[{"_1":2,"_123":-5,"_124":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,87,99,111],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":44,"_46":47,"_48":49,"_50":51,"_52":53,"_54":55,"_56":57,"_58":59,"_60":61,"_62":63,"_64":65,"_66":67,"_68":69,"_70":71,"_72":73,"_74":73},"mediaId",6213669,"mediaKeyId","3675304-b4a9cb4aef029d98feb7a79421b829a6","parentId",3675304,"title","New Climate Action & Project Administration office highlights short payback energy projects and municipal decarbonization plan","audioSeconds",0,"startMs",11337000,"endMs","viewUrl","/Search/View?dp=1&key=3675304-b4a9cb4aef029d98feb7a79421b829a6&start=11337&end=11337","thumbnailUrl","https://assets.pipeline.soar.com/3675304-b4a9cb4aef029d98feb7a79421b829a6/thumbnail_11337000.jpg","articleUrl","/articles/6213669/Massachusetts/New-Climate-Action-Project-Administration-office-highlights-short-payback-energy-projects-and-municipal-decarbonization-plan","mediaUrl","https://secure.pipeline.soar.com/6213669-d39f992cb535738952be0bab593cea44/orig.mp4?Expires=1770640658&Signature=aoeC9cfJLULiDOMTaWsyWVx7L0-EhNm9Ikydpr6i4bA4V8NRe-GO6g9giAWv9GManNvPGUywXljUBYutAmzMGDodSRkfv~yVgBTR7Rex8VutJqN0vhCFOq-q~uV~dJQoUI1DAws0rYl4W8GhiuwHC6gk1XQqhIxkEzqw~qdAfkhcoFivgcjEdLGtP~lZKbB5UZoNEUoGY-8B1dlOvSzOKGxZldDP5NEjbOv5JOA5DqzpP1ya2~UMGRD9MbrKdtRt8L1GtsYRUldmwbK2uggt1lzs60zGEvg9agqyn9M2rbU419cEjLxIpzVQLfSrZEpm9Zx6rlxmdqUZMa9ctPwTTA__&Key-Pair-Id=KUT5TJCACFTXG","author","Northampton City, MA","date","2025-06-05T15:10:54Z","article","The city’s new Climate Action and Project Administration (CAPA) office reported its first-year achievements and outlined priorities for municipal decarbonization and capital projects at the FY26 continued budget hearing. Director Ben Weil said CAPA helped complete energy-focused projects with short municipal payback periods, advanced the city decarbonization plan and launched programs to support residents, landlords and businesses transitioning to cleaner energy.

Why it matters: CAPA’s work leverages grant funding, utility incentives and on‑bill repayment mechanisms to fund energy-efficiency upgrades that often produce immediate or short‑term net savings for municipal buildings. The municipal decarbonization plan, expected for NESC review, unlocks access to larger Green Communities and other grants.

What CAPA delivered and what’s next: Weil summarized municipal projects that included lighting upgrades, gutter and moisture mitigation at the Academy of Music, and heat‑plant work at Leeds Elementary. Several projects used on‑bill repayment structures so the projected energy savings exceed the repayment amount, yielding immediate positive cash flow for municipal sites. CAPA helped secure grants and utility incentives for projects at Smith Vocational High School, the Forbes Library and others. The office also launched a motor‑pool plan (including e‑bikes and DC fast chargers) and obtained a three‑year Community First Partnership grant to fund a city energy advocate to help businesses and landlords access incentives.

Community outreach and resilience: Weil said CAPA has supported public education (valley green energy participation) and is conducting an on‑street EV charging study to expand charging access for residents without driveways. He emphasized that many resilience needs — stormwater, flood pumps and other infrastructure — require larger capital investments and cross‑departmental coordination. CAPA’s FY26 request is modest and includes a motor‑pool transfer tied to vehicles moving into a centralized fleet.

Ending: Weil described CAPA’s role as a convening and grant‑delivery office that multiplies city resources and helps departments implement energy and resilience projects efficiently. Councilors thanked Weil for progress in a short period and requested continued collaboration on transportation and flood resilience priorities.","mediaType","Video","parentTitle","FY 2026 Budget Hearing | June 4, 2025","oneSentenceSummary","Director Weil outlined CAPA’s first full-year accomplishments: a municipal decarbonization plan, on-bill repayment projects (lighting and HVAC) with short payback timelines, a motor‑pool and EV charging rollout, and a Community First Partnership energy advocate.","taxTitle","Northampton City, Hampshire County, Massachusetts","taxId",68541,"location","Massachusetts","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_46":81,"_48":82,"_50":83,"_52":84,"_54":55,"_56":57,"_58":85,"_60":61,"_62":63,"_64":86,"_66":67,"_68":69,"_70":71,"_72":73,"_74":73},6213674,"Central Services summarizes facilities workload; director to retire after years of service",393,10207000,10600000,"/Search/View?dp=1&key=3675304-b4a9cb4aef029d98feb7a79421b829a6&start=10207&end=10600","https://assets.pipeline.soar.com/3675304-b4a9cb4aef029d98feb7a79421b829a6/thumbnail_10207000.jpg","/articles/6213674/Massachusetts/Central-Services-summarizes-facilities-workload-director-to-retire-after-years-of-service","https://secure.pipeline.soar.com/6213674-a76135b579582861a4eef0589e9a17a0/orig.mp4?Expires=1770640658&Signature=FxQgF0nZ5E~AwbwKwMtfg4odx9XcFWS8cy4jJ0v0DF9h017MTfPSPgET9rmNsBt-zBJAVrvVIABHnBPfmyTOW7cVD5cf0yn2mDgOVmGECXyP0pXJ3lrcvYk6r2AXd8aZ~Z7rQGtOZFq2o7dMex~kIJqpLjb8kIUHyVwqQZI7A6p~DwrEb-E54~-AJB-Pj-b-wwdLH9digbiORFvYXiNY-6JB1B9swDeDN54dGA4DC8epe1maGrLkM4j8YQuHcz9BG~8kqLpEoC-yNaniqjXsnuRBafAkmKU9bxK-k4VnEFk-FqCzFXDAzGcsQMTMWj8sZWRSa7Dv1cgUMrIT3d10cA__&Key-Pair-Id=KUT5TJCACFTXG","The city’s Central Services department presented its FY26 responsibilities and capital workload to the Finance Committee, summarizing building maintenance for municipal and school facilities and ongoing capital projects. Director Pat McCarthy said Central Services maintains dozens of public buildings and coordinates building systems, custodial services, capital renovations and municipal mail delivery — work that underpins city and school operations.

Why it matters: Central Services supports core municipal functions — HVAC, plumbing, electrical, life‑safety systems and capital projects — and its work affects the city’s ability to operate schools, public safety facilities and other essential services.

Highlights from the presentation: McCarthy listed facilities under the department’s care, including City Hall, the Municipal Building, Memorial Hall, the police and fire stations, the senior center, the Academy of Music and six school buildings, as well as the city’s garage and the Gothic Street parking structure and numerous parking lots. He outlined roughly 15 capital projects at varying stages of development across FY24–FY26 and said Central Services manages staffing, procurement and contracting to deliver those projects.

Council response and transition: Councilors thanked McCarthy for his service; McCarthy said he will retire at the end of the month and the council expressed appreciation for his responsiveness to resident concerns and coordination on capital work. The Finance Committee recessed deliberations and will consider FY26 budget recommendations at a subsequent meeting.","Central Services Director McCarthy reviewed building maintenance, custodial and capital projects covering city and school properties; he announced his retirement and councilors thanked him for years of service.",{"_33":88,"_35":36,"_37":38,"_39":89,"_41":90,"_43":91,"_45":92,"_46":93,"_48":94,"_50":95,"_52":96,"_54":55,"_56":57,"_58":97,"_60":61,"_62":63,"_64":98,"_66":67,"_68":69,"_70":71,"_72":73,"_74":73},6213678,"DPW warns vacancies and infrastructure costs are straining city operations; water, sewer and storm systems cited",1259,7200000,8459000,"/Search/View?dp=1&key=3675304-b4a9cb4aef029d98feb7a79421b829a6&start=7200&end=8459","https://assets.pipeline.soar.com/3675304-b4a9cb4aef029d98feb7a79421b829a6/thumbnail_7200000.jpg","/articles/6213678/Massachusetts/DPW-warns-vacancies-and-infrastructure-costs-are-straining-city-operations-water-sewer-and-storm-systems-cited","https://secure.pipeline.soar.com/6213678-79921d61b6e96e79a01b01c5791d3b35/orig.mp4?Expires=1770640658&Signature=cfUnjJx3b6LztMFZH6iMbSFXJ~8J9LfuwFBeX-zy-2fRWnAyzn1BjN1nkvpfMihRIfNe2a5Jwu-k8kDUQr~vV02hMdUAYb8EyCOJbIytZ2SlxStL4GIe8BF8iGGn8yerOetXacYN5umor-XiziUZ~VftoJC6PkWmht~hqRwS6iORexLTMycS-CKPcI3vbzFSyqymWehtpeno09oNk5NViZS9p8uxQqrhkYzudPUrEF~FeFzv6C4zpmJ-B4e1IJLjMVvxBlS~7bj4~vbsPE~1dEh1lxTjojQWmfbG-hlySb7QMVgt-mbbm3tcCYMXprXS1fTBURKmcnoZDXkZmoQZnQ__&Key-Pair-Id=KUT5TJCACFTXG","Northampton’s Department of Public Works is operating with dozens of vacant positions while managing a multiyear capital program and rising operating costs, Director LaScalia told the finance committee at the FY26 budget continuation. The department reported 24 current full‑time vacancies out of 87 positions and only two seasonal staffers in a group that normally hires about 10 seasonal workers for parks and fields.

LaScalia said the vacancies most frequently affect truck drivers and equipment operators because those roles require commercial driver’s licenses (CDLs) for vehicles over 26,000 pounds and federal motor‑carrier rules, including random drug testing and a prohibition on marijuana, reduce the available labor pool. The combination of few CDL holders and federal requirements is an industry‑wide constraint, he said.

Why it matters: DPW manages critical infrastructure — roughly 150 miles of roads, 85 miles of sidewalks, 38 bridges, more than 10,000 public shade trees, 240 acres of parks and more than 11 miles of bike paths — and LaScalia said staffing shortfalls and equipment needs have increased operational strain and the city’s reliance on contractors for some work.

Enterprise programs and capital projects: LaScalia summarized large enterprise work. The water treatment plant in Williamsburg is currently producing about 2.5 million gallons per day, down from nearly 3 million because Coca‑Cola reduced operations; the wastewater treatment plant treats roughly 5 million gallons per day but surged to 17 million gallons during a heavy rain event last Saturday, LaScalia said. DPW is in phase 2 of a wastewater upgrade project, budgeted at about $20 million, to increase treatment capacity and automation.

Solid waste and stormwater: The transfer station has seen permit sales decline from about 3,300 in FY21 to roughly 2,797 for FY25 to date, while disposal costs per ton have fluctuated widely — from about $79.13/ton in 2019 to over $113/ton last year — creating budget pressure in a ~600k enterprise. The stormwater utility remains funded at $2 million since its creation in 2014; LaScalia noted the city faces a roughly $10 million price tag to replace aging flood‑control engines dating to the 1930s and said the federal BRIC program the city eyed for funding has been canceled.

Operational examples and needs: LaScalia asked the council to consider increased flexibility for lines such as traffic signal maintenance (currently $50,000) and emphasized the city needs redundancy in staff and equipment for sustained snow and storm responses. Councilors asked about sidewalk tractors (two units; both expected operational by next winter) and whether DPW can produce a public schedule of capital paving and sidewalk work once gas‑company coordination is settled.

Ending: LaScalia closed by thanking DPW staff and emphasizing the need to fill vacancies to reduce fatigue and service disruptions; the finance committee recessed deliberations and will take up recommendations at a later council session.","DPW Director LaScalia told the finance committee the department has 24 full-time vacancies (plus reduced seasonal staffing), is managing extensive capital projects and faces rising costs for water, sewer and solid-waste operations — while Coca‑Cola’s declining local use is lowering water revenue.",{"_33":100,"_35":36,"_37":38,"_39":101,"_41":102,"_43":103,"_45":104,"_46":105,"_48":106,"_50":107,"_52":108,"_54":55,"_56":57,"_58":109,"_60":61,"_62":63,"_64":110,"_66":67,"_68":69,"_70":71,"_72":73,"_74":73},6213684,"Police chief cites staffing strain but credits student officer pipeline for cutting forced overtime",845,2211000,3056000,"/Search/View?dp=1&key=3675304-b4a9cb4aef029d98feb7a79421b829a6&start=2211&end=3056","https://assets.pipeline.soar.com/3675304-b4a9cb4aef029d98feb7a79421b829a6/thumbnail_2211000.jpg","/articles/6213684/Massachusetts/Police-chief-cites-staffing-strain-but-credits-student-officer-pipeline-for-cutting-forced-overtime","https://secure.pipeline.soar.com/6213684-ff2ad9f87a8d563737d0215713fdfacc/orig.mp4?Expires=1770640658&Signature=ka2WvxbfSS7NfyumBzwQBNgA2QBoMleUcY7s1EYt~dCPqgayUk5I8ACIucf3tfvK55TolqNgX1nMOxPJRJzhAWdrfv0U542jnIZek7jIjfi93K~433Q9lcBmP4~WeYnt7QqD0UaWF0sb6vzSlCZe-aABwE-hh9WUeBrF5BvWDXx7rdTrVze0HfszhP0OOXhycl-jbl3OASZ9567VmYXXUlf~kLDPZt4BxUuv0HV0G5DlkGaltc~2F5K7YhcEphQNCB73DW4Ga8nHvqeAv76ZWkORXpAgg-SEOTv2nRLT86RCCCPUEa~xzSUm--Gz~-ki8ri4pV6EzRIPpUtW3Fv1KQ__&Key-Pair-Id=KUT5TJCACFTXG","The Northampton Police Department reported staffing challenges and high call volumes at the FY26 budget continuation hearing, but Chief Cartlidge highlighted a sharp reduction in forced overtime after the city began hiring student officers earlier in the recruitment pipeline.

Cartlidge said the department handled 27,974 calls for service in the last year and recorded 478 “stacked” calls — incidents where dispatch could not immediately send an officer. He outlined four patrol cars as the typical minimum daily deployment plus a walking or bike officer and a station officer, and he described how shift vacancies force overtime and reduce capacity for traffic enforcement and proactive patrol.

Why it matters: Stacked calls and forced overtime affect response times and officer fatigue. The department’s strategy to bring student officers through the academy earlier has reduced forced shift overtime from an average of about 308 forced monthly hours in FY23, to 271 in FY24, to 77 so far in FY25, Cartlidge said. That change reduces forced overtime costs and, he said, improves officer wellbeing and public safety.

Key program and budget items: The department continues to participate in co-responder responses with the Division of Community Care (DCC); Cartlidge reported 929 mental-health-related calls last year, of which 239 had a police co-responder present and 20 were handled only by the co-responder. The department also continues voluntary submission of use-of-force data to the FBI and provides public operational data on its website.

Supply and events questions: Public commenter Ace Taylor asked about a $62,537 police supplies line item and whether uniforms, weapons and other equipment are included. Cartlidge said police supplies cover purchases from vendors such as Century Uniform, Foster Farrar and Northampton Bicycle and that uniforms and related gear are purchased from those accounts; the department said it would follow up on specifics about weapons expenditures. He added that attendance at many community events is a mix of paid duty and voluntary time.

Discussion and next steps: Councilors and the chief discussed wages and regional competition for officers; Cartlidge said retention is affected by pay and by opportunities in other jurisdictions. He also described how some overtime is unpredictable — detectives called in after hours, major events and special security — and therefore budgeted overtime lines can increase even while forced shift overtime falls. The finance committee closed the hearing and planned final deliberations at a subsequent meeting.","Police Chief Cartlidge told the finance committee Northampton PD still faces staffing and availability challenges but has reduced forced shift overtime thanks to early hiring of student officers; councilors pressed for detail on supply lines, co-responder work and community event staffing.",{"_33":112,"_35":36,"_37":38,"_39":113,"_41":114,"_43":115,"_45":116,"_46":117,"_48":118,"_50":119,"_52":120,"_54":55,"_56":57,"_58":121,"_60":61,"_62":63,"_64":122,"_66":67,"_68":69,"_70":71,"_72":73,"_74":73},6213688,"Northampton Fire Chief asks council to fund eight new firefighters amid record EMS demand",412,236000,648000,"/Search/View?dp=1&key=3675304-b4a9cb4aef029d98feb7a79421b829a6&start=236&end=648","https://assets.pipeline.soar.com/3675304-b4a9cb4aef029d98feb7a79421b829a6/thumbnail_236000.jpg","/articles/6213688/Massachusetts/Northampton-Fire-Chief-asks-council-to-fund-eight-new-firefighters-amid-record-EMS-demand","https://secure.pipeline.soar.com/6213688-a394370e2c5de5390e84d6e8b99d7e81/orig.mp4?Expires=1770640658&Signature=gjcd1mbe31~woPS2TtnwBJChQKhBrtXKfsq0kCtkwU~J~x39h1GHShPJ95-EvOvoj88P2kJeaj3PcoPsTVwqWcYcN8AtE0Q6KDbqje7yOeOBFsSxgn0GJHYKJWU1zc0MiLfpz0D50ujpIZuYt9YCg11xKg9hgiUhyGYomWjvXVTunkjSFrSH88IV9z-FqvJ70EUnGWSjOceil5yX4VlO-TQAkFTMzBv1uW6uXww4EjM1iKI4H8mv85es5rnLmQZDYJ1h~Q6SObzwcPYPIu4KmQjZTExdijoWyYE7LLwapE7Ebc0yeMCFeqIxty3kuuKiDFPuCumhzakSdYwdT-jP9Q__&Key-Pair-Id=KUT5TJCACFTXG","Northampton Fire Rescue is requesting an immediate staffing increase after a year of rising emergency calls, Chief Pelas told the Northampton City Council Committee on Finance at a continued FY26 budget hearing. The department is proposing eight new firefighter positions — two more firefighters per shift — to allow the city to staff a fourth ambulance more consistently and reduce reliance on mutual aid.

The request follows what Pelas described as “another record year for call volume,” with the department responding to 9,072 fire and EMS calls in the last year and 7,380 of those classified as EMS responses. “This level of demand is taking its toll on our personnel physically and mentally,” Pelas said, citing factors that include the ongoing mental health crisis, a growing unhoused population and regional shortages of EMS providers.

Why it matters: Pelas said the staffing addition would improve response capacity and could convert missed or mutual-aid responses into local ambulance transports, increasing ambulance revenue. The department has applied for a federal Staffing for Adequate Fire and Emergency Response (SAFER) grant and included the eight positions in the FY26 personnel services line, with the new hires planned to start in October 2025 if hiring proceeds on the department’s schedule.

Key details and budget impact: Pelas told councilors the SAFER application is due around July 1 and awards would be known by October; if awarded, the grant would cover most costs for the first three years and “these funds will be returned to the general fund at the end of FY26,” he said. He also explained the city would assume the full cost of those positions after the grant period ends. The department projects ambulance services will generate approximately $3,818,255 in FY25 with an additional $236,552 from Medicaid reimbursement; Pelas said ambulance billing offsets part of operational costs but cannot by itself cover the proposed long‑term personnel expenses.

Operational needs beyond staff: The department proposed modest increases to EMS supplies and equipment to keep pace with higher use. Pelas asked the council to increase the EMS supplies line from $85,000 to $93,500 and the EMS equipment line to maintain defibrillators, suction units and related devices under heavier wear. He also described occasional periods (12 instances last year) when all department ambulances were out of service and required assistance from other agencies.

Discussion and next steps: Councilors asked about timing, grant-coverage breakdowns and whether hiring would precede grant awards. Pelas said the department plans to begin hiring in August to have staff ready for the October start; he also warned that the SAFER award — if granted — might not fund all eight positions. The finance committee recessed deliberations for a later recommendation; no final budget adoption occurred at the hearing.

Ending note: Chief Pelas framed the FY26 request as a “thoughtful and necessary investment” to maintain operational readiness and to protect personnel health in a department stretched by sustained call increases.","Fire Chief Pelas told the Finance Committee that Northampton Fire Rescue saw record call volumes and is proposing eight new firefighter positions (two per shift) in FY26, funded initially by a SAFER grant application that would phase costs to the city.","actionData","errors"]

Article not found

New Climate Action & Project Administration office highlights short payback energy projects and municipal decarbonization plan

Central Services summarizes facilities workload; director to retire after years of service

DPW warns vacancies and infrastructure costs are straining city operations; water, sewer and storm systems cited

Police chief cites staffing strain but credits student officer pipeline for cutting forced overtime

Northampton Fire Chief asks council to fund eight new firefighters amid record EMS demand