Idea #413 -- DLS Recommendations on Form of Government

Idea #413 – DLS Recommendations on Form of Government

Report Status: Fully Reviewed

Researched by: Aaron Pikcilingis

Original Idea as Submitted

Follow the 2011 DOR DLS Recommendation that the town form a committee to evaluate the form of Belmont's government and consider the development and adoption of a town charter.

Other ideas included in this report

None

Idea intent

The 2011 report from the Massachusetts Department of Revenue (DOR) Division of Local Services (DLS) makes several recommendations regarding the town’s approach financial management and this idea suggests that we explore which recommendations, if any, should be implemented.

Weighted Final Score: N/A

Background Information

This report is incomplete -- the SCIG did not have time to perform a full evaluation of the recommendations included in the report, although there are individual SCIG reports on some of the specific recommendations.

In 2011 the Belmont Board of Selectmen asked Massachusetts Department of Revenue, Division of Local Services (DLS) to perform a “...financial management review of the town.” DLS’s 24-page report can be found here: https://www.mass.gov/doc/belmont-financial-management-review-august-2011/download

From the report’s introduction:

“The purpose of this review is to assist Belmont officials as they evaluate the town's financial management. In reviewing the existing financial management, we have focused on: (1) the town government structure in the context of the duties and responsibilities of financial officers; (2) the degree of coordination and communication that exists between and among boards, officials and staff involved in the financial management function; (3) the performance of financial operations in such a way as to maximize resources and minimize costs.”

The report draws two key conclusions:

“...all that we researched and observed confirm that the town’s financial management practices are sound.”
Conversely: “That being said, we are nonetheless compelled to put forward comments on the structure of government in Belmont. It is entirely decentralized in a way that runs counter to proven organizational models for contemporary municipal government and it is generally at odds with practices in AAA peer towns.”

Regarding this second conclusion, the report makes a number of specific recommendations, including a “...primary recommendation is that the town form a ‘blue ribbon’ study committee and charge it with exploring the merits of adopting a town charter.”

The report notes that the process of charter review is more effective that piecemeal efforts that do not account for the interdependencies through our government. As part of this charter review, the report makes three specific recommendations:

“We recommend that the town empower the town administrator with appointing authority and budget control.”
“We recommend that the town create consistency between the budget processes as specified in its by-law and as followed in practice.”
“Reconsider changing the treasurer/collector to an appointed position.”

The report includes details and rationale for each of these recommendations and a summary for each department.

Finally, the report offers additional recommendations:

“We recommend the board of selectmen review the status of all volunteer committees it appoints.”
“We recommend that the town modify the membership of the audit committee…” to include residents.
Several recommended changes to the personnel systems.
“We recommend that the treasurer/collector establish his own account for the deposit of all amounts collected by the deputy collector and that the town process the deputy collector’s service fees through the warrant.”
“We recommend the treasurer/collector contact the assessors about abating motor vehicle excise determined to be uncollectible.”
“We recommend that the treasurer/collector pursue foreclosure options.”
“We recommend that the assistant treasurer/collector review the current multiple spreadsheet applications with the IT department and/or the private auditor.”
“We recommend that the town upgrade the existing system or purchase and implement a new CAMA system to allow the assessing staff to more efficiently analyze market trends and review the uniformity and equity of all property values.”

Recommendations

The Structural Change Impact Group did not have time to evaluate the potential impact or feasibility of these recommendations, but recommends that the Select Board follow the key recommendation of a “blue ribbon” committee to pursue the possibility of a adopting a Town Charter, which would trigger a charter review process to help evaluate many of the other recommendations included in the report.

For more information about a charter review process, see Idea #216.

Next Steps

The Select Board should devise a charge and appoint a Charter Review committee to review the Town’s governance.