There’s a saying in fiscal policy that says, “Your budget reflects your values,” so at the local level, what does that mean, particularly with respect to the land-use boards’ budget?
Good planning and zoning are critical to protecting residential and commercial property values, shaping economic development, and preserving open space and historic and natural resources. Land-use planning provides a blueprint for the community that reflects the values of the town’s residents. Harvard has a strong sense of community, and land use is the primary source of tax revenue. Along with a highly regarded school system, the land-use boards (the Zoning Board of Appeals, the Planning Board, and the Conservation Commission) help drive real estate values in the community not only through good zoning decisions, but also by enhancing the quality of life here through such actions as improving traffic and pedestrian safety, acting as stewards of land conservation, and working to minimize negative potential impacts such as traffic congestion and light and noise pollution.
Unlike the school system (72 percent of the budget), the land-use boards (LUBs) operate on a shoestring budget of about 0.49 percent of a town budget of more than $24 million. For the past several years, however, there has been some controversy surrounding the personnel expenses, and this year is no different. So let’s outline the numbers and value added.
Adding some clerical help
For fiscal 2018, the LUBs requested four additional hours of clerical support (as part of a shared clerical position with the Board of Health) for approximately $70 per week ($3,498 per year), and we asked that the planner contract be level funded at $60,000 annually for 25 hours per week.
The additional clerical hours are needed to assist in basic administrative support such as sending out abutter notices, so that the land-use administrator, Liz Allard, can focus on other, more important priorities, such as handling enforcement issues. The Finance Committee denied this request and, in a break from past protocol, failed to inform any of the LUBs of its decision directly and did not provide any opportunity to appeal. The dedicated volunteers of these land-use boards have decades of experience serving the town, and it is disheartening that such a modest request would be summarily dismissed. As board volunteers and as taxpayers, members are committed to making responsible budget requests that will serve the town in an effective and efficient manner.
As noted in this column last week, since 2014, the town of Harvard has benefitted from the services of an experienced professional planner. The budget request for the planner’s position was increased to $60,000 because members wanted to ensure that this part-time position was funded at a level that would attract a senior planning professional who had the expertise to help write the specific elements of the Master Plan, work with consultants, provide guidance on complicated zoning matters, advise on current best practices in land use, and would be able to grasp the complexity of the Devens disposition issue to properly assess the costs and benefits of any decision. The Planning Board also wanted to ensure that the contract planner was capable of writing and winning grant funding, could provide counsel on general land-use decisions and bylaws for all LUBs, and had a network of relationships at other agencies such as the state Department of Transportation. That is a tall order and one that cannot be filled properly by an inexperienced planner billing at an entry-level rate.
Keeping a professional planner
The planner contract was awarded to Bill Scanlan, who has more than 30 years of experience. He has worked not only with LUBs, but with many other town boards and committees and outside groups. He has served as a resource for individual residents and business owners. Each year, the Planning Board has continued to vote unanimously to keep this position as a part-time contract to keep flexibility in the hiring process, respond to the ups and downs of the construction economy, and as a responsible way to keep town personnel costs down because the contract does not incur retirement, health benefits, or cost-of-living increases.
In the past four years, Mr. Scanlan has won more than $45,000 in grant money for the town. He has worked to complete the Master Plan and is working to implement the action items outlined in it. He has advised on all land-use matters, drafted bylaws, and helped spearhead additional Planning Board initiatives, such as developing new design guidelines for the commercial district so that future commercial development is safe, attractive, and functional. With a $25,000 grant, the planner worked with the Town Center Transportation Committee to develop a comprehensive plan to improve pedestrian and vehicle safety in the center, and he is now working to implement those recommendations by applying for grant money under the state’s “Complete Streets” program. The planner is providing technical support to the Housing at Hildreth House Committee on its proposal to build senior housing, and is working to assess the feasibility of providing a commuter shuttle from Harvard to nearby rail stations by using funds the town already pays to the MBTA. He is assisting town officials who are studying options for taming traffic on Ayer Road north of Route 2 and is working with the Planning Board to revise Harvard’s housing production plan for submission to the state.
These are just a few examples illustrating the work the planner is doing for Harvard, for all of us. And this will continue to be true, especially if the town votes to investigate options regarding the future of Devens, where a strong, experienced planner working for Harvard will be needed to analyze various challenges and opportunities that come with disposition scenarios.
Money well spent
For these reasons, the LUBs requested level funding for the contract at $60,000 for the planner, but the Finance Committee reduced this budget request by roughly 30 percent to $40,000, again without informing the land-use boards. Although it is difficult to find direct comparisons, there is an open planner position in Groton that would be similar to what Harvard would do if the planner was a town employee. The salary range runs up to $83,000 for a full-time, senior planner, but that excludes benefits, which would add about $16,000 per employee in Harvard, making the actual cost closer to $98,000. Generally, there is a small premium for consultant work because the town does not have to pay FICA or benefits or cost-of-living increases—those costs are borne by the consultant. When taking these payroll expenses into consideration, $60,000 for a part-time planner is reasonable.
If the land-use boards’ budget requests for fiscal 2018 were fully funded by the Finance Committee, the total would represent approximately 0.51 percent of the total budget. By all accounts, the value and level of service that this number represents for residents and business owners is money very well spent. The land-use boards respectfully request that the town consider amending the warrant to keep the planner contract at level funding of $60,000 and supporting a modest increase of $3,498 for additional clerical support in the land-use boards’ budget at the Annual Town Meeting this Saturday.
Kara Minar is chairwoman of the Harvard Planning Board.
