1995 Town Report

Northborough, Massachusetts

Administrative Officer

It is with genuine pleasure, a great deal of appreciation and pride that I submit this review of the Town's accomplishments in 1995. The groundwork laid over the previous years was built upon in 1995, we received independent verifications of our progress, and steps were taken to help assure that we solidify the improvements we have made.

Over the past three years, we have restored this community's fiscal strength. Our "Free Cash" account (and the more universally accepted measure of "Undesignated, Unreserved General Fund Balance") are now in very strong position. Last year I noted that I was "confident that these improvements will be validated by the financial markets the next time we issue bonds."

I am pleased to report that after a thorough review of the financial health of this community, Moody's Investors Service provided a two-step upgrade to our credit rating in November. While we were not surprised by their evaluation of our fiscal health, we are particularly gratified by their comments incorporated in their credit report. They cited the "Town's significantly improved financial operations," and lauded the Town's "conservative revenue and expenditure forecasting." They were impressed by our improved managerial systems and practices which have been institutionalized in order to safeguard our restored fiscal health. The credit for these improvements belongs to numerous individuals and groups, including our staff throughout all levels of our organization, the Board of Selectmen and Appropriations Committee whose unwavering support of the measures we were required to take enabled us to attain this success, and to the citizens who endorsed these measures at Town Meetings. Bonds were issued in December to provide the permanent financing for the additions and renovations to the Fannie Proctor School at a very favorable interest rate as a direct result of our credit upgrade.

Our restored fiscal health has enabled us to undertake a more proactive approach to our responsibilities. We have continued to utilize the results of the "pilot" citizens survey which was undertaken on our behalf by graduate students in the Clark University MPA program and have expanded its reach by including it in the census mailing to all Northborough residences. When the results of this blanket survey are tabulated in late spring, we will utilize them to make decisions on future plans, budgets and projects. We have already responded to citizens concerns with the institution of a periodic newsletter (which has been exceptionally well received) and the restoration of a portion of the street lights which we were required to darken due to the budget crisis at the outset of the decade.

The survey project dovetailed exceptionally well with the expanded analysis we now undertake as an integral component of our annual budgeting process. Each department reviews its mission, analyzes the difficulties it has had in attaining its mission, devises plans and annual budgets to address these difficulties, and measures its success over time in attaining its mission in a cost-effective way. Measures include not only citizen satisfaction, but also intermunicipal comparisons, where appropriate.

Employees representing virtually all levels and departments of the municipal organization participated in a highly successful Continuous Quality Improvement program. After all employees were introduced to the concepts, two volunteer teams received intensive training utilizing and implementing customer-focused problem solving theories. As a result, significant improvements were made to two distinct processes - one focusing on the internal purchasing process, the other addressing the Town's array of programs relating to various animal-related issues.

Such work could not have been considered had we not restored our financial stability. We are once again in the position to address the needs of our residents. Whether this occurs through the planning and implementation of programs such as those described above, or through confronting the needs we have identified which inhibit our ability to provide service, our restored fiscal health and stabilized financial systems permit us to plan rather than react. As such, we continue to pursue addressing our computer needs which were analyzed thoroughly utilizing grant funding. The impact of the lack of an updated, integrated computer system has been known by staff for years and has been cited by our independent auditors for the previous three years. We also recognize that our ability to compete effectively for business and industry (to provide the job opportunities and tax revenues which were cited by Moody's) requires that we have the tools to respond quickly and accurately to potential clients. As such we continue to pursue the implementation of a Geographic Information System, the benefits of which will be realized in both our daily functioning as well as in our economic development efforts.

Our Economic Development efforts achieved a great deal of success in 1995. Numerous projects continued to achieve results, including Wal-Mart, the Massachusetts Electric project at 55 Bearfoot Road, the location of Pierce Leahy and Staples to the former Sweet Life facility, and the location of Northeast Great Dane to the former NAPPCO facility on Main Street. In addition, many small entities continue to fill much of the remaining space in our industrial park. The Town's commitment to this effort has been recognized and will be enhanced by the Commonwealth of Massachusetts having officially recognized Northborough as an Economic Target Area. This will enable the state and local governments to provide incentives to businesses to locate and/or expand in designated areas of the town. It is anticipated that the first project under this new program will be brought before the Town at the spring Town Meeting.

This success has not come by accident. Whether it be the design and distribution of the Development Guidebook (which has been used as an example by many other municipalities), the continued implementation of comprehensive development meetings, or the support of elected and appointed officials, a true team effort has produced dramatic results. I would be remiss were I not to specifically recognize the exceptional leadership of Assistant Town Administrator Stacia Smith who serves as Economic Development Coordinator.

I close by also expressing my appreciation to numerous others whose efforts, advice, support and encouragement have contributed greatly to the successes we have achieved. At the risk of unintentionally omitting somebody, I specifically wish to express my thanks to Cindi Callaghan and the other members of the Proctor School Building Committee who provided countless hours of their time in overseeing this most important and beautiful project, the Board of Selectmen and Appropriations Committee who provided me with invaluable guidance and advice, and Stacia Smith and Diane Wackell of my office who provided me with their commitment, patience and good nature, contributing greatly to our progress.

Based on the structural improvements we have made, the people with whom I am blessed to work on a daily basis, and the incredible efforts of the citizens of this outstanding community, I look forward to 1996 with excitement and confidence.