.

FY27 Requested Budget Summary

Enterprise funds are accounted for separately from the General Operating Budget and are designed to be self-supporting through user fees and charges. As such, their revenues and expenditures do not impact the Town’s Operating Budget, as all costs are recovered within the enterprise fund rather than supported by general taxation.

This budget reflects contractual increases regarding the Waste Management trash/recycling collection and hauling contract. It also includes the projection for the annual increase in the Waste Disposal / Wheelabrator contract. Both items are necessary to maintain health, cleanliness, and proper sanitation in regard to solid waste throughout the Town of Franklin.

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Monday, May 18, 2026

FY 2027 Budget Narrative: Debt & Interest

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

Type and Purpose of Debt

The Town of Franklin sells General Obligation Bonds to finance capital improvements and other projects that require large amounts of cash such as schools, public works, recreational areas, public safety, and public buildings. General Obligation Bonds are supported by the full faith and credit of the Town and are repaid from property taxes from both current and future property owners or, in the case of water or sewer projects, out of their respective enterprise funds. Over the last few years, typical rates for 20 year municipal bonds have been in the 3% to 4% range. With the current situation, rates may be more variable and possibly higher as less bidders compete in the marketplace.

Debt shall be issued only for capital improvements with a useful life equal to or exceeding the term of the financing. The Town will manage its debt in a manner that maintains a high credit quality, ensures long-term affordability, and limits the impact on taxpayers.

The Town’s most recent borrowing is a one-year Bond Anticipation Note (BAN) issued to fund the replacement of Fire Engine 3, with a total authorization of $935,000.
 
A BAN offers a cost-effective short-term financing option, as issuance costs are significantly lower than those associated with long-term bonds. This approach is particularly advantageous if the Town plans to reduce the principal over time or consolidate this borrowing with other authorized projects into a future bond issuance.

The BAN was authorized by the Town Council on March 4, 2026.

After a ratings review by Standard & Poor’s in May 2025, the Town’s bond rating was affirmed at AAA with a stable outlook.

FY26 Debt Service by Category

1. School Buildings – Franklin High School and Tri-County Regional Vocational H.S
2. Public Buildings – Senior Center, Library, Municipal Building Renovation
3. Technology - improvements to school and town systems
4. Public Safety – Fire Truck, Aerial Ladder Truck
5. Water Debt – Water mains, repairs, storage, lines and the water treatment plant through the Massachusetts Clean Water Trust Loan Program (MCWT)
i. MCWT is a state agency that improves water quality throughout the Commonwealth by providing low-interest loans to municipalities.
6. Sewer Debt – Beaver Street Interceptor, through MCWT.

Debt Service Trend Chart

The Town maintains a policy of limiting annual debt service to no more than 5% of the operating budget. Current debt service represents approximately 4.5%, reflecting adherence to this policy and a prudent approach to long-term financial management. Debt service is projected to decrease from FY27 to FY28, primarily due to the following factors:
● Horace Mann Middle School debt – both excluded and non-excluded debt service will drop off in FY27
● Final payments on major capital projects – debt associated with the Senior Center, Fire Station, and School issuances will reach their final payment in FY28, resulting in significantly lower debt service compared to prior years.
 
For reference, below is a summary of excluded and non-excluded debt retiring between FY23-FY28, including issuance and sunset years:

Continue reading this section to review additional text and charts in the PDF


The FY 2027 budget information can be found 
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FY 2027 Budget Narrative: Employee Benefits

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


Retirement

This line item funds pensions for the Contributory (MGL Chapter 32) retirees. There are 104 contributory retirement systems for public employees in Massachusetts. A retirement board governs each system and all boards, although operating independently, are bound together under one retirement law—Chapter 32 of the Massachusetts General Laws—that establishes benefits, contribution requirements, and an accounting and funds structure for all systems. All 104 retirement systems are overseen by the Public Employee Retirement
 
Administration Commission (PERAC), which was created by Chapter 306 of the Acts of 1996. The Town of Franklin is a member of the Norfolk County Retirement System (NCRS). The Norfolk County Retirement System was established in 1911 for the purpose of providing retirement benefits for County employees. At present, the system includes not only County employees and retirees, but also nineteen (19) Norfolk County towns and twenty-three (23) authorities and special districts. The system is governed by a five-member board chaired by the County Treasurer, and the Treasurer is responsible for the management of the System's funds. PERAC (Public Employee Retirement Administration Commission) exercises general supervision of the System. The Town of Franklin receives an annual assessment from Norfolk County which covers all Municipal employees and non-teaching School Department employees working a minimum of 20 hours per week. The appropriation funds both the normal cost (the cost of current employees’ future pensions) as well as the unfunded pension liability.

Fiscal Year 2027 assessment is $8,786,849.

Health/ Life Insurance

This line item covers the cost of health and life insurance for all active Town employees and retirees from the Town. Retirees from the schools are in a different line item within the Benefits budget.

Active School employees have typically been within the School Budget. In the Joint Budget Subcommittee Listening Sessions last spring, many residents had questions and concerns about this. Town and School leadership discussed whether it might make sense to transfer the budget costs of School Health Insurance from the school budget to the Town Budget in future years. It was voted on and the School Health Insurance will now be under the Town Budget. For FY27, the total appropriation amount for account 300 - Franklin Public Schools reflects their total operating budget minus health and medicare costs. To keep School Health Insurance costs isolated within the total Benefits budget, we have created two new line items; School Health Insurance and School Medicare.

The Town has been a member of the Massachusetts Strategic Health Group (MSHG) since FY23. With support from the IAC and Town Council, the Town is joining the Group Insurance Commission (GIC) for FY27. Per the GIC requirements, the Town will be with them for a minimum of 3 fiscal years. At the time of this report, we have not yet entered the Open Enrollment period for FY27, so we do not know exactly what plans employees will choose in FY27. Since we are joining the GIC, it is hard to estimate what employees will elect since they will now have the option to select from 8 different plans under 4 different vendors. The current FY27 budget model reflects our preliminary estimates of a flat 14% increase, the final appropriation is subject to change when open-enrollment begins on April 1st, giving us more accurate data on actual enrollment in health insurance plans. As of March 26, 2026, there are 1,047 benefits eligible employees between the Town and the Schools. This number changes regularly, depending on vacancies and enrollment at the time the data is collected. 536 employees are currently electing health insurance, which is about 51.19% of all employees.

.... 

Other Post Employment Benefits (OPEB)

The Town provides medical, prescription drug, and life insurance to retirees and their covered dependents. These are all considered “post-employment benefits.” All active employees who retire from the town and meet eligibility criteria will receive these benefits. Retirees contribute between 30% and 50% of the cost of the health plan, as determined by the town. The Town contributes the remainder of the costs on a pay-as-you-go basis.

Many years ago, the Town implemented GASB Statement 45, Accounting and Financial Reporting by Employers for Post-Employment Benefits other than Pensions. Statement 45 requires governments to account for other post-employment benefits (OPEB), primarily healthcare, on an accrual basis rather than on a pay-as-you-go basis. The effect is the recognition of an actuarially required contribution as an expense on the financial statements when a retiree earns their post-employment benefits, rather than when they use their post-employment benefits. To the extent that an entity does not fund their actuarially required contribution, a post-employment benefit liability is recognized on the Town’s Statement of Net Assets.

The Town has financial policies which prioritize investing into OPEB each year. Current policies require increasing our contribution by $50,000 each fiscal year. The Town also dedicates 10% of free cash to OPEB each year.

The Town created an OPEB Trust and all funds were moved from the OPEB Stabilization account by a vote of Town Council. The OPEB Trust Committee voted to invest these funds with the State Pension Reserves Investment Trust (“PRIT”). These funds are overseen by the State’s Pension Reserves Investment Management Board (“PRIM”). The Trust currently has
$17,697,329 in net value as of 2/28/2026.
 
Compensation Reserve

These funds are for any wage adjustments during the fiscal year, to cover absences in individual departments where additional coverage is necessary and to cover unexpected retirement costs.

If an employee resigns or retires in the middle of the fiscal year, we are required by law to pay out all their remaining vacation or earned time and many collective bargaining agreements include payments for a portion of unused sick time. If we receive ample notice that a person intends to retire, we build the costs into departmental budgets wherever possible. The compensation reserve fund is used to supplement budgets at the end of the year to avoid budget deficits, especially in smaller departments.

Continue reading the PDF of this section. A couple of smaller text sections were skipped as well as all the tables and charts. 


The FY 2027 budget information can be found 

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FY 2027 Budget Narrative: Liability Insurance

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

General Purpose
The Town purchases the following insurance for the Town of Franklin and the Franklin Public Schools: Automobile, General Liability, Law Enforcement Liability, Property, Public Officials Liability and School Board Liability.

The Liability Insurance includes premiums for our insurance coverage through the Massachusetts Interlocal Insurance Association (MIIA). Our initial data suggests that we will see increases ranging from 4 to 8% on each of the insurance lines.

In addition to premiums through MIIA, the Town also pays a separate carrier for a drone liability policy and a vacant building liability policy. Drones are used by the Police Department, and we anticipate insurance will cost approximately $6,000 in FY27. The vacant building policy is for the Davis Thayer Building. We expect this to cost approximately $42,000 in FY27. This coverage protects the Town from potential liabilities and damages if anything happens within the vacant buildings.

Vacant properties are generally considered riskier to insure compared to occupied ones since insurance providers view them as more susceptible to vandalism, break-ins, and other perils due to their unoccupied status. Davis Thayer School closed in July 2021, so FY26 will be our fifth year of insuring it as a vacant property. Insurance carriers often are not willing to maintain coverage for vacant buildings indefinitely since there is so much risk involved, so we may eventually struggle to get coverage for the building.

The Town has an active “Safety Committee”, which Operations Manager Julie McCann and Human Resources Director Karen Bratt co-chair. Representatives from each Town department serve on the committee. The Safety Committee strategizes best practices and policies to avoid workplace injuries and maintain a safe work environment. This, in turn, helps reduce costly insurance claims which could affect future premium costs.

The Safety Committee also participates in a great incentive program provided by our insurance company, MIIA. The “MIIA Rewards Program” incentivizes the Town to implement various training requirements, best practices and policies to maximize staff proficiency across a broad spectrum of safety related matters. Each rewards eligible task or training that staff completes reduces the Town’s insurance premium by a certain percentage the following year. For the past several years, we have maxed out our rewards and saved between $35,000 to 52,000 per year in insurance premiums. We expect to max out our savings again in Fiscal Year 2026, which will result in a discount of approximately $35,000 against our FY27 premium.

Consistently, Franklin is among the top MIIA rewards earners of participating municipalities and have won numerous awards for our employee training programs.


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Sunday, May 17, 2026

FY 2027 Budget Narrative: Franklin Cultural District Committee

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


General Purpose

The Franklin Cultural District Committee exists to enrich and inspire residents and visitors by fostering a diverse range of local cultural, artistic, culinary, and historical preservation activities. Working closely with partner organizations, the Committee positions Franklin as a hub for cultural and economic activity throughout the District and the town.

Designated by the Massachusetts Cultural Council (MCC), the Franklin Cultural District highlights a vibrant community full of culture, events, assets, and creative partners. The MCC’s Cultural Districts Initiative, established through a 2010 economic stimulus bill, supports arts, sciences, and humanities programming to improve quality of life across Massachusetts.

Franklin became the 46th Cultural District in the state in January 2019, following a unanimous vote by the MCC, after a multi-year effort led by the Town and a dedicated group of citizen arts advocates and cultural partners.

Today, the Cultural District is managed by the Franklin Cultural District Committee, an official Town Committee responsible for marketing the District and coordinating cross-partner programming and events.

Core Functions

● Promote the Cultural District as a Hub for Arts and Culture (especially for the World Cup in June and July 2026!)
○ Aligns with MCC requirements to increase visibility and awareness of the district within the community and region.
● Support and Facilitate Local Arts Programming
○ Encourages arts, cultural events, and public performances in compliance with MCC guidance that districts should foster vibrant cultural activity.
● Collaborate with Community Partners
○ Works with local artists, cultural organizations, schools, businesses, and municipal departments, consistent with MCC regulations requiring partnerships that strengthen the district's cultural ecosystem.
● Support Public Art and Cultural Assets
○ Maintains and promotes public art, murals, and temporary installations in alignment with MCC standards for enhancing cultural assets and public accessibility.
● Marketing and Promotion
○ Develops digital, print, and in-person outreach to showcase events, programs, and district offerings, reflecting MCC’s goal to increase engagement and visitation.
● Ensures Sustainability and Strategic Planning
○ Plans long-term programming and leverages municipal, state, and private resources, aligning with MCC regulations to create a sustainable and growing cultural district.

Staffing

● Seven (7) Volunteer Members
○ Includes: One (1) Chair
○ Includes: One (1) Vice Chair
○ Includes: One (1) Clerk

Strategic Initiatives & Accomplishments

● Expanded District Programming
○ Supported town-wide events such as Strawberry Stroll, Harvest Festival and A-Wreath-of-Franklin, enhancing community engagement and downtown activity.
○ Launched Pop-Up Arts initiatives to activate public spaces and bring art to residents throughout the town.
○ Collaborated with local artists, schools, businesses, and non-profit organizations to integrate arts programming across multiple town venues.
■ Franklin Public Schools (JFK and Parmenter) Support music programs at the two schools.
■ Franklin Public Library hosted a concert by the Boston Typewriter Orchestra in April 2025.
■ Franklin Farmers’ Market Provide entertainment at the weekly Farmers Market.
■ Franklin Art Association - Creating an exhibit "Fakes and Forgeries" in June 2025.
■ Franklin HS Music Student Access to quality string Instruments
■ Franklin Public Library Funding for the Blackstone Valley quartet performing music of Taylor Swift
■ Children's Museum of Franklin, Supporting Mural Project in their new space.
■ Franklin Historical Museum - Historic Museum Ben Franklin Month celebration.
■ Franklin School for the Performing Arts - Support funds for programs.
■ LGBTQ Alliance Outdoor Festival, Celebrating Pride month.
● Coordinated with the Franklin Cultural Council to align grant programs with
district-wide initiatives. Including, a joint reception with the Franklin Cultural Council celebrating all FY25 community culture grantees across Franklin. The event was hosted at Dean College, March 2025.
● Enhanced Regional Visibility and Tourism
○ Supported initiatives to attract visitors to Franklin through cultural programming and special events, increasing foot traffic and supporting local businesses.
○ Worked with the Cultural Council and local organizations to maximize regional promotion of Franklin as a creative destination.
○ 2nd Annual Franklin Porchfest, alongside the Porchfest Subcommittee: Participation Growth 40+ bands in 2024; 50+ performers / bands in 2025 showing rapid growth year over year, Strong artist interest, Scalability of the event.
● Expanded Marketing and Outreach
○ Developed marketing campaigns, social media content, and printed materials to promote district events and programming.
● Launched with the Dept. Arts, Culture and the Creative Economy, our first-in print cultural district guide to offer more of a narrative to our cultural partners.
○ Cultural District Weekly Eblasts: Open rate: Currently 66%, which is 3% higher than your average over the past 12 months and 27% above the industry average. Comparable high-performing nonprofit or community engagement campaigns often range from 50–60%, so your emails are outperforming most peers.
○ Click Rate: Your click rate is 7%; and 4% above the industry average. Interpretation: The audience is engaging with the content within your emails.
○ Comparable campaigns for arts, culture, or community newsletters usually see click rates between 3–6%, indicating your audience is more actively engaging with your content than typical peers.

FY27 Requested Budget Highlights

● Increased expenses by $15,000 to ensure continuity and stability of district-wide cultural programming, community events, and public arts initiatives. With Massachusetts Cultural Council direct funding ending in FY26 and the new Accelerator Grant requiring increased municipal matching, this funding maintains consistent support for local artists, businesses, and free arts experiences for residents and visitors.

FY27 Requested Budget Summary

Shared during a MCC District Update Nov./Dec. 2025:

“Mass Cultural Council Direct Funding FY26 will be the final year of annual funding for current Cultural Districts: details to come in the upcoming months. Current districts will have the opportunity to apply for a one-time, 3-year Accelerator Grant that leverages more municipal/outside funding with increasing matching requirements”

With Massachusetts Cultural Council direct funding ending in FY26 and the new Accelerator Grant program requiring increased matching, the Franklin Cultural District Committee is requesting $15,000 in FY27 to ensure continuity of district-wide cultural programming and community events.

This municipal support provides stability, sustains partnerships with local artists and businesses, and guarantees consistent, free, and accessible arts experiences for residents and visitors.

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Saturday, May 16, 2026

FY 2027 Budget Narrative: Franklin Cultural Council

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


General Purpose

The Franklin Cultural Council (FCC) is dedicated to supporting arts, culture, and the humanities within the Franklin community. As a Local Cultural Council (LCC) funded by the Massachusetts Cultural Council (MCC) and supplemented by municipal support, the FCC provides grants and programming that enhance public access to diverse cultural experiences. The FY26 budget reflects our ongoing commitment to funding local artists, educators, and organizations while expanding public engagement with cultural initiatives.

Core Functions

● Grant Distribution: Administers Massachusetts Cultural Council (MCC) grants to support local arts, humanities, and interpretive sciences projects.
● Grant Reporting & Compliance: Ensures adherence to MCC guidelines and proper documentation of funded initiatives.
● Community Engagement: Promotes cultural opportunities for Franklin residents through events, programs, and partnerships.
● Cultural Advocacy: Serves as a liaison between the community and state cultural agencies to advance Franklin’s creative economy.
● Diversity & Inclusion in the Arts: Prioritizes equitable access to arts and culture for all community members.
● Cultural District Collaboration: Works alongside the Franklin Cultural District Committee to foster cultural growth and visibility.
● Event Sponsorship & Support: Assists in organizing, funding, and promoting cultural events within the town.
● Education & Youth Programs: Encourages arts and cultural education through partnerships with schools and local organizations.

Staffing

● Nine (9) Volunteer Members
○ Includes: One (1) Chair
○ Includes: One (1) Treasurer

Strategic Initiatives & Accomplishments

● Successfully Distributed MCC Grants. Funded over $40K in local cultural programming through the FY25 grant cycle, supporting artists, nonprofit cultural organizations, and community-based projects.
● Increased Grant Applications. Expanded outreach efforts, resulting in a higher number  of  applicants for MCC funding, including new organizations and youth-focused programs.
○ FY24 $59,002 in requests from FCC
○ FY25 $81,925 in requests from FCC
○ FY26 $168,041 in requests from FCC
● Engaged Schools and Youth Organizations. Funded cultural programs that directly benefited students and young artists, fostering arts education and creative engagement across the community.
○ Some of the organizations that the FCC has funded in FY26: The Franklin Farmers Market, Empty Bowls Project, The 4th of July Coalition, The Franklin Senior Center, The Franklin Public Library, the Franklin High School Theater Booster Club, The Franklin Art Association, The Franklin School of the Performing Arts.
● Supported Key Cultural Events. Provided funding and promotional support for
signature town-wide events, including The Strawberry Stroll, Harvest Festival Trunk-or-Treats, and the 2nd Annual ‘A Wreath of Franklin’, helping to increase attendance and community participation.
● Implemented More Transparent Reporting.  Improved documentation and tracking of grant impacts, providing clear reporting on community, educational, and cultural outcomes.
 
FY27 Requested Budget Highlights

● This is a level funded budget. The state provides grant money to the FCC based on a formula in state law and is subject to appropriation by the state Legislature.
● The Town continues its own resources to “match” the state grant money.

FY27 Requested Budget Summary

The Franklin Cultural Council is requesting our standard $20,000 to continue supporting the expanding pool of local MCC grant applicants, including emerging and youth-focused artists and organizations. These funds will also support sustain free, community-wide arts programming that enriches public spaces, engages residents of all ages, and strengthens Franklin’s cultural identity.

Investing in this funding ensures broader access to the arts, promotes local talent, and enhances community participation, positioning Franklin as a vibrant regional hub for arts and culture.

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Friday, May 15, 2026

FY 2027 Budget Narrative: Department of Arts, Culture, and the Creative Economy

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

General Purpose

The Department of Arts, Culture, and the Creative Economy exists to foster a thriving, inclusive, and dynamic cultural environment that enhances the quality of life in the Town of Franklin.

The department works to position Franklin as a regional leader in arts, culture, and creative innovation, ensuring that cultural engagement remains a core part of the town’s identity, economic vitality, and long-term growth.

Core Functions

● Supports and Promotes Local Arts
○ Encourages the growth of artists, cultural organizations, and creative enterprises through programming, partnerships, and public opportunities.
● Drives Economic Development
○ Leverages Franklin’s cultural assets to increase tourism, support local businesses, and strengthen the Town’s creative economy.
● Enhances Public Spaces
○ Develops and supports public art installations, cultural programming, and creative placemaking efforts that activate parks, downtown spaces, and community gathering areas.
● Engages the Community
○ Creates opportunities for residents of all ages and backgrounds to participate in cultural experiences, events, and creative programming.
● Collaborates with Stakeholders
○ Works in partnership with municipal departments, local businesses, schools, non-profits, and cultural organizations to integrate arts and culture into broader community initiatives.
● Supports the Franklin Cultural District and the Franklin Cultural Council
○ Strengthens Franklin’s designated Cultural District as a hub for creativity, economic activity, and community engagement while supporting the work of the Franklin Cultural Council.
● Administers Funding and Grants
○ Oversees cultural grants and funding opportunities to expand access to arts programming and support local creative initiatives.

Staffing

● One (1) Director of Arts, Culture and the Creative Economy

Strategic Initiatives & Accomplishments

● Strengthen the Franklin Cultural District
○ Promoted and supported district-wide events that increased community participation and visibility.
○ Expanded partnerships with local businesses, artists, and organizations.
○ Secured additional funding and grant support for Cultural District initiatives.
○ Expanded the “A-Wreath-of-Franklin” program alongside in downtown Franklin.
● Advanced Public Art Initiatives
○ Launched in May 2025, ‘The Town of Franklin is proud to be the first municipality in the United States to implement Arts Prescriptions, an innovative initiative designed to support community well-being and combat the ongoing impacts of the opioid crisis. ‘ Through the use of opioid settlement funds, Franklin is integrating creative experiences—such as music, dance, visual arts, and theater—into substance use prevention, harm reduction, treatment, and recovery efforts. This pioneering program demonstrates the town’s commitment to fostering resilience and healing through the transformative power of the arts. Read on to learn more about how Franklin is leading the way in this groundbreaking approach to recovery.
■ Since the partnership on May 1, 2025, community members have been referred to Art Pharmacy, and 88% of those individuals have completed intake with a Care Navigator.
■ For those individuals who have been enrolled, arts and culture events have been scheduled to support their engagement in local, community-based opportunities to support their well-being. .
■ All community members have access to bring a companion along with them to their event to support their engagement.
■ Costs for these events for community members and their companions are covered as part of the contract.
■ Enrolled individuals are actively involved in personalized Care Navigation with Art Pharmacy’s team to support their engagement in the Art Pharmacy Program.
■ Revitalized the ‘Arts and Culture Symposium’, attracting regional tourism and integrating Pop-Up Art initiatives into Franklin’s cultural landscape
■ Strengthened the partnership with Wheaton College to expand the Franklin Sculpture Park program with new installations.
■ Launched multiple public art calls for artists including:
● MBTA train station mural, Microgalleries, The Art of Play, and other Public art stipends
■ Increased public engagement with Franklin’s public art collection through digital outreach and educational materials; partnering with the Franklin Historical Museum and the BLACK BOX Theater. Designed and distributed a youth-focused public art educational materials.
● Boosted Grant and Funding Opportunities
○ Effectively managed the $50,000 public art allocation from Senator Rebecca Rausch and administered Massachusetts Cultural Council grants to support local artists and community-based cultural projects.
○ Secured additional funding through Cultural District grants, Festival grants, and Accessibility/Disability initiatives.
○ Improved transparency and reporting on the impact of cultural grant funding.
● Fostered Community and Economic Growth Through the Creative Economy
○ Advocated for initiatives supporting artists, creative entrepreneurs, and local businesses.
○ Increased economic activity within the Franklin Cultural District through event-driven tourism and cultural programming.
○ Partnered with local businesses and organizations to integrate arts and culture into broader town initiatives.
● Positioned Franklin for Future Cultural Growth
○ Strengthened relationships with state and regional cultural organizations.
○ Laid the groundwork for expanded cultural tourism and regional programming initiatives.
○ Established formal partnerships with Massachusetts Cultural Council, Wheaton College, and regional arts councils to support collaborative programming and resource sharing.
○ Developed strategic plans and preliminary materials for expanded cultural tourism initiatives, including a Franklin Public Art Map, walking tours, and marketing for district-wide events, laying the foundation for measurable increases in visitor engagement.
○ Coordinated with local businesses and institutions to pilot new regional programming, including Pop-Up Art exhibits and collaborative festivals, to integrate Franklin into broader regional cultural networks.

FY27 Requested Budget Highlights

● Marketing
FY26: $7,000 | FY27: $12,000 → Increase: $5,000

○ Justification: Increased funding supports expanded marketing, promotional materials, and outreach for Cultural District events, festivals, and new initiatives like the Pop-Up Art projects and Franklin Cultural District Guide.
FY27 Requested Budget Summary

The FY27 requested budget for the Department of Arts, Culture, and the creative Economy is essential to sustain and expand Franklin’s cultural programming, public art initiatives, and community engagement efforts. These funds directly support district-wide events, youth arts programs, public art installations, and marketing of Franklin’s Cultural District, all of which drive local tourism, strengthen small businesses, and enhance quality of life for residents.

A reduction or cut to this budget would limit the department’s ability to maintain these programs, diminish opportunities for local artists and cultural organizations, and reduce Franklin’s visibility as a regional arts and cultural hub. Approval of the requested budget ensures continuity, growth, and meaningful cultural impact across the community.

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