Public Services And Facilities

It is the function of government to provide the goods and services for the population that would not be attended to by commerce. As a basic product of our culture, it is the responsibility of the town to provide individual protection to life and property, as well as educate, enlighten and enhance the quality of life, in return for the taxes collected. It is expected that resources allocated to town government are applied and redistributed in a way that is the most desirable to as many of the people in that community as possible.

The town meeting, through its budgetary powers, determines the allocation of collected taxes for various purposes and agencies, subject to the requirements of state laws, to the legal and contractual obligations of the town and to the need to maintain the physical plant in functioning condition. The Commonwealth of Massachusetts provides financial aid to cities and towns, but such aid, known as the “cherry sheet”, does not keep pace with state mandated expenditures, with inflation or other “built-in” cost increases. Therefore, towns must furnish an ever larger share of the growing costs, despite the limitations of “Proposition 2 1/2”. ( Ask the town treasurer for a brief description of prop 2 ½ + insert here).

The services and facilities chapter assesses 10 major branches of town government and notes the ability of each department to provide for the community, with a specific focus on the allotment of staff and equipment available to do the task. This chapter also investigates the adequacy of the facilities that the community has provided for each department.

The development of this section has relied heavily on citizen task force interviews with key personnel working in each branch of local government. Secondarily, there has been informal, ongoing review with other individuals, most of whom, work within town government. This method has resulted in an assessment from the perspective of the staff most responsible for the daily operation of each department, while adding some input from outside of that department.

Each subsection of this chapter pertains to a specific department and each is divided into three parts. The first part addresses the department’s methods and abilities to provide service. Staffing, budgetary, service area, and/or policy are among the issues addressed. The next part reviews the condition and adequacy of the facility out of which each branch of government operates. The third part of each subsection discusses the future vision for each department as described by the persons interviewed.

Some general findings combining all the information collected for this chapter are then offered. Where appropriate, references and connections have been made to other chapters of this plan. The conclusion of this chapter provides proposals and recommendations for actions that can be followed so that expected future needs can be addressed.

(Chapter IX, Implementation, schedules proposals and recommendations for the entire Master Plan.) Actions related to public services and facilities are integrated with proposals from all other elements of the plan into a schedule reflecting overall priorities at the time of preparation.

The general citizenry as well as the numerous town boards and departments, find the Town Administrators office serves as the focal point from where interaction with daily governmental activities begin. Often, the Administrators office will serve to direct local residents toward the department with whom their business must be conducted (i.e. The Board of Health, Planning Board or the Building Department). It is understood that this is part of the Town Administrator’s job to assist by directing individuals to other departments, as many people don’t realize that the Board of Selectmen, for whom the Administrator works, has only limited jurisdiction over many issues.

The Town Administrator’s work includes implementation of decisions made by the Board of Selectmen, issuance of town administered licenses and permits, and the imposition of fines and fees. The Town Administrator’s office also serves other departments within town government through the overseeing and maintenance of the various facilities and some general equipment. In general, the office is reasonably efficient with good accessibility by the public as well as other town departments. However, the Administrator has recently been working to distribute billing responsibilities directly to each appropriate department. This effort is expected to increase efficiency since individual departments will be better able to monitor service utilization and billing accuracy.

Staffing needs are currently well met. Close proximity of the Administrators office to the Building Inspectors office, has made it possible for one full-time and one part-time secretary to efficiently meet all the needs of both. It is the hope that in the future, maintenance staff will be able to manage their responsibilities with the aid of specialized maintenance scheduling software. If the workload becomes more than they can handle, a possible solution may be to consider the use of an outside cleaning service for some tasks.

Littleton Town Hall is located in the Shattuck Street Building that was effectively renovated and successfully reused for town office space in 1996. Built and expanded in three stages, in 1922, 1938, and 1952, for use as the towns only school, and later in 1957 as an elementary school only, the building well served it’s primary purpose for many years. Demographic changes and the buildings’ age rendered it inappropriate for educational purposes after years of service. Over time and in phases, several town departments have been located in the Shattuck Street building resulting in a single convenient municipal center. For this use, the building is spacious and its amenities modern. Many of the old classrooms have been partitioned into smaller offices and suites while others have been kept as sizable meeting rooms. Its location, while not a focal point, is well placed near the village green in the center of town.

Town Hall offices are currently implementing new computer upgrades. The town has recently created an Information Technologies (IT) Department and hired a part-time professional to organize and operate the system. This move is enhancing efficiency in the office and a computer network, that connects the rest of town facilities, is under development. The IT Manager reports that she often voluntarily works more hours per week than her position pays for, in order to be effective. She also believes that additional weekly work hours are necessary to maintain the current implementation schedule. Another challenge is that the town’s current accounting method is based on an aging system that, due to its unreliability, is minimally utilized, while still costing the town money for frequent service and repairs.

The IT finances are derived from a series of warrant articles, in addition to the normal operating budget. The IT manager is working in cooperation with Light & Water, and the School Department, which both already maintain their own IT departments, to avoid overlap and achieve better integration.

For the most part, matters at Town Hall are well taken care of, but future changes are eminent. The town accountant’s responsibilities are changing, as efforts are underway to develop the new data processing/IT department. IT scope and responsibility will grow as the department becomes more established and as the network becomes linked to other town entities. With the assistance of the IT department, the various administrative departments and boards should become more comfortable with the hardware and common practices of networked computing. A well-structured IT department, integrated with other boards and departments in town, will serve the community well.

An immediate IT goal is the completion of a new, integrated, public safety system developed in close cooperation with the Police and Fire Departments. Other immediate goals are the acquisition and deployment of a land management system, for use by the Planning Board, Board of Health and the Board of Assessors, as well as the establishment of town-wide email for all municipal employees. Longer range IT goals include the creation of a virtual town hall, where the public could conduct most town business transactions electronically.

As a result of Citizen task force research, community wide interest has been expressed in the development of new mechanisms that would increase the responsiveness of town services to the needs of the community. The development of formal communication between representatives of all town boards, departments and interested representatives of the community at large, could be used to aid in better strategic planning decisions. Task force efforts have also suggested a need for town administration to consider additional new ways to solicit broader public opinion on important issues and pending decisions.

Concern has been expressed in the Town Administrator’s office regarding the year 2005 expiration of a long running contract with the haul company working out of the town transfer station. Current contract costs in similar communities are significantly more expensive than the costs Littleton has had to pay for many years, due to the existing contract. In addition, the current annual cost of the station is about $225,000 but stickers and fees currently account for only about $140,000 annually. The entire community, as well as local government may see transfer costs rise sharply in 2005. One possible solution under study is the renegotiating of the current contract at a slightly higher rate, but also with an extension in time. Effective negotiations, while inviting current cost increases, could save more in the long run.

Littleton’s stature as a rural/suburban town located in an economically prosperous region provides a safe quiet atmosphere in which to live. However, the local police force is still a vital component to daily activity. The community is fortunate to have a dedicated and efficient law enforcement agency. The community in turn, has done much to support the department so that it has evolved into a responsive asset that delivers top-notch service.

An interview with Police officials has revealed the methods and conditions to which can be credited LPD’s success. The Chief is pleased with the department’s performance and level of service delivery to the community. He gives most of the credit to his staff that consists of 14 sworn officers, 6 dispatchers and his administrative assistant. At the present time, the current level of staffing adequately serves the communities needs. However, the number of service calls from 1998 to 1999 have increased 13% and from 1999 to 2000 calls are up another 12% demonstrates that there will be a need for more officers in the very near future. There is departmental concern that maintaining current staffing levels may compromise the departments prevention capabilities due to the increased administrative obligations associated with their function.

Recent growth in Littleton, as well as in surrounding communities, has also brought new concerns regarding traffic issues. Many of the additional calls for services by the department regard motor vehicle activity. The Police Department is working hard to maintain a proactive stance on traffic safety and expects that additional man-hours will need to be devoted to this facet of their responsibilities in the coming years. Police officials have also expressed concerns about the adequacy of new and updated existing roadway designs. It is felt that responsible roadway design and maintenance will increase overall roadway safety in the community.

The department is satisfied with the community’s response in meeting recent budgetary requests. With the aid of prudent financing, the department has recently been able to obtain new vehicles, including a much needed 4-wheel-drive unit. The department has also recently updated its communications network with new radio consoles and towers. The towers are shared with the Light and Water Department and Police officials offer much praise for key Light and Water personnel who were instrumental in the cooperative effort.

Police Headquarters is located at 20 Foster Street. The station is a single story structure of about 4,500 square feet that has been in use since the mid 1970’s. While it has served well over the years, technology has evolved and the department has grown in response to new community development. As a result, the facility has become grossly inadequate. For the most part, the Police Force can currently work efficiently in spite of the buildings shortcomings. However, compromises in staff working conditions and client service come into play on a daily basis.

A primary concern is the potential violation of prisoner’s rights during processing and lack of victim sensitivity, due to a station design suited for a smaller community, where the booking area is the only connector between the front and rear of the building. This presents safety and privacy issues for suspects and victims when both may likely be in the station at the same time. In addition, there are other similar layout and space issues regarding security and safety for staff as well as clients at the current facility.

As the department has grown, more office space has become needed. Police officials must often call meetings at other town buildings since there is little space to meet with the public in the station. The station lacks an area for confidential discussion for all the staff. All the department’s sergeants and detective work is conducted out of two small offices. It is fortunate that police work is a 24-hour daily operation and all staff is rarely on duty at the same time, for it would be very difficult to accommodate them. As police officers of both genders have become more common, staff locker room facilities have become very inadequate. The female locker room is a small converted bathroom, with no shower of it’s own, and inadequate locker space.

The original heating system built into the concrete slab floor had failed years ago and the replacement system, which utilizes most of the attic storage area, supplies uneven and often inadequate heat. There is an extreme lack of storage space at the station as is evidenced by the trailer used for records storage located in the parking lot.

Police officials see a real and immediate need for a new or renovated facility that is about twice the size of the current station. While structurally, the building could be enlarged, an issue lies with the adequacy of the septic system that is shared with the adjacent Fire Department. Money to study the alternatives has been appropriated and town officials have the matter under review, but there is concern about the potential complications and delays. However, Police officials are adamant that high quality service to the community will never be sacrificed due to inadequate facilities.

The primary future concern for the Police Department is the ability to meet the needs of increased traffic. The Department has seen the number of traffic related service calls increase at a rate greater than forecasts had predicted, and it anticipates that this trend will continue. Staff increases of at least two more full-time officers will barely meet anticipated needs of the near future. Police officials also believe that involvement with future traffic mitigation plans will prove affective for the community.

As discussed earlier in this section, another concern for the future regards adequate facilities. As the community continues to grow, and thus does the need for Police services, it will become increasingly necessary to find a solution for the Departments space needs. Also in the coming years, as the technology improves, there will also be a possible need to upgrade departmental electronics and the hand-held radios that each officer carries.

With regard to general community service, Police officials would like to see more time spent with community outreach. This vision includes one full-time school-based officer who would function as a liaison between the Police, the School System and the Parks and Recreation Department. This would also encompass departmental involvement in health education at the Junior and Senior High School levels, as well as after school, summer and tutoring programs for students.

Fire protection, fire prevention, fire safety awareness, rescue operations and emergency medical services are all functions of the Littleton Fire Department. Recent years have seen bids to change the department name to highlight its rescue operations as well as its fire services, that were met with resistance which was grounded in tradition. Regardless of the name, the community should be made aware of the range of vital services that are effectively provided by this department. The citizenry should also be aware that they have the ability, through their tax dollars, to determine the degree to which they are protected.

The Littleton Fire Department provides comprehensive safety inspection and educational services as well as round-the-clock emergency services to the community. This is achieved through a combination of three full-time staff (weekdays 7AM to 6PM) supplemented by an additional staff of 45 on-call persons, who respond on an as needed basis. The Fire Department works closely with the Police and control center personnel to provide quick and appropriate response to 911 calls.

Requests for emergency medical service represent about one-half of the calls received by the department. In response to emergency calls, Fire Department based, Emergency Medical Technicians (EMT) teams can normally be at the scene in 7 to 11 minutes, with hospital based advanced life support (ALS) on site within 15 minutes. Town paid EMT’s are at the second tier of four levels of emergency response. EMT’s cannot administer drugs or most forms of advanced life support. As the community grows and roadway traffic increases, response times will become greater. In time, the community will need to consider increasing the qualifications of its response teams at expectedly greater expense.

With fire fighting and related public safety protection, the tactics vary with the nature of the task. The most predominant protection of life and property, involves residential service. Single-family dwellings are the most common structure in town and the department is best equipped to meet this need. Tracts of undeveloped and forested land in town require the ability to fight brush and forest fires. The department has a 4x4 truck outfitted for brush duty as well as a full-sized pumper-truck prepared to provide assistance. Since two major limited-access state highways pass through town, the department also has a truck equipped to handle highway emergencies. The department also maintains a boat for water related calls as well as a hazardous materials containment trailer. The department can also expect mutual aid help as needed, from surrounding communities for service calls of any kind.

At the present time, the department’s greatest weakness is the unavailability of volunteer or call firefighters. This shortage has become critical during the day and, at times, can cause delays in service. It is evident to Fire Officials that the rise in property values and the construction of larger homes has changed the local demographic to a point where most local residents have high paying jobs outside of town, which precludes them from participation as a call firefighter. Individuals who work as call firefighters and EMT’s tend to live in homes smaller than those recently built in town, and are required to work and live in the community. As housing costs rise, the pool of available potential participants becomes smaller. An interview revealed that 10 call firefighters would comprise a good crew for a working fire, but the average call response in Littleton is often about seven persons. This situation is exacerbated when a second call comes in while full-time and volunteer personnel are still working at the first scene. This occurs with 10-14% of all calls received. The Chief can recall several examples where lack of manpower has resulted in greater property loss.

Skillful management of the current resources available to the Fire Department has resulted in an outstanding return on community investment in the department. However, ongoing community growth will continue to ask more of the service that is already operating at, and perhaps beyond maximum capacity. While increases in full-time, more costly, personnel may be part of the solution, Fire Officials seem certain that call firefighters must remain as part of the force. The community has already stated a goal of maintaining a diversity of housing stock, and here is one excellent example of why this goal should be upheld.

The execution of non-emergency services and fire prevention awareness programs are also a critical function of the Department. Active involvement with the Student Awareness in Fire Education (SAFE) program enlightens school-aged children as to fire safety practices. Free blood pressure checks and CPR training is offered to the general public. Departmental promotion of these services is believed to reduce the severity and frequency of emergencies through increased awareness of fire prevention and safety practices. Fire safety inspection of business and municipal structures are a key part of fire safety. Overall, in the past 10 years, significant fires have decreased by 50%, with the exception of 1999 where there was a slight increase from the previous year. However, the trend of a decrease in structure fires called in is generally expected to continue due to increased safety awareness.

The Fire Department is located next to the Police Station at 20 Foster Street. The facility originally opened in the 1940’s, as the Old Town House, which was home to all town offices. While all equipment is currently housed, a number of problems with the facility exist. The main apparatus floor is overcrowded with trucks and equipment in close proximity, which presents a safety hazard during quick preparation times necessary for emergency calls. Garage doors of the main building are not wide enough to accommodate newer trucks.

An ancillary 3-bay building, in the rear, holds all newer equipment and its doors are also a tight fit for the wider, taller apparatus. Questions regarding the structural stability of this concrete-block, truss-roof structure has been questioned in the unlikely, but possible event of a catastrophic earthquake, where service from the towns best emergency equipment would surely be needed. No room exists in either building, for new equipment that will soon be needed. Environmental issues including floor drain wastewater and air handling will eventually need to be addressed.

Office space in the building has undergone some renovation to make it somewhat more functional for administrative purposes. This effort has solved most office, training, exercise, and some storage problems. However, the building is electrically inadequate, not compliant with the American Disabilities Act, as is required by law, and the National Fire Protection Association (NFPA) describes a minimum equipment storage requirement area for such a department at nearly twice the current size. Fire Officials urge that a study be conducted to examine the feasibility of expanding the current facility and/or dedicating a satellite station to make space for new equipment as well as shorten response times to more remote areas of town.

The Fire Department equipment roster includes three pumpers, two ambulances, one ladder, a brush truck, a special operations/rescue support vehicle, two pick-up trucks, a hazmat containment trailer, and an inflatable boat. Newer equipment selected by the Chief and supporting committees, is of high quality and can be expected to provide years of service. The department operates exactly at the ISO requirement for apparatus and maintains no spare equipment. Within the next 5 years, it will become necessary to acquire a new truck in addition to the current maintenance and replacement program for existing apparatus. The matter of sufficient garage space will need to be addressed before new equipment is purchased.

As the community grows, the Fire Department will also need to grow in reflection of the population increase. As this occurs several issues will need to be addressed by the department and the community. Short response times and sufficient manpower are the primary factors in shaping the department. Enhancements of both would come to the community at greater cost.

As part of this master planning process, the citizen task group, working closely with the Fire Department, have conducted an informal survey of fire departments in demographically similar towns to ascertain characteristics of those departments. These findings, while not statistically valid, do serve as a general indicator by which Littleton Fire Department resources can be compared. Survey questions are listed below and responses from fire departments interviewed follow.

Figure 7 -1 Fire Department Survey

1. Your department provides which of the following services;

Fire(F) Rescue(R) Ambulance(A)

2. Number of emergency responses in 1998?

2a. If your department provides ambulance service, what percent was medical?

3. 3. How many on duty personnel man the station?

3a. What are their hours?

4. Excluding the Chief, how many full-time emergency personnel do you employ?

5. Is the Chief full-time?

6. How many on-call or volunteer emergency personnel are on staff?

7. Is there non-emergency staff to help ease the workload for emergency staff?

8. How many on-call/volunteer staff is available/likely to respond on weekdays?

8a. Do you consider this adequate?

9. How many on-call/volunteer staff is available/likely to respond on nights or weekends?

9a. Do you consider this adequate?

10. Do on-call/volunteers receive benefits or incentives to entice participation?

11. Assuming the department was at one time all volunteer and is now some combination full-time/volunteer:

11a. Was the transition smooth?

12. Does the current combination format operate smoothly?

Are there now any staffing issues?

Table 7 -1 Fire Department Survey Results

The survey also encourages respondents to give details on any response that warranted further explanation. The purpose of these findings is merely to demonstrate that similar communities have addressed similar issues and that a more rigorous study should be conducted to find the ideal solution for the Town of Littleton. This survey also does not take into account the fact that Littleton also provides coverage for two major state highways which can require extra emergency staff and specialized rescue equipment.

In the near future, it will become necessary for the department to hire one more full-time professional to cover the station, while others are on a call, and to help offset the decrease in numbers of volunteers. The development of a greater full-time, 24 hour, staff is one solution to meet increased community need, but such modifications to the current department and supporting facilities, would be significant. Another solution is through the use of non-emergency volunteers to assist with equipment and managerial requirements, thereby freeing time for those ready for emergency calls. The department also will need to address the possible upgrade of in-house emergency responders from EMT’s to higher levels of qualification as population density increases.

The next anticipated new equipment acquisition is a rescue type vehicle capable of carrying rescue, fire fighting and hazardous materials spill control equipment, but the current facilities cannot provide accommodations. Issues surrounding the construction of a satellite station and/or expansion of existing facilities, as well as new equipment needs, should be studied and addressed, perhaps concurrently with further study of staffing issues.

The Littleton Fire Department, in conjunction with the Police Department, is currently exploring enhancements to the 911 System, already in place, as well as other computer improvements within the department.

The department and the community also need to address obstacles to retaining valuable volunteers. It is expected that volunteer firefighters will play a significant role in public safety for years to come. Affordable housing as well as investment in new technologies that afford greater safety to firefighters in hazardous situations where optimal levels of staff are not available are all issues for consideration.

The Littleton Highway Department is responsible for approximately 60 miles of town maintained roadway, sidewalks, parks maintenance, and related infrastructure upon which the community depends. Recent trends in community expansion warrant consideration for new growth and specialization within the department. While shovels and trucks may be the most public feature of the department, design and engineering expertise could bring greater levels of safety and convenience to the community.

Department leaders are generally satisfied with the department’s ability to deliver service to the community. Due to the nature of outdoor work, the responsibilities change seasonally so that some times of year are busier than other times. Individual citizens awaiting springtime repairs on their street are often unaware that other streets in town are also in need of the same repairs. For efficiency reasons, such repairs in the same area will be consolidated into a single larger project. Highway Department staff must be managed to meet all the public’s needs during peak seasons while filling lower demand times with less pressing tasks.

Another goal of the department is to allow the time and effort to do the highest quality work possible. This is to eliminate “call-backs” where a crew must return to a site to correct a problem that has resulted from rushing through the first visit (i.e. snowplowing that results in pavement damage). Proper preparatory work also brings higher quality results. Time and effort to collect the right equipment and materials helps insure that a job will be better accomplished. Department officials explain that the public often expects immediate results when they call in a problem, but are often unaware of how much effort goes into the necessary preparation and the anticipated high quality results.

Recent budgets have adequately met departmental needs. The Highway Department is sufficiently staffed with 14 persons including the superintendent, foreman, a mechanic, parks specialist, several laborers and 2 part-time transfer station operators. The department has rapport with Highway Departments in surrounding communities to compare problem solving and cost saving methods.

Recent events have brought to light the need for a town-engineering department within Highway Department. Many of the arterial roads in town were first laid out almost 3 centuries ago. The department has been doing an excellent job of maintaining roadways as needed and making some alignment improvements. However, as new development has been increasing traffic demands on local roads, the need for more permanent resolution of drainage and alignment problems, through professional engineering expertise, is becoming necessary. The Highway Department and supporting committees have also been lacking the technical expertise to effectively monitor contractors and navigate complex study and permitting processes. With community growth, new technologies and greater project complexity, this problem will only be exacerbated.

The Department has recently completed major construction of a new community soccer field on Ayer Road. The field has recently become ready for community use. The new field will help meet some community demand while other new fields are constructed at the site of the new school, for use in the coming years.

The towns Selectmen have recently asked the Highway Superintendent/Engineer to develop a plan for the repair, reconstruction and installation of new sidewalks along older main roads. More and more residents of the community see this as a priority, and the department has $15,000 in funds for engineering expertise and implementation. If further developments of a sidewalk plan are to occur, community support at town meetings must continue to allow funds for planning and implementation efforts.

Residents of Littleton either bring trash and recycling materials to the Spectacle Pond Road transfer station or hire a private carrier to do the job for them. A pressing issue in the minds of many in town is the 2005 expiration of the town’s trash hauling contract with Ageen and Martin of Haverhill. Due to past circumstances, the community has enjoyed much lower–than–average trash removal costs. If the contract is renewed, without prudent action by the community, haul costs can be expected to jump dramatically. The town must decide if it will negotiate a new contract sooner in an attempt to keep costs lower versus seeking other disposal alternatives.

The Highway Department resides in a facility shared with the Light and Water Department, at 39 Ayer Road, that was opened in 1986. Space is insufficient, but efforts are underway to move this department to the other side of the building when the Light and Water Department expands the existing space. The Light and Water Department space gain will be shared with the Highway Department thereby giving them more office and mechanic space. The Highway Department also maintains a garage on Whitcomb Avenue that is currently used for inactive storage. This building, which covers about 9,600 square feet, is in only fair condition. If this structure were to be considered for daily use of any kind, renovations would be necessary, and its proximity to one of the town’s wells would also be an issue.

The department maintains about $1.5 million in equipment, which adequately meets daily needs. All departments in Town amenably share equipment with each other as needed. With regard to new purchases, the department seeks versatile, multi- purpose equipment. This maximizes the utility of the fleet, while also reducing the overall equipment storage needs.

Littleton Highway Department perceives its role as implementation of what the community at large decides it needs. Based on this, the community must to be clear on a long-range plan that will provide the necessary resources. Current service needs are met but funding levels are similar now to levels in 1990. At a minimum, enhancements to the Department will soon be necessary for the same level of service to keep pace with community growth. However, as the community grows, specialization within the Department, should be considered as it may raise overall efficiency.

A town-engineering department will allow the community to better improve and maintain the existing roadway network in town. Engineering will also be able to more effectively develop and manage contracts, studies and design proposals. An expenditure now to increase the in-house level of expertise can be expected to yield greater future savings.

Alternatives to the trash-hauling contract, which will expire in year 2005 should be carefully weighed. Regardless of the outcome, haul costs can be expected to rise to some degree. Promotion of recycling, and discouragement of simple trash disposal, should be considered. Handling of recycling materials costs significantly less that trash hauling, and in the case of glass and metals, can actual reach a break-even point. An overall reduction in the community waste stream will directly reduce the number of loads removed and hence, reduce the total cost to the town. Careful and objective examination of the options should find the most cost effective solution.

Citizen task force research has discovered some general interest in public improvements that have gone unmet. A desire for the development of a sidewalk plan for some major roadways in the community has been expressed. The possibility of bikeways in town has also been discussed. While the mission of the Highway Department is to serve the public as directed by town administrators, this is one example where the town may benefit from new enhancements in communication between town boards, departments and the general citizenry.

A long term goal of the Department is greater involvement and integration with the towns Geographic Information System (GIS) currently maintained by the Light and Water Department. The effect will be more responsive tracking and management of roadway, utility and amenities maintenance. This will require the purchase and training of appropriate equipment and staff. This is a logical and prudent forward step as all of town government becomes more involved with high technology.

Littleton is very fortunate to have it’s own Light and Water Department that offers much more to the community than quality service. The Light and Water Department is unique as it generally functions differently and independently of other town departments. Because it sells electricity to surrounding communities as well as Littleton, at competitive market rates, this department is capable of providing a positive cash flow into town coffers. The Department is also endowed with high tech resources and skilled staff that result in a responsive and capable municipal asset.

Department Officials are pleased with the level of customer service delivery and feel a strong dedication to the community. The Light and Water Department offers not only competitive rates, but also provides extra “in kind” services to the community, such as the sharing of it’s equipment, resources or it’s state-of-the-art GIS system with other departments or local organizations. The department also provides support and sponsorship for community events such as the Council on Aging’s “Spring Fling”.

Financial operations within the department are well managed but diligence must sometimes be exercised in order to structure new power contracts that will offer the customer good market rates. This sometimes requires the expenditure of existing financial resources that may result in a short-term cash flow problem but this has always been a temporary condition. The department is of value to town coffers, because it has the ability to generate a positive cash flow from its rate payers, much of which is returned back to the town. Community support of the department in its endeavors is deserving because over time, it has a proven ability to financially give back to the community.

Water supplies to the community well suit current needs, and it is generally expected to keep pace through greater utilization of current resources as the community grows. Current safe maximum yield from the towns 4 wells, spread over 3 well sites, equals 2.5 million gallons per day (mgd). Typical summer water demand is usually about 1.5 mgd, however the hot dry weather of the summer of 1999, has called for a record peak demand of 2 mgd. These figures have caused the staff to contemplate the eventual expansion of the water supply. The search is on for new well sites in town, as current negotiations on the acquisition one piece of property commence, while two other parcels have been identified for consideration to help meet future needs.

The stored water supply is held in three standpipes located around town. The current total stored supply is 2.4 million gallons, greater than a 1-day supply. However these levels must be kept full in order to maintain good fire line pressure. It is the intent of the department to expand the stored supply by 1 to 1.5 million gallons, through new stand pipe construction within the next 5 years.

The Light and Water Department is directed by two boards, one for each function, consisting of three elected persons each. It is often the case that both boards are manned by the same three persons. Matters pertaining to electric and water supply issues are dealt with separately. Staffing needs are satisfactory with the current team of 42 employees, but there is generally standing approval from the Light and Water Boards if a need for additional staff should occur. Any changes in staffing have no fiscal effect on the town as the Department generates money and functions independently.

The Light and Water Department shares the building with the Highway Department located at 39 Ayer Road. At this time, the department is dealing with major space constraints. The department is currently in the process of expanding and moving its office and garage space within the building in concert with the Highway Department. A lack of space in the recent past has been the limiting factor in the advancement of technology within the department. New space afforded by the move will eliminate this hindrance. Some space currently occupied by Light and Water Department will be given over to the Highway Department, resulting in a net increase to their space as well. Costs associated with this expansion are being paid for by the Light and Water Department, but both departments will experience the benefit.

The Light and Water Department generally has as much of the most modern equipment in the industry that the current space allows. As the department settles into new office space it can be expected that better utilization of the equipment will result. The staff is skilled in the effective use of this equipment and additional benefits can be expected from more optimal organization as well as new equipment acquisitions. The department also maintains its own fleet of road equipment. Needs in this area are satisfactory and all town departments are accustom to sharing unique pieces of equipment as needed.

Littleton Light and Electric is exposed to dynamic changes with the deregulation of the electric utilities industry. These changes are taking place well outside the community boundaries. The department can be relied upon to continue its efforts to be a low cost provider to the community. Possible service enhancement opportunities may lie in the future. Within a time frame of 2-10 years, Light and Water Department services available to its customers may include high-tech offerings such as Internet or cable TV service. However, it is the intent of the department to undertake such a venture, only if it can be offered at an exceptional value to its customers.

Water supplies are expected to keep pace with anticipated increasing demands for some time, with currently planned upgrades in the system. Currently, even record demands can be safely met and actions are being taken to keep ahead of possible future increases. Potential new well sites have been identified and plans are being made to increase the stored capacity. However, new well development is a long term effort, since most towns typically need about 10 years from the initial thought of a new well to its full productive contribution to the water system. The single greatest new demand for water has been the recent advent of the residential automatic sprinkler system. As new larger homes situated on expansive lawns are built, the numbers of these systems can be expected to increase, thereby exacerbating new demands.

Light and Water Department officials have expressed a desire to work with town administrators and the community in the promotion of the benefits to maintaining land in a more natural state. It is this department’s philosophy that more natural plant growth and minimization of impervious surfaces at new construction sites will help conserve local water resources, while enhancing community character. Efforts by Light and Water in this endeavor would not only serve the needs of resource preservation, but also, like many of this department’s activities, give additional quality of life benefits back to the community.

The Public School System is often an element used to judge the overall quality of a community. Public education tends to be a prime focus of a town’s attentions and budget. While all taxpayers contribute toward the local school system, not all of them are directly in receipt of the service of a classroom education at any specific time, although everyone has, at one time or another, had such an opportunity. All members of the citizenry should therefore view a good education system, including its extra curricular activities, as an investment that supports the future of their community, the advancement of local society, and the ancillary enhancement of property values.

An interview conducted with Littleton School Administrators has given insight to the School Department’s ability to provide vital service to the community. Overall, it is felt that the School Department is in step with community needs and that the department is providing a quality education to the community’s younger population. As the overall household income has been on the rise, the department has witnessed an increase of academic expectations of the community. In the early 1980’s about 35% [1] [1] of Littleton school system’s alumni attended college, while currently, about 80% of the students are expected to seek higher education. As more college-educated professionals choose to raise families in town, the school system has had to respond with a more rigorous curriculum for its largely college bound student body.

As these community expectations rise, the academic quality has been doing likewise. Recent surveys conducted of past graduates have given particular praise to the reading and language arts programs. Class sizes tend to be about 20 students, a number which lies within the range of the ideal, for a good learning environment. Parent groups are active within the School Department, and parent volunteerism is extensive.

The School Committee recently approved a $140,000 expenditure on the upgrade of student computer labs in all schools. The two schools serving grades K-6 each have a computer lab, while the Junior/Senior High School has two computer labs.

School athletic programs are oriented to meet student interests. If a group of students shows interest in a given sport (i.e. golf) the athletic department will respond with the organization of teams and a schedule. There is no special emphasis on any particular sport, however soccer has been experiencing a modest increase in popularity in recent years.

Special education programs are conducted for about 170 local students through a consortium of area schools that each offer some aspect of special education and then pool their resources. Overall parent satisfaction with this program, has been improving in recent years. The School System also supports an 11 year old community education program that includes evening adult education, and summer classes.

Student body has been experiencing an approximate steady 4% rate of growth since 1992. In the early 1990’s the student population was below 1000 students, while currently that number has grown to over 1400. Interestingly, research conducted by the School Department, has shown that most of the growth in the student population can be attributed to the reoccupation of existing homes, sold by empty nesters to young families, rather than to newly constructed homes. If the existing housing stock can now be assumed more stable, additional growth of the student body should become more attributable to new home development. This observation makes no inference as to possible changes of the future growth rate of the student body due to the uncertainty of future demographic trends. The school administration has also found that student population forecasts made by the New England School Development Council (NESDEC) are generally accurate for the Littleton School Department and should be considered reliable.

The greatest single weakness in the school system is reflective of a strong economy, which is accompanied by the current low unemployment rate. The department is finding that a shortage exists for support staff, such as bus drivers, maintenance persons, and substitute teachers. This phenomenon may also mirror the experiences of the Fire Department, where a shortage in the local labor pool is hampering their ability to find volunteer firefighters. The local increase of property values, coupled with the changing work trends of town residents, may be having a negative effect on the labor pool available for these types of School Department jobs as well.

Necessary school staffing is generally adequate with a total staff of 165, of which 106 are teachers, with the remaining positions held by administrative, food service and custodial staff. As for the general availability of prospective teachers, there are many elementary level teacher candidates and fewer, but sufficient, numbers of junior and senior high level candidates. All needed teacher positions within the School Department are met.

The community at large has also proven to be financially supportive in the advance of the town’s educational facilities. This is clearly evidenced by the overwhelming support afforded by community approvals to recent requests made by the department for upgrades in facilities and equipment. The School Department has been planning ahead and making the needs for new facilities clear to the town, in a timely way.

School administrative offices are housed with several other town offices, in the Shattuck Street building, that previously was the town’s only school. Office space is somewhat inadequate.

The School Department currently maintains three schools. The Shaker Lane School houses grades K-2. It was first opened in 1961, expanded in 1963 and now has recently been added to again in 1998. Facility needs for the K-2 student population should now be well met. The Russell Street School was opened in 1969 and currently provides educational facilities for grades 3-6. Space in this school is limited but other arrangements underway with the higher grades will soon solve this problem. The Junior/Senior High School, off of Russell Street, was opened in 1957, and currently houses grades 7-12.

In May of 1999 the town overwhelmingly voted to approve the acquisition of a loan to complete the design of a new high school. It is expected that the design and construction of this facility will be a focal point of community pride and should meet both School Department and community needs for years to come. The new facility is being planned to have many outstanding features that are desired by the community. A 750 seat auditorium will meet the community need for a large meeting space, as well as provide space for high school programs. The new school will also have a “kiva” style studio surrounded by terraced theater seating that will facilitate “remote learning” through televised classes. Expansive outdoor facilities are to include; 2 soccer fields, a field-hockey field, baseball and softball diamonds, as well as tennis and basketball courts. Concurrent with construction of the new school, a $1.4 million renovation of the current Junior/Senior High School is planned, but funding for this has not yet been approved by the voters.

The new high school building was financed without an override to proposition 2 1/2. It was the hope that the new school would be open for use in September of year 2001, but delays on the bidding may push this date further into the future. If this delay is the case, some other temporary solution to school crowding may be necessary. When in full use, the building will house grades 9-12. The Junior/Senior High School will become a middle school housing grades 6-8 and the Russell Street School will house grades 3-5, thereby distributing grades more evenly and creating more space for all grades.

Over time, the school committee has effectively communicated its needs to the community and in turn, the community has responded appropriately. A recent expansion of the Shaker Lane School and appropriations to construct a new high school are expected to meet future facility needs for some time to come. Commendably, the School Committee has been able to foretell the community of its future needs, allowing enough time for the community to respond.

In a few years time, the new High School should be fully operational and other grade levels adjusted. At this juncture, it may be wise to assess the effectiveness of the use of the reallocated space. In 5 to 10 years time, the community is expected to be experiencing greater growth and the School System will be experiencing new levels of student population. It can be expected that over time, new teaching methods will evolve and it will be wise to assess the effectiveness of the school facilities as other needs may evolve. The Build-out analysis conducted in Chapter 2 of this plan, forecasts that in about 25 years, there will be an additional 400 students in the elementary grade levels, which equals the need for another school building.

Library services are a valuable asset to all segments of the community. A well organized and efficiently managed library provides the resources necessary for school research projects, enriching entertainment, general reference on numerous matters and enlightenment on many historical and cultural phenomena. In recent years, new formats for information transfer have renewed the importance of the local Library by expanding the range of materials that can be offered to the local citizenry.

The Reuben Hoar Library provides Littleton with free access to literature, educational material, general information and many forms of media including video tapes, compact disks and the Internet. From 1,500 to 3,000 items are added to the library collection each year. In addition to the loan of materials the Library offers a number of community services that enhance the local quality of life including reading programs, game nights and book sales. Passes to many area museums and other cultural attractions are also available.

The Library Director is pleased with an excellent service oriented staff and the support from Friends of Reuben Hoar Library, as well as support from the community at large. The Library belongs to the Merrimack Valley Library Consortium, which provides access to collections in 29 other area libraries and on-line access to full-text databases of magazine articles and reference books.

While the Library is a popular and valuable resource to the community, changing demands are creating problems that sometimes limit the ability to provide service. New media formats require more individual service to provide familiarization with new research techniques and materials. Children’s services are limited because staffing shortages keep the Library closed two weekday mornings and the Children’s Room is not fully staffed during all open hours. Well used computer equipment is aging and Internet access requests far outweigh available resources.

Regular Library staff is comprised of 6 full-time and 9 part-time persons, plus a number of volunteers who collectively donate up to 100 hours of their time monthly. The Library is generally well staffed, but one more part-time worker in the children’s room would fill the gaps in the current schedule. Low salaries at the Library have been responsible for turnover of valuable staff. The Director estimates that 10 employees have moved on to better paying positions elsewhere in the last 5 years.

Efforts have been made to raise base salaries in an effort to keep well trained members of staff. Regular circulation staff are paid $.50 less per hour than Recreation Department summer employees. Current rates of pay have seen modest increases over time and are moving in the right direction. Funding for special programs is not provided by the town, but is donated by the Friends group. Friends support keeps basic programs active but program expansion is often constrained with this arrangement.

The Library moved to the south end of the Shattuck Street Building, from what is now the Historical Society Building, in the triangle formed by King and Foster Streets in 1989. At the current location, stack space is adequate but there is a shortage of meeting, activity and electronic equipment storage space. Meeting rooms are usually booked and some children’s programs can no longer be accommodated in the Library.

The greatest need is for a facility large enough to accommodate at least 150 children near or at the Library. Such programs are intended to promote utilization of the Library as a resource. Holding an event in a school does not maintain a physical link to the Library and renders the effort much less effective.

Electric service in the Library is somewhat inadequate to operate the necessary computers and equipment, but some upgrades have been recently made to minimize the deficiency. As more electronic media becomes available, it will be necessary to keep pace with this potential problem. Efforts are being made to standardize as much computer equipment as possible for ease of maintenance. The Library benefits from the assistance of the town, troubleshooting and maintaining computer equipment. The Library has just enough equipment to meet their daily needs but in the event of a breakdown, there is no spare equipment.

In 1997 the Library produced it’s second Long Range Plan (1997-2002) that set forth a number of goals as well as an action-plan. Goals discussed in the plan regarded further improvements to the collection, the building, and better connections to the school and community. The plan also addressed new media formats and their desire to teach the community members how to best access these new formats. Expansion of the Libraries financial base was also discussed.

The plan also noted great changes in the sharing and transferring knowledge are afoot. Beyond 2002 it is difficult to tell exactly what the library will need or how much more it will be able to offer. Preparation for this uncertain but bright future is likely to need the accommodation of new demands for additional services for a growing population. Needs for electrical and electronics upgrades are likely. Since the Library has run out of space necessary for meetings, activities, and computer equipment, these issues need to be addressed.

Throughout ones life, each person contributes to, and relies on, the community in which they live. As a child, education and care programs are significant influences. As adults, we socialize and interact through involvement with our community. At any age, we all depend on the safety and services offered by the community. As we grow older, needs for companionship, assistance and discovery of new ways to contribute become important.

As with the rest of the United States, the current population in Littleton is aging. Although new, younger families are moving into town, the services offered to the senior population by the community need to be carefully considered, since lifestyle and health care advances are bringing longer more vital post-retirement lives to us all.

Contact with Council on Aging interests has revealed how the community offers numerous services and activities to the senior population. The Council oversees senior services including collaboration with Minuteman Home Care for a daily lunch program. Other activities include, a social day program, thrift shop, Alzheimer Identification (in cooperation with the Police), Spring Fling (in cooperation with Light and Water), and even a volunteer run senior-oriented local cable TV show. Another valuable resource offered is the “Service to the Health Information Needs to the Elderly” (SHINE) program, where assistance is given helping clients fill out the paperwork required for governmental medical expense assistance. The Council has a contract with Littleton Limousine for transportation of seniors to the meal site, for shopping trips and to medical appointments.

The Council estimated the 1998 senior population in the community to be 1325 persons. Services offered are available to any Littleton citizen who is greater than 59 years of age. Weekday meal program is served to usually about 35 persons at the meal site in the Shattuck Street Building, plus 20-30 lunches that are delivered to local homes. A variety of activities are available daily such as aerobics, exercise, dance, cooking classes, and table games. The Council also offers special events such as monthly field trips, holiday events and tax preparation assistance. While many people of all ages in town perceive Council activities to be primarily recreational, other services such as the lunch program financial management assistance and various health tracking programs do much to insure the well being and vitality of the senior population.

The Council on Aging has accomplished much in establishing these services and improving the quality of life for the senior population. The Council is comprised of 11 volunteer members, who set policy and oversee all senior activities and services. Paid staff positions, funded by the town include, the Director, an Administrative Assistant and an Outreach Worker. The Council is also aided by the “Friends of the Council on Aging,” a support group who volunteer their time for fundraisers and in-kind services.

In the past year, the Council and the paid staff of three, have benefited from the assistance of over 100 volunteers, in a variety of capacities, to accomplish their efforts. One need identified, is for a pool of younger, stronger volunteers who would be available to help senior citizens when they need to move to new homes, or even only when general heavy lifting was needed in their current homes. Perhaps this need could be met through a collaborative arrangement with some other town department, or through advancement of an intergenerational program with youth and young adults.

The Council feels that the town has been generous to provide the current budget for the services they offer, but additional funding could easily be absorbed by the needs of the ever expanding elderly population in the community. The Council also receives an annual block grant to further the offered services. Additional grant applications are sought, whenever the opportunity arises.

Council on Aging administrative offices and services operate out of space located in the Shattuck Street Building. Currently there is no room to expand; yet demands for service are on the increase. In the recent past the Council has been unable to accept donated equipment because of the lack of space. A possible solution would be the creation of new space, such as a community center for one department (i.e. Parks and Recreation) and the reallocation of the space left behind in the current building. The Council’s current location in the Shattuck Street Building is well situated in the center of town and the Council would welcome more space at the same facility.

The Council On Aging is pleased that the town has been responsive in providing for them. They currently have one, recently upgraded, computer that is now capable to meet their basic needs, but two more machines, one for each paid staff person, would raise their level of efficiency dramatically. Other office needs are currently sufficient, but as the space problem is solved, there will be additional requests for office equipment, exercise equipment, appropriate furniture and supplies.

The senior services currently offered by the Council meet most of the needs of the community. Current space issues do impact service delivery and until space problems are solved, some programs will experience limitations due to the constraint. Additional computer hardware would also improve their ability to deliver service. Greater volunteerism from younger, able-bodied groups would provide direct no-cost assistance to the senior population.

In the longer term, service demands by the community on the Council on Aging can only be expected to increase. With the resolution of the current space situation through the establishment of a senior center either at Shattuck Street or elsewhere, all aspects of the Council will see expansion. New, additional considerations could be the future provision of housing options available for senior populations. While the Council might be a strong advocate for this cause, the support of the entire community may be necessary.

The Parks and Recreation Commission in Littleton oversees town owned park lands and recreational playing fields in the community. The Commission also coordinates programs and activities that are available to residents who wish to participate. The Commission must be responsive to changing recreational needs as specific segments of the population grow and activity preferences evolve.

The Director describes reasonable satisfaction with the current ability to deliver service. Brochures that list offerings are distributed 4 times annually and the commission maintains a website that receives about 1000 visits per month. This in conjunction with direct feedback between staff and the public, indicate that Parks and Recreation is in close contact with it’s service population. Since departmental activities provide direct enhancements to the health and quality-of-life of the population, service delivery is reliant on needs communicated by citizen participants. This agency feels it is aptly responsive to community needs. It is the policy of the Parks and Recreation Commission that no citizen of Littleton shall be refused participation in a program because of an inability to pay the fee. Town business sponsors and the William T. Whitcomb Scholarship Fund covers the expenses for recipients to take part in swimming lessons and other activities at Camp Tahattawan.

Through it’s playing fields and coordination efforts between schools, leagues and others, the Commission usually has from 50 to 100 activities to offer at any time of year. The popularity of some activities has increased dramatically in the last few years, such as, Soccer, Swimming, and activities at Camp Tahattawan. The popularity of Football has been in decline, probably due to the increasing interest in Soccer.

Budgetary issues tend to focus on field maintenance, office administration costs and maintaining the vitality of the current programs. All programs function on a revolving basis, where expenses associated with a program are paid for with revenues received as registration fees. The town pays for staff salaries.

Historically, staffing needs have been generally met. The staff of 5 includes a full-time director, part-time assistant, part-time office worker, a preschool and toddler coordinator and a part-time playgroup teacher. As the community has been growing, it has become necessary to give greater attention to more age groups. There has become major need for a teen activities coordinator, but thus far efforts to develop this position have thus far gone unmet.

Existing facilities available to the Parks and Recreation Commission only somewhat meet their needs. Office and administration space located in the Shattuck Street Building is adequate. Outdoor field space is adequate but there is a need for interior gymnasium space as well as a need for space in which to conduct teen activities. Summer day camp and several other programs are forced to utilize school facilities that are often found to be inadequate for their purposes.

The ideal solution is the development of a community center that would centrally house all Parks and Recreation activities and equipment. Greater Parks and Recreation control achieved with this facility would allow the Commission to serve community needs more effectively and efficiently.

Playing fields are located throughout town. A new Soccer field has recently been completed on Ayer Road, and other fields are located at the Shattuck Street School and the High School. A Baseball diamond and additional fields are at the Shaker Lane School. The department also has a field behind Saint Anne’s Church. Maintenance is performed by the Highway Department who do a remarkable job each year preparing and maintaining these facilities.

Equipment for activities is acquired as needed and paid for by user registration fees. Costs for equipment, instructors, and space needs are tallied before a program begins and the fees are set accordingly. This approach to activities management works quite efficiently.

Short term future plans include resurfacing the tennis courts at 300 King Street, reseeding fields at the Shattuck Street and Shaker Lane Schools and plans for re–grading and irrigation installation on Ken White field. A future skateboard park is also in the planning and fund raising stages.

Longer-range plans for a future Community Center include space for indoor Park and Recreation activities. The strongest future focus will be on teen activities since there is a current lack of recreational activities offered to that age group. Other future activities will also be offered to all age groups as well, and while seniors citizens will always be welcome, specific activities for them are directed by the Council On Aging, as they are better aware of their needs.

Another civic function of the community can be the care and maintenance of lands set aside for the burial of individuals that have passed away. As the community grows, space for future needs should be considered, while the design of new space and the upkeep of the pastoral setting must be ongoing.

In Littleton, there are two cemeteries located in town. The Old Burying Ground, is now closed to additional burials, but it remains under care and control of the Department. The Westlawn Cemetery, at 7 New Estate Road, currently accommodates the communities’ needs. Unlike many towns, where cemetery maintenance is managed by the Department of Public Works, the Littleton Cemetery Department functions independently. This department maintains a modest amount of equipment and regularly employs 2 people; an administrator, and a grounds keeper. Additional staff is hired on a part-time temporary basis. Operations move smoothly as the department handles 40 to 50 burials per year. A board comprised of 3 elected persons oversees the department.

Service delivery in the Cemetery Department is good and records are in the process of being computerized. This will help track grounds maintenance and will eventually allow burial information to be accessed for genealogical purposes. The department is also in the process of developing a Master Landscape Plan, with consultation of a professional team, comprised of an arborist, stoneworker and a landscape designer. This will result in a cohesive guide for upkeep and expansion onto new cemetery lands not yet used.

The Cemetery Department is in good fiscal condition as it is self-sufficient and burial fees cover expenses. A common misconception is that the public is often under the impression that the town pays for the cemetery, but that is not the case. The department has also applied for grant money to be used to preserve and maintain the old burying ground.

Current regulations require that burial plots must be paid for in full before they can be used. This payment method may not be the best alternative for service delivery to those who may wish to purchase a plot and suggests that some sort of financing be allowed.

The cemetery headquarters located at Westlawn Cemetery opened in 1993. The department is very pleased with the structure and they believe it will serve them well for many years to come. The building meets all of the departments needs with sufficient office, meeting, maintenance and storage space. Although plans are not definite, facilities for cremations may be added in the future. The department maintains its own equipment which meets their current needs.

Westlawn Cemetery grounds encompass about 40 acres of land. About 20 acres are open and maintained for active burial. Most of the remaining land has ideal soils for use as a cemetery and new acreage is opened for use as needed. Two small areas are planned to be opened for use this year and next. It is believed that there should be enough acreage to serve the community for the next 150 years.

Littleton has sufficient acreage under care and control of the Cemetery Department. Space availability should not be a problem for some time to come. Facilities and equipment are either new or in good repair and needs are currently well met. The future may hold greater demands for cremations, in which case the department is ready to respond to the need. A benefit of cremation as a form of interment is a lower demand for burial plot space. A cemetery master plan is under way and this document can be expected to guide future needs. If grant money is awarded to preserve the old burying ground, the department will have attained additional funds to help preserve local heritage.

The Cemetery Department is in the process of computerization. More concise grounds management and publicly available genealogical data will be the benefits. Modifications to the purchase policy, whereby financing would be allowed, may make plots available to more residents. These changes are expected to enhance efficiency within the Cemetery Department.

The general opinion held by most of the citizenry in Littleton, is that town government is service oriented and that all levels of management provide service in a professional manner. In spite of sometimes significant past differences of opinion, all departments maintain amicable rapport and increasingly work collaboratively with one another. A positive socio-political climate is very often not the case in town government, and it should be cherished and enhanced.

The following is a series of recommendations that address the major issues that confront the community with regard to public services and facilities. The scope of a Master Plan cannot address all the in-depth needs for each department, and therefore recommendations made here have surfaced as those that are most pressing as related to the welfare of the community at large. The School Department, Library, Council of Aging, and the Cemetery Department have clear growth plans in place or are already suited to meet their anticipated growth; however, the future visions of each of these departments should be reviewed to maintain awareness of potential future needs.

Recommendations are presented in the order in which each department appears in this chapter, and do not reflect a hierarchy of priority. More detailed analysis and decision making for each department should be initiated by internal or community interest and directed by entities that maintain the appropriate specialized knowledge. Priorities are established each year for funding as part of the Town’s Capital Improvement Program.

The advent of the computer technology that is currently being implemented will revolutionize the way internal activities have been conducted. With these changes, it is likely that some resistance, confusion or “growing pains” will be experienced. However, these new methods will enhance efficiency. It is essential to invest the necessary interest as and well as finances in this period of change to bring about the best results. While these changes occur, it is equally important for town hall to maintain the humanistic touch with the public for which it has been praised. Town Administrators and the IT specialist will need to continue to promote an open and communicative environment with the rest of the town employee “family” so that the professionalism and expertise of all help shape the way service is delivered. Ongoing investments in staff training, technical assistance and the best equipment possible will bring these results.

With the current growth rate in the community and surrounding area, the level of traffic flow has been rapidly increasing. With this, traffic safety has become a major Police Department concern. Traffic safety enforcement needs have pushed the upper limit of Police staffing projections and new staff is needed to ensure continued safety in the community.

Police officials have stressed the importance of their participation in the development of future traffic plans. While there is currently the opportunity for informal dialogue between municipal entities regarding this issue, a more formal review process of proposals that may increase traffic, needs to be developed. Through this process, more meaningful input from the Police, regarding their expertise in traffic control, can be utilized to devise safer roadway layouts and traffic scenarios. For the establishment of this procedure, collaborative meetings between community planning officials, the Highway Department engineer and the Police Department will be required. See also Chapter

The Police and Fire Departments have demonstrated a serious need for upgraded facilities. For a variety of reasons, Police and Fire stations both appear to be barely adequate at best. The Fire Department finds the current location ideal as a headquarters, but additional space for equipment storage is necessary and more rapid response times to the far side of town are needed. The Police Department contends with inadequate office space as their scope of work for the community has simply outgrown the existing building. While both departments are currently working individually to meet their needs, it is recommended that the community take this opportunity to hire a public safety specialist who can synthesize efforts already undertaken by both departments and complete a detailed study that addresses the future needs of both departments. This approach will maximize the benefits of a single study that can address both public safety issues. Due to the number of state roads intersecting Littleton, both local and regional approaches should be considered.

During the master planning process, several staffing issues regarding fire safety have surfaced. Over the years Littleton’s volunteer Fire Department has been delivering excellent coverage to the community, but this top-notch commitment has made the department “a victim of it’s own ingenuity”. Daily, new homes and offices need protection, while road traffic increases as the community demographic changes, prompting a shrinking pool of volunteer firefighters. This presents a more daunting task for a department that will be seeing more demands for service along with more restrictions in available resources. An informal telephone survey, conducted by the Department for the master plan process, asked Fire Departments in similar communities about their staffing arrangements. The survey, described earlier in this chapter, shows that Littleton generally lies at the brink between communities with a volunteer staff and a full-time staff.

One solution is the increase of full-time professional staff to the department as it currently exists. A more drastic alternative would be the creation of a solely full-time professional fire department where all members would be highly trained in the latest firefighting technology. Either choice will come at greater cost to the community than it is currently paying, but service can be expected to improve even as demand increases. However the community will need to decide how much service it is willing to pay for. Another possibility that might preserve the current arrangement would be for the community to take action to promote more affordable housing, incentives such as tax reductions, and job opportunities within the community that would nurture an environment that supports the needs of the typical participant in a volunteer Fire Department. Community action as guided by community fire officials or a study conducted by a fire safety specialist, possibly linked to professional input related to the fire facilities issue, will provide the best answers for these uncertainties.

Engineering and technology advances that are being implemented will help the Department with ongoing roadway maintenance as well as work with the community on new initiatives including the sidewalk plan. The community desires a plan and the Planning Board has created a sidewalk fund that is supported by payments from new subdivisions. The Highway Department should be prepared to work with the community, public safety and planning officials to create a prioritized sidewalk development plan that enhances the Town’s open space network as established in the Open Space Concept in this Plan.

Another service delivery concern regards the long-term solid waste management issues within the community. As time goes on, long-term trash haul options will need to be studied; general enhancements to the community-recycling program aimed to reduce overall tippage should be examined.

At this time there is some interest for the development of a Community Center. Broadly, the goal of this center is to expand Parks and Recreation services to the community with a particular interest in activities for adolescents. As the Department envisions, the development of a Community Center with a teen element in newly acquired space, would raise the overall quality of life for the entire community.

Execution of this proposal should be done so as to include the needs and goals of the library, which currently has needs for additional meeting space, as well as the additional space needs of the Council on Aging. New space for these entities could be met either through reallocation of space in the Shattuck Street building or through the establishment of new facilities at a new community center. This collaborative approach of these community service oriented groups would make implementation a more efficient and cooperative venture that could yield more pleasing results for the community.