Part 3: department narratives

Town of Winthrop · from the Town's website · 60 pages · 2.1 MB
open the file ↗ · original at the source ↗

GENERAL
GOVERNMENT

Town Council
Town Manager
Finance Department

-- Treasurer/Collector
-- Board of Assessors

Town Clerk

Town Counsel

Grants/Planning & Community Development
Management of Information Systems/I.T
Inspectional Services

Public Health

Human Resources

Planning Board

Zoning Board of Appeals

Conservation Commission

TOWN COUNCIL
DESCRIPTION OF SERVICES:

The Town Council consists of nine members who excise the legislative power of the town. Six
members serve as precinct Councilors and are elected by the voters of the town’s six precincts.
Two members serve as Councilors-at-Large and are elected by the town, while the ninth member
serves as Council President who is chosen each biennial town election to serve a term of two
years.

Three precinct Councilors and one Councilor-at-Large are elected each town election to serve a ~
term of four years. The terms of office for Councilors-at-Large begin on the first business day of
January in the year following their election and expire when their successor has been qualified.

No member of the Town Council may hold any other office, position or employment with the
town. No former member of the Town Council may hold any compensated appointed office,
position or employment for which a salary is payable from the town for a period of one year
following the end of their term.

Neither the Town Council nor any of its members may direct or request the appointment or
employment of any person, or the removal of any person, or in any manner attempt to participate
in the appointment or removal of persons who are part of the town’s administrative service and
for which the Town Manager is responsible. Except for the purpose of inquiries and
investigations pursuant to the Town of Winthrop Charter, the Town Council and its members deal
with the officers and employees serving the town solely through the Town Manager.

BUDGET:
e Efforts to fine-tune processes and procedures to insure transparency in legislative
decision-making.
e Identifying and expending revenue sources so that service priorities can be properly
funded and a sustainable, thoughtful and consistent strategy can be developed to ensure
for a well-maintained municipal infrastructure.

HIGHLIGHT:
¢ Provide general input and policy guidance
¢ Work with State and Federal Agencies on all matters effecting the Town with particular
focus on capital projects

STAFFING: 1 Council President, 8 Councilors and 1 Stipend Clerk

TOWN MANAGER

MISSION STATEMENT: The Town Manager will set the highest standards for serving the
boards, committees, businesses and residents of the Town of Winthrop in civic and municipal life.
He will guide the provision and delivery of all town services in an ethical and transparent manner,
while being responsive to community needs and promoting a vision for the town that develops
and protects its values and the quality of life for all. The Town Manager will create a community
in which residents join together for the common good and he will promote effective working
relationships among employees, boards and committees. The Town Manager’s purpose is to offer
services and government that provide for the general welfare, education, health and public safety
of its residents.

DESCRIPTION OF SERVICES: The Town Manager is appointed by the Town Council to
oversee the daily operations of the Town, to advise and administer policies and procedures of the
Council, and to enforce Town Ordinances and actions passed by the Town Council. The Town
Manager submits to the Town Council a proposed annual operating budget, a capital budget and a
five-year capital improvements program. The Manager’s authority and responsibilities are
established in the Winthrop Town Charter.

The Town Manager and members of the Senior Management Team (SMT) work collaboratively
to address the myriad of issues and day-to-day operational challenges of the town’s business. The
Town Manager and the SMT set the direction of the organization by defining a mission,
supported by a strategic plan with defined goals and objectives, General resource coordination,
project planning and prioritizing are conducted by and through the Town Manager’s Office. All
matters that transcend or overlap various departments and the integration and implementation of
Council policies are conducted by the Town Manager’s Office. Within the organization, people
are viewed as the greatest assets and are encouraged to work to their highest potential both within
the traditional hierarchy and on cross-functional teams. In addition to the SMT, a Traffic Safety
Advisory Committee, the Financial Management Team and Community Development Team
assist the organization. The budgeting, financial planning, community planning, personnel and
purchasing functions are managed by the Town Manager’s Office. The use and stewardship of all
Town properties (other than schools) are managed and maintained by the Town Manager’s
Office.

Staff in the Town Manager’s Office also provides administrative staff support to the, Town
Counsel, TSAC, Commission on Disabilities, Site Plan Review, E.B. Newton Cultural Center,
Grants, Airport Hazards Committee and other committees. from time to time, as well as, provide
additional information, materials, and technical assistance to all boards, committees, commissions
and the public.

HIGHLIGHTS:

The General Fund and Enterprise Funds were developed according to the following:
e Continue ail on-going community development projects;
e Improve fiscal controls as stated in the Budget Summary;

e Work with State and Federal authorities regarding ongoing projects and community
initiatives

BUDGET ISSUES:
e FY2016 budget proposes several organizational adjustments as referenced in the Budget
Statement;
e Continue to oversee capital improvements of public infrastructure, roads, and parks;
e Continue to improve administrative and professional capacities in community and
economic development and continue to collaborate with the Schools on transitioning
through the building of the new Middle High School.

STAFFING: 1 Town Manager, 1 Administrative Assistant, 1 Community Services Manager, 1
Economic Development/Grants Manager (see separate narrative in Exhibit)

CHIEF FINANCIAL OFFICER: The CFO oversees the Finance Department, Treasurer and wa
Collector’s Office, and Assessor’s Office. :

FINANCE DEPARTMENT

MISSION STATEMENT:

To maintain a complete and accurate financial record of all town receipts and expenditures while
administering the appropriation of budget line items, fixed assets and insurance responsibilities of the
department.

DESCRIPTION OF SERVICES:

The Chief Financial Officer (CFO) is responsible for maintaining a complete set of financial records for all | :
town accounts and appropriations; and for maintaining an effective internal control system relative to the :
financial and compliance operations of the town. The CFO must work collaboratively with the

Independent Auditors and the Internal Auditor to assure that all revenue and expenditure reporting is
properly performed and appropriately controlled.

The Finance Department monitors expenditures of all town funds; examines all vouchers, department bills
and payrolls for appropriateness of expenditure and for accuracy and availability of funds before payment ‘'
by the Treasurer. The Finance department is responsible for reconciling Treasurer’s cash balance with the |!
general ledger cash balance; reconciling cash balances of all trust funds; oversees preparation of weekly
warrants for payrolls and accounts payable for review by the Administrator.

Oversees and participates in the posting of weekly warrants in ledger; posts cash receipts in ledger as

received and records monthly entries in the journal. The Finance Department assists other town officials

in monitoring the town’s financial condition; notifies departments of expenditures and account balances on _
a monthly basis; and makes recommendations that may improve a department’s financial condition. :

Budgeting: Prepares expenditure estimates and provides detailed revenue estimates to the Town Manager
for the annual budget. The CFO administers labor contracts and administrative directives as set by the
Town Manager.

Oversees and maintains the daily administration of property, liability and workmen’s compensation
insurance. Facilitates insurance claims and coordinate receipt of benefits. Works closely with loss control:
personnel to reduce or eliminate risks.

GOALS:
e Ensure sustainability of prior year internal control improvements
e Implement policies and procedures over financial and administrative functions
e Continue to explore increased efficiencies and opportunities to consolidate financial
operations

STAFFING:
1 Chief Financial Officer, 1 Finance and Budget Manager, 1 Senior Accountant, 1 Principle Clerk

ASSESSOR’S OFFICE

MISSION STATEMENT: ;
The mission of the Assessor’s Office is to accurately and equitably value all real estate and personal
property in the Town of Winthrop as outlined in Massachusetts General Law Chapter 59. The Assessor’s

Office strives to be as efficient and cost effective as possible while providing quality service to the citizens
of Winthrop.

DESCRIPTION OF SERVICES:

The Board of Assessors consists of three members appointed by the Town Council who are charged with
the duty of assessing over 5,600 accounts throughout the Town of Winthrop. The valuations are subject
to ad valorem taxation on the assessment roll each year, while all the assessed values are based on “full
and fair cash value,” or 100 percent of fair market value.

Every three years, the Board of Assessors is required to submit the assessed values to the State Department

of Revenue for certification. The Board reviews sales and the market annually in order to ensure that the’

taxpayer is paying the appropriate amount in proportion to the value of their property, therefore
- reassessing values each year.

The Assessor’s Office annually reviews building permits, updates changes on the Assessors Maps, process
real estate and personal property abatements, as well as real estate exemptions. The office is also
responsible for the administration of motor vehicle and boat excise taxes.

Each year, the assessors are updated on the changes in municipal laws and are required to attend seminars
in order to keep their designation current. Members of the office are constantly learning new techniques
and taking advantage of the most current technology

While the majority of the data collection, valuation, and defense of values are completed in house, in
certain instances outside consultants have been sought in order to most efficiently and accurately collect
and assess data.

Staff in the Assessor’s Office also provides certified abutters lists as well as relevant information, research,
materials, and assistance to the boards, committees, and the general public of the Town of Winthrop.

GOALS: To complete a town wide revaluation program for FY15 in a timely and efficient manner in
accordance with Department of Revenue standards.

BUDGET ISSUES: As part of a revaluation program the town will require a full field review of all
parcels, sales verification of homes in the community, tax map updates and neighborhood review which
may require appropriated funds to hire outside contract services.

STAFFING: | Deputy Assessor, 1 Principal Clerk, 1 Board of Assessors (3 appointed Board Members)

TREASURER/COLLECTOR

MISSION STATEMENT: To collect all monies owed to the town and invest funds in a safe and
secure manner, while supporting the town’s financial obligations.

DESCRIPTION OF SERVICES: The Treasurer/Collector primary responsibilities include the
collection of all debts owed to the town and investment of all funds in the custody of the
Treasury. The types of bills collected by the office include property taxes, water & sewer bills,
motor vehicle excise, boat excise, parking tickets, non-criminal violations and mooring fees as
well as inter departmental fees and fees from enterprise funds. The Treasurer is also responsible
for the Town’s Debt Service payments. The Treasurer is bonded through the Town insurance
carrier for amount equal to the annual budget.

The Treasurer/Collector office has the ability to accept payments using debit or credit card
(online), personal check, money order or cash. Some forms of payments received must be
received through the Internet or lock box. The Treasurer also has the responsibility of protecting
the town interest in the collection of debts. Examples of securing the town’s interest included tax
title, utility liens and registry markings. All of these mechanisms are used by the Treasurer’s
office to protect the town’s interests.

The Treasurer acts as the Town Procurement Officer responsible for Bids and RFP’s, annual
contracts, contract administration and approving all purchase orders.

The Treasurer’s office is also responsible for all aspects of the Municipal Hearings Office which
includes all non-criminal hearings as well as the town parking program to include resident
parking sticker issuance, guest passes, fee collection, ticket payments and related hearings.

GOALS
© The tax collector is now certified and will now apply for the Treasurer certification.

e Proceed with Tax Title and Foreclosure processes in order to protect the Town’s interest.

ISSUES UPDATE:
e The cash drawer system has been implemented and the Tax Collector’s Office is now able to
post counter payments daily as well as have better internal controls for daily cash settlement.

e Staffis being cross-trained in all aspects of revenue collection and payment processing. By
doing so, the staff will have the ability to better serve the public and allow for office coverage
as needed

STAFFING:
1 Collector/Treasurer, 1 Deputy Collector/Treasurer, 2 Principle Clerks, 1 Senior Clerk, 1 PT Clerk

MIS DEPARTMENT

MISSION STATEMENT: The Department of Information Technology provides information
processing support by maintaining and expanding hardware systems capability and software
applications, monitoring system efficiency and providing personal computer support needs,
instructing staff in system operations and assisting in the acquisition and integration of new
hardware and software.

DESCRIPTION OF SERVICES: The IT Department is responsible for developing the long-
range technology strategy, which will guide the Town’s operation, and provide coordination and
integration with third party software applications. The IT Department supports approximately 450
employees from 16 departments. The IT Department supports, maintains, and trains on many
client/server platforms and maintains the integrity of data on the following software applications:

SoftRight — Financial Software .| EJ Ward Fuel Management System - DPW
Vision — RE Appraisal Software Package Non-Criminal Database — Tracks ordinance
violations

RRC — Personal Propriety Software Nurse Records Database
MBS — Cemetery Software VTH — Official town website
Harpers — Payroll System Quicken/QuickBooks — reconciliation tool
Vertical VoIP Phone system Keyscan Security Control Access System
Firewall/VPN - Internet connectivity, and | MES Command Center — Parking Ticket
email communication portal database
IMC (Police & Fire) CodeRED (Fire)

CURRENT INITIATIVES:

Point of Sales System (POS): To implement a town wide POS to streamline the payment of fees
and services for the public. The system will allow online payment as well as credit and debt
payments at all town departments i.e. Town Clerk, Tax, Assessors, Harbor, and Inspectional
Services :

GOALS: Upgrade and consolidate servers; Update Town website; Manage and conduct training
on Microsoft Exchange interfaces; and align and upgrade technology in Town offices.

BUDGET ISSUES: Upgrading the remaining 22 staff workstations will cost approximately
$7,700.00. This will come from the Supplies and Equipment line. I have requested an additional
$4,000 to that line for-server upgrades and any unforseen issues. Also requesting % time helpdesk
technician.

STAFFING: 1 Director (FT); 2 Systems Administrator (FT) — consolidated with School Dept.

TOWN CLERK

Mission Statement: The Office of the Town Clerk is committed to providing quality services and
information to the community and its visitors. The Town Clerk’s Office works in conjunction
with all departments, boards, committees and commissions to ensure the propriety of all public
elections, to ensure proper management of all Town Vital records, and other Charter or directed
by State and Local laws and complies with state and local statutes.

Description of Services:

Records — responsible for filing minutes & official postings of various boards and commissions;
maintaining and issuing certified copies of all births, deaths & marriages; maintaining official
Ordinances; creating Annual Report, tracking all appointments and resignations of Town
officials; jury list, grave list, maintains Board of Appeals, Conservation and Planning Board
filings & decisions. The Town Clerk’s Office is the main depository for requests for public
information. The Office handles approximately 100 requests a year for residents and staff, via
email, mail and hand delivery.

Licenses — The Town Clerk’s Office is the administrative arm of the Board of License
Commission. Oversee the issuance, maintenance and administration of all new businesses and
annually renew licenses to approximately 300 businesses. We license liquor, livery, taxi driver,
Christmas tree vendors, all restaurants, ice cream trucks, laundromats, salons and retail
establishments - coordinating all paperwork and inspections with Inspectional Services. We also
issue approximately 1300 Dog Licenses annually. We report the Business License information for
every business to the Department of Revenue and our Town Assessor annually.

Elections — conduct every aspect of running local, state and federal elections including
processing nomination papers, ballot preparation, training of election staff, preparation of polling
locations, election reporting and voter registrations, maintain voter’s list, daily maintenance of
state database from Registry of Motor Vehicles. Maintain Campaign Finance Reports for all those
required to file.

Census — prepare annual Census mailing to over 12,000 homes, updating all changes to print
Annual Street List Book, provide student list to school department, verify residency for our
Veterans to receive “Welcome Home Bonus”.

Ethics Compliance (since 2010) — The Town Clerk is the designated liaison between the Town
of Winthrop and the State Ethics Commission. Distribution of mandated information and online
education is coordinated thru this office for all town employees (including school and public
safety) as well as volunteers. Compliance database is maintained and reported to the State.

GRANTS, PLANNING & COMMUNITY DEVELOPMENT

MISSION STATEMENT: The Planning and Community Development Office strives to inform,
educate and assist the Town Manager and Council in all elements of land use planning and
overall community development in an, efficient, equitable and professional manner.

DESCRIPTION OF SERVICES: The Office is responsible for the design, implementation and
administration of Winthrop’s community services and economic development related programs in
response to community needs. The staff consistently seeks funding from federal, state and private
sources with the intentions of promoting community economic and housing development.

STAFFING: Two full-time employees work in the Town Manager’s Office on all community
development initiatives. The Community Services Manager is focused on providing coordination
and support for the various town initiatives and features, cultural and community development
events, tourism coordination with regional and state agencies, including the Winthrop Ferry, the
Farmer’s Market, Walk Winthrop, etc., The Economic Development Manager is focused on
facilitating commercial and residential project development, implementing economic
development strategies, zoning and regulatory initiatives, grant writing and administration, and
other duties as assigned by the Town Manager.

HIGHLIGHTS: Awarded, On-going and Completed Projects FY 2014-2015 ($2,340,487 total)

Ferry Vessel procurement and Operations - On-going to FY 2016 $950,000

Point Shirley drainage and water main upgrades - On-going to FY 2016 $500,000

Coughlin Playground - Completed $200,000

Center Business Redevelopment Design Plan - $8,000

Walk Winthrop trail connections and greenway improvements - Complete $42,000

DLTA for Open Space and Center Zoning ordinance review — Complete $20,000

Green Communities energy efficiencies and green infrastructure - Complete $404,642
Veterans Road & Lewis Lake Drainage Design — Awarded $173,845

DOER Energy Manager Grant — Awarded $50,000

OTHER PROJECTS: French Square Farmer’s Market; Ferry Operational plan
implementation; North Suburban Consortium administration and project delivery for HOME
rehab program; Regional MOAPC public health grant; MAPC Technical Assistance projects
for Regional Health Services and Cultural District Planning; Work with Schools to coordinate
reuse of Middle School and Restoration of Miller Field. Seawall construction along Coughlin
Playground; Other projects including Byrne Law Enforcement Equipment and Program
grants, Harbor Walk Construction, E.B. Newton Preservation, Town Hall Cupola
Preservation, LED streetlights Conversion, Bike Share Program

BUDGET: Funding Targets ($10,000,000 total)

TOWN ATTORNEY/COUNSEL

DESCRIPTION OF SERVICES: Kopelman and Paige is a mid-size Massachusetts law firm of fifty-
five attorneys with our main office in Boston, and additional offices in Worcester, Northampton and
Lenox, Massachusetts. The firm offers a full range of legal services to both public and private sector
clients.

The principal expertise of the firm is the practice of municipal law. Kopelman and Paige represents over
one-third of the cities and towns in the Commonwealth as their City Solicitor or Town Counsel. In
addition, we provide special counsel services to over one hundred additional cities, towns, special districts,
housing authorities and state agencies. The firm also represents regional transit authorities, providing a
similar scope of services in a broad range of areas including labor and employment, contracts, real estate
and land use, environmental issues, construction, and litigation. Kopelman and Paige's experienced team
of trial attorneys has successfully represented both public and private clients in every trial court in the
Commonwealth, at all levels of appellate practice in both state and federal courts, and before
administrative boards and agencies.

9

In addition to our municipal law practice, Kopelman and Paige also provides a full range of legal services
in such areas as real estate, including lending and residential and commercial property conveyance, labor
and employment issues, commercial litigation, as well as assisting private clients in the international arena
in the accomplishment of their business goals.

We are proud of our talented and dedicated staff of attorneys and support personnel. Our practice is
committed to assuring our clients the highest level of legal representation. We are extremely cognizant of
the cost of obtaining expert legal representation in today's market. Our goal of providing a full range of
legal services, while building economies of scale into our practice, enables both small and large clients to
approach legal issues in a proactive, comprehensive, and cost-effective manner.

We invite you to visit the rest of our website for more information about our attorneys and practice areas.

GENERAL PRACTICE:

e General Municipal

see ae © Labor & Employment
° oe e Environmental
e Chapter 40B & 40R — Affordable Housing : Cable Television Licensing
e Real Estate ¢ Marine & Aviation Defense
e §©Contract & Procurement e . International Business

e General Practice

http://www.kopelmanandpaige.com/

DEPARTMENT OF INSPECTIONAL SERVICES

MISSION: The Department of Inspectional Services is primarily responsible for the equitable
enforcement of all public safety codes and regulations pertaining to the use and occupancy of all
dwellings and buildings within the Town of Winthrop. The Department’s charge is to enforce the
zoning, building, licensing and other regulations of the town as they pertain to the occupancy, use
and redevelopment of properties within the Town of Winthrop.

DESCRIPTION OF SERVICES: The Town Council has amended the Code of Ordinances to
consolidate the Building Department and the Health Department into a combined Inspectional
Services Department. The new Inspectional Services Department is comprised of five regulatory
divisions whose aim is to protect and improve the quality of life for all Winthrop residents by
effectively administering and enforcing building, housing, health, sanitation and safety
regulations mandated by municipal and State governments.

The Department is led by a Commissioner of Inspectional Services who is responsible for general
oversight of the office, and will include the following: the Health/Code Enforcement Officer, who
will be primarily focused on health inspections and related duties, the Local Building Inspector,
the Rental Housing Inspector, the Plumbing and Electrical Inspectors, Weights & Measures and
Trash/Dumpster Enforcement. The Departments responsibilities include the following:
Enforcement of the Mass State Building Code, State Sanitation code, Handicapped Access
Regulations, local zoning ordinances, conduct general inspections in the interest of protecting the
public and all other laws and regulations as provided in a statute or ordinance, including but not
limited to the appropriate enforcement and interpretation of zoning ordinances, Board of Health
regulations, Inspector of Gas Piping and Appliances, Building, Electrical, Gas and Plumbing
codes, Alcoholic Beverage Licenses and Regulations, Coin Operated Laundries, Massage and
Bath Establishments, Animal Control Code, Abrasive Blasting, Cemeteries, Smoking, Tobacco
Products, Tanning Devices, Signs , Miscellaneous Street and Sidewalk Regulations, Beaches,
Solid Waste Collection and Disposal, Recycling, Dumpsters , Zoning, Dimensional Regulations,
Environmental performance/ Environmental design review by planning board, Nonconforming
uses, Signs, Swimming Pools, Flood Hazard Control Regulations, Site Plan Review and
Certificates of Occupancy.

BUDGET ISSUES: Addressing blighted neighborhoods and general care of properties,
providing timely action on permits, plan review and inspections. °

STAFFING: 1 full-time Commissioner of Inspectional Services; 1 full-time Health/Code
Enforcement Officer; 1 part-time Local Inspector; 1 part-time Rental and Housing Inspector; 1
part-time Wiring Inspector; 1 part-time Plumbing/Gas Inspector; 1 part-time Weights & Measures
Inspector; 1 part-time Violation Enforcement Officer; 2 full-time clerical staff members.

DEPARTMENT OF PUBLIC HEALTH

MISSION STATEMENT:
The mission of the Winthrop Board of Health is to protect, promote and regulate public health in the Town

of Winthrop. The Board of Health assumes a proactive approach in dealing with the challenges of public
health. ,

DESCRIPTION OF SERVICES:

The Health Department works with the Winthrop Board of Health to regulate and ensure compliance with
the Town and State’s health codes, regulations and laws. The Deputy Commissioner of Inspectional
Services shall serve as liaison to the Board of Health. The Deputy Commissioner provides regulatory
guidance to the Board of Health, works under the direction of the Commissioner of Inspectional Services
and in accordance with the policies set forth by the Board of Health. The Town Manager is responsible for
the overall management and supervision of the Health Department.

GHLIGHTS:

e+ Inconjunction with Massachusetts General Hospital, a Community Health Needs Assessment was
completed and the prominent health issues effecting Winthrop’s residents were identified.

e The Massachusetts Department of Public Health released the results of the Logan Airport Health
Impact Study which highlighted increased rates of respiratory illness in Winthrop. As a result, the
Winthrop Department of Public Health and East Boston Neighborhood Health Center have established
a pediatric asthma education program which was funded through a grant from MassPort.

e With the guidance of MAPC, Winthrop is working with Revere and Chelsea to formulate a regional
public health body known as the North Suffolk Public Health Collaborative in order to share resources
and address unmet public health needs.

e Winthrop Department of Public Health participates in a regional grant with Revere, Chelsea and
Saugus in order to prevent opiate drug use and abuse. Entering the third year of funding, two peer
recovery coaches were hired on a part time basis to serve the residents of Winthrop that need recovery
resources.

e Health inspections of all food establishments and other health department inspections
e Health clinics- vaccination, rabies, blood pressure clinics

e Investigate public health nuisances and complaints

e Public health education and health promotion initiatives

BUDGET ISSUES:

Additional funding for public health programs within the town

GOALS:

e To prioritize public health needs, resources and policy for the Town

e To source for grants to fund public health programs needed by the town
e To enforce Town and State Health Regulations

STAFFING:
Deputy Commissioner of Inspectional Services (as needed), 1 Part Time Public Health Nurse, 3 Members
- Board of Health, 1 Part-Time Inspector, 1 Part-Time Sanitation Inspector

HUMAN RESOURCES DEPARTMENT

MISSION STATEMENT:

The mission of the Department of Human Resources is to promote and support
organizational excellence through effective human resources programming administered in an
environment that embraces diversity, quality customer service and professional development.

DESCRIPTION OF SERVICES: :

The Human Resources Division supports the management of Winthrop toward its goal of effectively
utilizing our most valuable resource ~ our employees. The Department of Human Resources provides
leadership, direction and support to town departments. The department is responsible for administering the
employee benefit programs; providing town-wide training and workforce development opportunities; and,
assist management in ensuring consistent and uniform administration of collective bargaining agreements.

GOALS:

e Design Performance Incentives: The right combination of benefits and incentives to produce desirable
levels of employee performance.

* Boost Employee Morale: Adapt organizational priorities and working conditions so that employees
stay positive ;

e Develop Leaders: Help set priorities for leadership development, especially for future leaders. This
requires providing enough support, including senior mentors, training and professional development
so that managers will succeed. Future leaders need formal paths for increasing their responsibilities as

_ they develop leadership skills.

e Effective Recruitment and Staffing: Do a better job at screening applicants and then provide the best

training possible to turn these employees into assets.

BUDGET:
The HR budget is split between the Town and the School Department. The budget figures below represent
the Town side of the costs. The School Department portion is included in the school budget.

PLANNING BOARD

DESCRIPTION OF SERVICES:

The role of the Winthrop Planning Board is to prepare the Comprehensive Plan, administer
Subdivision Regulations, review special permit applications, and make decisions and
recommendations required by the zoning by-law and the state zoning act in regard to zoning
amendments and rezoning petitions. The Planning Board also analyzes economic, demographic
and development trends occurring in Winthrop and the region to assist the Town Council, town
‘manager and other town departments and committees in planning for the sustainable development
of the community.

Historically, the Planning Board has utilized Town Manager’s Administrative Assistant for
support services (5 hrs/week) and this year the secretary of the Planning Board will be Denise
Quist who is located in the Town Clerk’s office. In FY 2016, in recognition of the new CDB
ordinance we are anticipating development.

HIGHLIGHTS:
e Completed construction of Temple Tifereth Redevelopment, Dalrymple Elder Housing and
Winthrop Cove Assisted Living. :

¢ Worked closely with MAPC to explore changes in Zoning Bylaw to facilitate reinvestment in
Center Business District.

BUDGET ISSUES:

e Insuring staff support available to maintain a transparent and accountable development review
process and plan for future development trends.

e Improve application process, records storage and integration into the comprehensive land
management and regulation effort of the organization.

e Develop communication protocol to provide the Planning Board with a rich and complete
perspective from the professional staff.

e Educate Board members and local citizens on progressive land use and development policies
and strategies designed to accomplish the community’s vision for a strong, sustainable and
diverse community.

e Build capacity to forecast impact, both fiscal and social, of development activity, and
encourage appropriate redevelopment to accomplish Town objectives

STAFFING: 7 Members and 1 Part-time Secretary

ZONING BOARD OF APPEALS

DESCRIPTION OF SERVICES:

The Zoning Board of Appeals consists of three (3) members and three (3) associate members
appointed by the Council President with the approval of the full Council. The Zoning Board of
Appeals grants variances (minor deviations) from the zoning ordinance, issues special permits to
allow activity or construction standards not otherwise permitted by the zoning ordinance and
hears appeals of decisions made by the Building Commissioner. The Board of Appeals also hears
‘appeals for Special Permits for applicants wishing to incorporate a Bed & Breakfast into their
residences.

The Town Clerk’s Office is the liaison for the Board of Appeals. All notice of appeal
applications specifying the grounds thereof must be submitted to Town Clerk’s Office first for
time stamping and.case numbering and then is forthwith transmitted to the Zoning Board of
Appeals Secretary.

The Zoning Board of Appeals Secretary coordinates and prioritizes the multi faceted duties of the
Zoning Board of Appeals with some assistance from the Building Commissioner. The Secretary
schedules and coordinates public hearings, sets agendas, processes petitions for variances, special
permits and appeals and explains the zoning ordinances to petitioners and assist them in preparing
presentations, receives and reviews all applications for hearings, prepares legal notices and
agendas, notifies and communicates with abutters, accepts exhibits, composes decisions and files
all final documents. The Zoning Board of Appeals Secretary transcribes all meeting minutes
verbatim providing a detailed record of its proceedings, showing the vote, indicating such fact
and setting forth clearly the reasons for its decisions, and of its other official actions, copies of all
which shall be filed with fourteen (14) days in the office of the town clerk and the office of the
planning board. The Secretary receives and handles numerous office visits, phone calls, and
emails from Applicants, Attorneys, Board Members, and the Building Inspector.

BUDGET ISSUES:
e Ensuring that there is staff support available to maintain a transparent, accountable
development review process.

GOALS:
e Improve application process, records access, and storage and integration into the
comprehensive land management and regulation effort of the organization.
¢ Develop communication protocol to provide the Zoning Board of Appeals with a rich and
complete perspective from the Professional staff.

STAFFING: 1 Part-Time Secretary

CONSERVATION COMMISSION

MISSION STATEMENT: To preserve, develop and enhance our communities' wetland
resources.

DESCRIPTION OF SERVICES:

The Conservation Commission is responsible for preserving, protecting, restoring and enhancing
the community’s natural resources. In Winthrop, the Conservation Commission serves the
community as custodian of 55.29 acres of conservation land and works at acquiring additional
land for conservation purposes. The Commission advocates for the Town’s open spaces and
administers the State’s Wetlands Protection Act (G.L. Ch.131, $40) in addition to the Town’s
ordinance for Wetland Protection.

The compliance activities of the Conservation Commission require a secretary who performs (at a
minimum) the following: administer the Wetlands Protection laws, coordinate administration of
the filings, manage all correspondence (electronic, paper, etc.), schedule meetings and coordinate
‘Commission investigations.

[All wetland fees are deposited into a “Wetland Protection Fund” and any payments for a
violation fine issued by the Conservation Commission, are deposited into the Town of Winthrop
General Funds.]

BUDGET ISSUES:

e Integrating the Conservation Commission accounting and resource allocation process into the
budget so that there is transparency and accountability.

e Conservation Commission can no longer rely on the fees collected by its application and
permit processes.

STAFFING: | Part Time Clerk

PUBLIC SAFETY

Emergency Management
Animal Control
Police
Fire

Parking Hearing & Enforcement

EMERGENCY MANAGEMENT

MISSION STATEMENT:

The mission of Winthrop’s Department of Emergency Management is to maintain a high level of
preparedness, to protect the citizens of the Town; to mitigate loss of life and vital assets prior to,
during, and immediate aftermath of a disaster; and to facilitate the speedy recovery of the Town
of Winthrop in the mid and long term intervals following a disaster. Technology supported by
MIS Department in conjunction with the Director of Emergency Management.

DESCRIPTION OF SERVICES:

The Director of Emergency Management is responsible for the development of the town’s
emergency response plan and the coordination of all town agencies during declared emergencies.
The Director works with state and federal agencies on issues of Homeland Security and disaster
response. These coordination efforts encompass the areas of planning, preparation,.and response
and recovery from emergencies both natural and manmade. All phases require continuing,
proactive interagency efforts to ensure the highest level of service.

The Director also chairs and coordinates the efforts of the Local Emergency Planning Committee
(LEPC), which brings both town and private agencies into the planning and public education
effort. The Winthrop Auxiliary Police Department is also funded under the Emergency
Management budget.

HIGHLIGHTS: .

¢ Managed the Town’s response to the historic snowfall of 2015.

e Department acquired 150 kilowatt generator to power either Town Hall or the High School
(former Middle School) in order to provide emergency power if and when necessary. The
generator is valued in excess of $50,000.

Continued operation of the LEPC/All Hazards Committee.
Continued to develop public education brochures using grant funding.

BUDGET ISSUES:
e Need for staffing support to continue and enhance community preparedness efforts as well as
identify areas needing improvement.

e Evaluation of department funding to ensure adequate support of technical/mechanical systems
in the EOC.

STAFFING:
Emergency Management Director (Stipend in Fire Dept. budget), Emergency Management
Deputy Director stipend position (vacant position)

ANIMAL CONTROL & LOCAL CODE ENFORCEMENT

MISSION STATEMENT:

The Winthrop Animal Control is dedicated to providing the highest degree of service
throughout the Town of Winthrop while maintaining the traditions of impartiality,
professionalism, honor, and integrity.

SERVICE SUMMARY:

The Winthrop Animal Control Officer is responsible for the enforcement of all applicable
Massachusetts General Laws; Codes of Massachusetts Regulations; and municipal
ordinances. The Animal Control Officer works closely with all department head to
achieve compliance.

Over the last year the Animal Control Officer has also taken on additional duties in the
area of code enforcement outside the realm of animal issues. These additional duties that
we also hope to expand upon in the health and building ordinances.

We are requesting full funding for this position as additional duties have been added and
continue to be developed and added.

BUDGET ISSUES:
Provide safe and adequate accommodations for and responsive disposition of all retained
animals.

POLICE DEPARTMENT

MISSION STATEMENT:

The Winthrop Police Department is dedicated to providing the highest degree of law enforcement
service throughout the Town of Winthrop while maintaining the traditions of impartiality,
professionalism, honor, and integrity.

SERVICE SUMMARY:

The Winthrop Police Department is responsible for the enforcement of all applicable
Massachusetts General Laws; Codes of Massachusetts Regulations; and municipal ordinances.
The Chief of Police is responsible for the administration of the Department while working with
the command staff to manage day-to-day operations.

GRANT REDUCTION:

Over the last several years, the Winthrop Police Department has enjoyed additional revenues in
the form of State and Federal grants to offset some budgetary shortfalls. This year, the grants
continued to decrease in availability and size.

With the reduction in grant funding, it will be extremely difficult if not impossible to continue
deploying police officers to specialized events such as:

July 4, Fireworks

Chamber Tree Lighting

Credit Union Halloween Trick-or-Treat Event
Beach Day

Old Fashion Day at the Beach

Memorial Day Parade

STRUCTURAL DEFECTS/CAPITAL BUDGET:

The current economic environment mandates that departments find the money in their budgets for
extraordinary expenses and/or repairs to the building of which we are custodians. However, at the
same time these subsidiary accounts have already been drastically reduced and funded to what is
absolutely necessary and not a penny more. J feel the Town must start to set money aside for
expenses to repair capital structures, which usually arise unexpectedly.

The Police Department has been fortunate to be funded for new windows, which are scheduled to
be replaced this spring. The money originally funded will be insufficient to replace all the
windows but we will have the majority of the windows done.

I am also advocating again for a proactive cruiser replacement plan implemented on a rotating
cycle determined by our fiscal position. Our current reactive approach must be abandoned. I do
understand that the Town Manager has had to delay all capital outlay projects until after free-cash
has been certified. This year cruiser repairs have been significant. I am proud to say that last year
we were able to re-establish a valuable community-policing tool, the police motorcycle.

RESERVE FIGURES:

At first glance, figures for reserve officers might appear inflated; however, the budgeted amount
is anticipation of hiring someone from the reserve rank into a full time position. These figures
also allow for the possibility of an officer who is currently off the payroll to return to that position
when and if appropriate.

BUDGET PRIORITIES:

Liability Protections: In order to continue to reduce liability to the Department and
Town, we will require policy review for each member of the force. Last budget cycle, we
increased the prisoner monitoring devices in the cellblock area as recently required by the
State of Massachusetts Executive Office of Public Safety. However, cameras in the
cellblock still need replacement and it is my hopes that these will be upgraded this year.
Also, as of this April 99% of the supervisors will have completed the FBI-LEEDA
executive training in supervision and management.

Community Policing: Over the last year, the Police Department has concentrated on
community policing techniques. These include implementing a Facebook page and
Twitter accounts, reorganizing the Department’s webpage, re-establishing the Citizens’
Police Academy, and hosting community celebrations like National Night Out. It is my
hope that these efforts will continue over the next fiscal year.

Forensic Training: This training continues to be a priority of my administration. This
year through funding from Homeland Security, two detectives will be trained in
examining cell phones for forensic evidence.

K-9 Unit: Through grant funding a police K-9 dog will be added. This dog will be trained
in patrol work as well as drugs. This will be a great asset to the detectives when
performing their investigations and complement our community policing efforts as well.

DEPARTMENT STRUCTURE:

Over the next several years we will be restructuring the police department supervision to make it
more efficient and more responsive to the community needs. This has been a goal of mine since
taking over as Chief and one that is obtainable in the near future.

FIRE DEPARTMENT

MISSION STATEMENT:

The Winthrop Fire Department is dedicated to protecting the citizens of Winthrop from both fires
and emergency situations, whether they are of natural cause or manmade. The department strives
to respond to all emergencies in the most efficient and professional manner.

Winthrop Fire Department remains committed to providing and delivering these services through
the continued education and training of both fire department personnel and members of the
community, by consistent code enforcement and by maintaining an open, cooperative relationship
with all other town departments and members of the community.

DESECRIPTION OF SERVICES:

The Fire Department is under the direction of the Chief of Department who is appointed by the
Town Manager. The Department’s primary functions are to provide effective and efficient
emergency and non-emergency services including, but not limited to, fire suppression, emergency
medical services, hazardous material incident response, fire inspection/prevention duties,
education, and disaster planning. The department works on a daily basis with the other town
departments in responding to incidents as well as implementing projects and policies that have
been established by the Town Council and Town Manager. The department is constantly
evaluating policies, procedures, and protocols in order to ensure their efficiency. The Chief of
Department also serves as the Director of Emergency Management and is designated as the
Town’s Jurisdictional Point of Contact (JPOC) for the Boston Urban Area Security collaborative
(UASI). Additionally the Chief of Department coordinates Homeland Security Projects while
researching potential grant opportunities.

HIGHLIGHTS:

e The Department is continuing to work with the City of Revere to open a combined
regional 911 center. The center has been awarded over $2 million to support
implementation efforts. The center is expected to open in late fall of 2015.

e The Department responded to 2,983 calls for service.

e Town purchased a new Seagrave Pumper to replace Engine 1, which served the Town as a
frontline piece of apparatus since 1999,

e Department received a capital appropriation of $25,000 to make repairs to the roofs of
both stations in addition to improvements to other various building systems.

e Town received a 2015 F250 pickup truck from the Department of Homeland Security.
This truck will be deployed by both the Fire Department and Emergency Management
Department to support emergency response efforts.

BUDGET ISSUES:

e The FY 2016 budget does not include funding for one vacant firefighter position. This will
reduce fire suppression personnel by one full time position. This will negatively impact
both the Department’s fire suppression capabilities and overtime costs as a result of
regularly needing to backfill.

e FY 2016 overtime is being reduced by $2000 despite deficit spending in this account over
the past several years. Under funding overtime combined with FY15 and FY16 cost of
living increases and a vacant firefighter position will almost certainly lead to record highs
in overtime in FY16.

e The biggest challenge the Department continues to face is the aging buildings. The Town
will need to continue to make significant investments in both stations in order to maintain
them as operational facilities. Replacement or complete station renovations should be
discussed in order .to

e Meet 21st century needs and ADA requirements. A Fire House Study Committee will
need to be created and organized in FY 2016.

STAFFING:
1 Fire Chief, 5 Captains, 4 Lieutenants, 23 Firefighters, 1 Clerk

MUNICIPAL ENFORCEMENT/PARKING HEARING OFFICE

DESCRIPTION OF SERVICES: .

The Office of the Parking Clerk (OPC), also known as the Municipal Hearings and Enforcement
Office, is responsible forthe collection and adjudication of fines and fees resulting from the
issuance of parking tickets as well as non-criminal violations. OPC is also responsible for the
development and maintenance of the ticket fine structures and by-laws and ordinance that govern
parking and non-criminal ordinances. The OPC holds parking hearings in accordance with MGL
Ch. 90 on all written appeals received within the allotted timeframe. Work in conjunction with
the Winthrop Police Department on addressing parking issues. Work with Inspectional Services
Department and the Harbormaster’s Department on addressing non-criminal citations. All non-
criminal violations are now heard by the Town of Winthrop.

OPC has received required training to hear non-criminal appeals and has received proper
authorization to perform the additional duties of the non-criminal appeals officer.

Parking enforcement is performed by the Police Department. A transfer of $27,755 is made
annually from this account to the Police Department budget. $16,000 is budgeted for a Hearings
Officer for appeals.

BUDGET ISSUES:

e Anticipate an increase in costs for postage and mailing supplies due to increased appeal load in
the office.

¢ Developing a long-term strategy for collections, public awareness, and meeting customer
service requests.

e Increasing the Hearings Officer hours from 12 to 16 per week. The purpose of this increase is
to accommodate additional duties for the processing and hearings for non-criminal appeals.

STAFFING: 1 Part-Time Parking Hearing & Enforcement Officer (P/T: 16 hours/week)

PUBLIC WORKS

DEPARTMENT OF PUBLIC WORKS
' Highway Department
Cemetery

Building Maintenance

DEPARTMENT OF PUBLIC WORKS OVERALL OPERATION

MISSION STATEMENT:

The Winthrop Department of Public Works conducts a variety of services vital to the community.
These services include the maintenance of streets, sidewalks, trees, signs, streetlights, sewers,
water distribution, storm drains and public grounds. Service also includes the oversight of the
curbside trash and recycling contract and general engineering and public safety assistance as
needed in coordination with other Town departments. We strive to conduct our work in a cost
effective, safe and professional manner. We are committed to achieving high quality, responsive
results.

DESCRIPTION OF SERVICES:

The Department of Public Works (DPW) general operational structure consists of activities
funded by the general fund and those funded by enterprise accounts. In total the department
consists of 36 full time employees. The portion of the department funded with general funds
includes the highway, cemetery, and building maintenance divisions. These divisions represent
about 50% of the total work force. The enterprise accounts fund both the sewer and water
divisions.

The Director of Public Works is responsible for the departments overall operation. On the
management level the Operations Manager, Facilities Manager, two Highway Superintendents .
and a Grounds Superintendent assist him. The Director is responsible for staffing, budgeting,
program development, project planning, and compliance with all applicable rules and regulations.
The Operations Manager prioritizes and oversees the work, administers the permitting program,
conducts and monitors division safety training and assesses equipment and material needs. The
Facilities Manager coordinates and oversees the custodial duties, the maintenance schedule of all
Town and school owned building equipment, and all special projects that occur within all town
owned facilities. The Highway and Grounds superintendents assist with the assignment of work
and oversee the daily progress.

BUDGET ISSUES:

e Costs associated with unfunded regulatory changes such as revised diesel emissions
standards, storm water reporting requirements (NPDES), Water systems assessments and
other government reporting requirements

e Continued escalation of materials such as gravel (30% increase), cast iron structures (15%
increase) asphalt (20% increase) and cement (10% increase)

e Continued escalation of oil and gas relates costs, as well as, utility costs

e Increased healthcare, insurance and MWRA assessment charges

e Costs of maintaining an aging fleet

HIGHWAY DEPARTMENT

DESCRIPTION OF SERVICES: The Public Works Director is responsible for the overall
management of the Highway Department including, licensing, regulatory reporting, staffing,
procurement, and public project oversight. As a result of a reorganization initiative, the Highway
Department is responsible for all water, sewer, and drainage functions. Financially the water and
sewer departments continue to be separated to allow for management of the associated enterprise
accounts. The Operation’s Manager and the Highway Superintendents assist the Director with the
daily operations of the department. The Operations Manager prioritizes and oversees the work,
administers the permitting program, conducts and monitors department safety training and
assesses equipment and material needs. The Highway Superintendents assign the work and
oversees the daily progress.

Department responsibilities include: Management of curbside trash collection and the recycling
contract, operation of public space trash collection and disposal, operation of periodic household
Hazardous Waste (HHW) disposal program, beach cleanup and maintenance, sign installation and
replacement, traffic controls, traffic lights, street lighting, sidewalk and street repair, snow
plowing and removal, and the maintenance of Town vehicles and equipment. Additionally, the
department is responsible for the operation of the Town’s fueling station and service garage. A
portion of the Highway Department staff maintains the Town’s public spaces including 10 parks,
8 miscellaneous parcels of land/rights of way, 6 building grounds, 4 school grounds, as well as,
the care and management of approximately 2,550 public shade trees.

The overall budget request for the DPW Highway is approximately 5%, or $90,000 over FY15
primarily due to an annual increase in the trash contract and wage adjustments associated with the
union contract. After a vigorous audit of personnel and resources being used throughout the
consolidated department, the highway division is also taking on a bigger salary obligation for the
rink / fields technician (20%) and two half positions that were once covered entirely by the Sewer
Enterprise fund.

CEMETERY DEPARTMENT

DESCRIPTION OF SERVICES:

The Cemetery Department is under the supervision of the Director of Public Works, who is
responsible for staffing, procurement, budgeting, and the department’s overall operation. Both the
Operations Manager and the Cemetery & Grounds Superintendent assist the director with the
department’s daily organization. The Operation’s Manager assesses staffing, equipment, and
material needs, in addition to overall progress. The Superintendent is responsible for the daily
operations, including balancing the workload, maintaining permanent records, and the response to
requests for service. The Department also works closely with family representatives and funeral
homes to make burial arrangements and broker the sale of land and graves.

The majority of the department’s workload is associated with interments and with their
stewardship of over twenty acres of land. This includes the cutting of the lawns, hedge trimming,
weeding, tree pruning, and manicuring of the cemetery grounds. Additionally, the Department is
responsible for the management and organization of the Town’s compost drop off center.

The overall budget request for the Cemetery Division is approximately $30,000 over FY15
primarily due to contractual pay adjustments and small increases in the supplies & equipment and
contract services lines. For the third year in a row, these two expenditure lines were depleted at
the end of the second quarter.

All other line items in the Cemetery budget remain level funded from FY15.

PUBLIC FACILITIES DIVISION of DPW

DESCRIPTION OF SERVICES:

The Public Facilities division falls under the direct supervision and budgetary control of the
Director of Public Works and is managed daily by the Facilities Manager. This division is
responsible for the custodial services and maintenance of the Town Hall, the Police Station, the
Library, the Public Facilities Building, the Senior Center, the Ferry Terminal, and the EB Newton
Cultural Center, as well as, all school buildings. The staff consists of the Facilities Manager, a full
time maintenance foreman, a full time building maintenance technician, 2 full time custodians
and the full staff (13) of school custodians. The Facilities Manager oversees hired contractors and
is also responsible for purchasing of stock and supplies, planning seasonal maintenance, and
overseeing work quality.

The overall budget request for the Building Maintenance Division has increased by
approximately $77,000 over FY15. This increase is the result of creating a Maintenance Foreman
position mid-year, contractual pay adjustments, and small increases in the supply & equipment,
contract services, and utilities expenditure lines.

Please see the Exhibit on Public Facilities for more detail.

ENTERPRISE FUNDS

SEWER DIVISION

WATER DIVISION

HARBORMASTER

RINK

PARKS AND RECREATION

WATER DIVISION

MISSION:

The Water Division of the Winthrop Department of Public Works (DPW) operation is charged
with providing safe, high quality water to continuously meet the health and fire protection needs
of the Town. It is our obligation to meet or exceed all State and Federal standards, to be
responsive to our customers and to operate a professional and financially sound operation.

DESCRIPTION OF SERVICES:

The primary service provided by the water division is that of assuring immediate delivery of safe,
high quality water at a reasonable cost and maintaining or improve the existing infrastructure to
guarantee a long term reliable and efficient operation. The Town consumes on average about 1
million gallons of water per day, with seasonal daily peaks around 2.5 million gallons. The
system has been analyzed to be able to provide up to 8 million gallons per day, with the pipe
network being the limiting factors in most neighborhoods.

The division employees 7 full time staff, including an operations manager, a billing clerk, a
working foreman, a general foreman, three technicians, and a billing clerk. In addition to this core
group, 1/3rd of an employee for the positions of DPW director and mechanic foreman and an
administrative clerk allotted to this division. Three of the staff are licensed with the State and
undergo annual training programs that facilitate the operation of water system and assure
compliance with regulations. The system operates as 100% wholesale purchaser of water from the
- MWRA and provides emergency services 24 hours per day, 365 days per year.

The responsibility of the DPW operations lies with the Director. The Director is in charge of
staffing, budgeting, program development, project planning, and compliance with all applicable
rules and regulations. The Operation Manager prioritizes and oversees the work, administers the
permitting program, conducts and monitors division safety training and assesses equipment and
material needs. :

The division maintains and reads 4,680 meters, four times a year, operates and services about 630
fire hydrants, 46 miles of water mains, a million gallon standpipe and a pressure regulation valve
(PRY) station. The division maintains the records for each of the accounts and responds to turn-
offs /turn-ons, final reads, all sampling and reporting, valve exercising and main flushing, address
updates, and account status, as well as, the cross-connection control program.

The overall budget request for the Water Enterprise fund is approximately 3% or $85,000 over
FY15 primarily due to contractual pay increases and an anticipated increase in the MWRA water
assessment which accounts for approximately 50% of the total budget.

SEWER DIVISION

MISSION:

The Sewer Division of the Winthrop Department of Public Works (DPW) operation is charged
with providing safe collection and discharge of sanitary and storm water flows to continuously
meet the needs of the Town. It is our obligation to meet or exceed all State and Federal standards,
to be responsive to our customers and to operate a professional and financially sound operation.

DESCRIPTION OF SERVICES:

The primary service provided by the sewer division is that of maintaining a collection system for
sanitary and storm drains at a reasonable cost and to assure a reliable and efficient level of
service. In Winthrop, the system collects flow from throughout the Town, pumping
approximately 65% of the sanitary sewer volume to the MWRA for treatment at Deer Island. The
system operates under permit to the MWRA and has 22 connection points to the “north-
metropolitan trunk” line and consists of approximately 36 miles of gravity main. The system has
been estimated to have an average daily flow of about 2.3 mgd and an average peak flow of 3.8
mdg. Engineering estimates indicate a daily infiltration (groundwater) of 0.94 mdg and inflow
(rainwater) of 0.37 mdg. Collectively these are referred to as system I/I.

Of the 22 connection points to the MWRA operated collection system, 18 are simple gravity
driven collection and discharge points. Three moderately sized pump stations and two smaller
ejector type stations lift effluent to allow connection to the MWRA system. Flow at the pump
stations represents approximately 55% of the daily sewer volume and can accommodate up to 4
med.

The division employs 9 full time staff, including two general foreman, a working foreman, three
skilled laborers, three drivers / laborers, and a clerk. In addition, to this core group, 1/3rd of an
employee for the positions of DPW director, mechanic foreman, and a technician are allotted to
this division. All foremen are licensed with the State and undertake annual training programs that
facilitate the operation of sewer system and assure compliance with regulations and one skilled
laborer is in the process of State licensing. The other foreman operates the collection system; the
pump stations and the storm drain system. These systems operate continuously 24 hours per day,
365 days per year.

The responsibility of the DPW operation lies with the Director. The Director is in charge of
staffing, budgeting, program development, project planning, and compliance with all applicable
rules and regulations. The Operations Manager prioritizes and oversees the work, administers the
permitting program, conducts and monitors division safety training and assesses equipment and
material needs. The highway superintendent assigns the work and oversees the daily progress.
Clerical staff maintains the records for all accounts and system modifications.

The overall budget request for the Sewer Enterprise fund is approximately 2.25% or $105,000
over FY15. This increase is due to contractual pay adjustments and the annual increase in the
MWRA sewer assessment. The MWRA sewer assessment accounts for nearly 70% of the entire
sewer enterprise budget.

HABORMASTER DEPARTMENT

MISSION STATEMENT: By providing marine law enforcement, rescue services, boating
assistance, and coordination of the operations of the Winthrop Ferry Service. The mission of the
Winthrop Harbormaster is to ensure that all waterways and town owned waterfront facilities are
used in a safe, environmentally safe, and lawful manner, and that the Winthrop Ferry Service
provides safe and adequate passage for all users.

DESCRIPTION OF SERVICES:

The Harbormaster is appointed by the Town Manager to manage the Landing Town Pier
Maritime Center/Ferry Terminal while providing Public Safety on the waters of the Town. The
Harbormaster’s duties include budget preparation, managing the pump-out contract (CVA), as
well as, providing security to the mooring fields. The Harbormaster also attends meetings with
Coast Guard, State and Federal Governmental agencies and organizations.

The Deputy Harbormasters assist local and visiting boaters within Winthrop’s waterways, while
enforcing the boating rules and regulations of both the Town of Winthrop and the Commonwealth
of Massachusetts. They also provide security and presence for the Terminal Facility and the
Ferry Service.

HIGHLIGHTS:
e Continue Ferry operations
e Expansion of the Marina which includes lobsterman section and fishing docks and increased
transient dockage.
¢ New boat ramp construction by DCR. Repair of perimeter rip rap on the landing.

BUDGET ISSUES
e Continuing development of Operational and Financial Plans with all expansions.
e Developing strategies for short term maintenance and repair, and long-term capital
improvements.
e Developing manpower strategies to manage both marine law enforcement and landside
facilities. (Marina, launch ramp, commercial pier, and parking) .
e Looking for ways to increase revenue to sustain surplus for emergency repairs, if necessary.

STAFFING:

1 Harbormaster (Full-time seasonal)

1 Assistant Harbormaster (Part-time seasonal)

6 Deputy Harbormasters (Part-time Seasonal)
3 Reserve Deputy Harbormasters ‘
1 PT Clerk

RECREATION DEPARTMENT

MISSION STATEMENT: The mission of the Recreation Department is to provide affordable,
self-sustaining programs that offer participants a variety of opportunities for passive and active
recreation. Through play, education, and community-wide special events we grow as individuals
and as a community.

DESCRIPTION OF SERVICES: The Parks and Recreation Department is responsible for
providing activities, classes, events and instruction in a variety of areas to the community of
Winthrop. In addition, this department provides summer programs for Winthrop youth as well as
an Extended Day program during the school year. The Director oversees an Assistant Recreation
Director and an After School Program Coordinator. The Assistant Recreation Director’s
responsibilities include the administrative tasks related to the programs, events, and scheduling.
The After School Program Coordinator is responsible for the extended day program which serves
approximately 90 children as well as the Summer Full Day Camp which serves approximately 55-
70 children on average.

HIGHLIGHTS:

New programs to be offered at Larsen Rink this summer

Parks & Rec Girls Traveling Basketball program (Gr 4-8) replaced CYO basketball
Working with the park committee to raise money for park upgrades

New sports camps this summer

Ongoing CPR offered for ages 15 and up

Ongoing Flag football league for grades 3-8

Partnering with Save the Harbor Save the Bay on educational trips for camp program
After school program shows continued growth despite space issues

BUDGET ISSUES:

¢ Custodial costs for gym usage and rental fees for non-school gyms since availability of school
space is so limited

e Concerns with new space being adequate in size to run & grow our afterschool program and

how that will effect revenues

Cost of coordinating the running of the rink and its’ programs this summer

Park and Field Maintenance cost

Transportation cost — need additional van due to growth of our after school program

Additional staff required for afterschool program because of staggered school pickup times,

use of 2 different locations, and the need to escort children to and from the bathroom

STAFFING: Fulltime: 1 Director; 1 Assistant Director; 1 Program Coordinator

e The Assistant Director and Program Coordinator positions have not had step raises since the positions
were created. Step raises should be initiated to be comparable with like cities and towns.

e Part-time: 75 Students for summer help, 6 class instructors, & 10 afterschool program counselors

RINK

MISSION STATEMENT:

To establish a self-sustaining resource for the Town of Winthrop by providing a quality managed
ice rink for the beneficial use of the community, school department, hockey leagues, and skating
associations.

DESCRIPTION OF SERVICES:

The personnel at Larsen Rink are responsible for providing a well-maintained ice-skating rink in
order to maximize the number of customers within a given season and achieve optimal rental use.
Scheduling and fee collection are key components to a successful enterprise.

HIGHLIGHTS/CONCERNS:

¢ The rink made significant capital improvements to the 5H120 main compressor #1 and 100hp
main motor #1.

e = The rink identified significant structural deficiencies in the steel framing supporting all of the
mechanical equipment (known as the “skid’”). After performing vibration analysis and
engineering consultation these issues were corrected.

e The rink installed a hot water heating system to provide its own water for the zamboni and
showers.

e The rink continues to receive leadership from the Town Council’s Rink Advisory Committee,
as well as administrative support.

BUDGET ISSUES:

e New Zamboni is needed.

e New locker rooms are needed in order to keep the rink as a separate facility from the school
and provide all users with adequate space.

STAFFING:
1 Part-time Director; 1 Full-time Rink Personnel; 4 Part-time assistants; 1 Part-time admin
support

CULTURE & RECREATION

Public Library & Museum

E.B. Newton Cultural Center (Revolving Fund)

PUBLIC LIBRARY & MUSEUM

MISSION STATEMENT: To provide comprehensive free public library services to all citizens
of Winthrop. As an educational institution, the Library supports information literacy, lifelong
learning and self-development among citizens of all ages and socioeconomic circumstances. The
Library has something for everyone.

DESCRIPTION OF SERVICES: The Library provides a variety of print, media and
information services for recreational purposes as well as formal and informal study. These
services include lending of materials such as books, audio/e-books, movies, music, and artwork,
as well as Internet access and computer services, reference, children’s story hours, public meeting
rooms, and educational/cultural programs. The Library also preserves and provides access to its
historical collections via our in-house Museum. .

BUDGET ISSUES: The Library continues to spend some book and programming funds on
building repairs. This past year we converted from oil to gas heat, which will deplete our utilities
line item prematurely, yet eventually will hopefully prove to be a cost savings measure for
utilities in the future. We were fortunate to be able to have ADA complaint doors installed at both
entrances. A modest reserve of State Aid funding saved for many years kept us from having to
cease collection development efforts; but we also have used this funding for non-collection items.
This winter we needed to protect our facility and collection by clearing snow from the Hyde
addition flat roof by using funds from the state aid dedicated account for the library. We are also:
further depleting the State Aid account for a cabling project for our new phone system, which also
should prove to save utility funds going forward. Budgetary restrictions have forced the Library
to operate at minimally accepted levels of open hours since early 2009. Continued underfunding
will threaten eligibility for state certification since our underfunding requires a request for
waivers for the last several years; we do not know what the future holds for such waivers and how
often they will be granted for us. While we have been among the fortunate municipalities which
have received waivers, a negative consequence of requiring a waiver due to less than full
compliance with state library budgeting mandates is that it results in a limit to the amount of state
aid to public libraries funds we can receive and thus hinders our ability to provide optimum
public library resources for our patrons.

HIGHLIGHTS:

e The Library, to be 80% compliant with state requirements must be open 40 hours a week, and
we barely exceed that at only 40.5 hours per week averaged over the course of the year. To
make 100% compliance we would need to be open a minimum of 50 hours per week. This
could be obtained by having Monday hours once again. In order to do this we would have to
hire more staff and/or increase some current staff from part-time to full time.

e State aid for our library is only at the 75% level due to minimum compliance with our
number of hours open to the public. For FY 15 alone, this means a reduction of $5474.32 in
state aid, the fund that has helped to sustain us in these past lean years. Just this winter we
were able to tap into our dedicated state aid fund to pay for removal on snow on the flat roof
of the Hyde Wing of the building and thus protected the assets in our building.

e Through our continued membership in NOBLE (North of Boston Library Exchange) we have
the benefit of sharing in the acquisitions of our fellow member libraries for the use of our

patrons. As a certified library, we also have the benefit of the reciprocity policies of most of
the libraries in the state.

We have been able to meet our state requirement of spending 15% of the total budget on
books, periodicals, DVDs and other materials that circulate. This has also helped us to remain

. certified and thus eligible for the reciprocal borrowing policies of libraries in our consortium

(NOBLE) and throughout the state.

At present, our museum is sporadically maintained. A few, very dedicated volunteers with
museum backgrounds offer assistance, but the museum room should receive consistent
attention from paid staff in order to properly catalogue, preserve and maintain its treasured
offerings.

Current minimum staffing at the library results in no depth to the workforce to adequately
cover for the inevitable occasional absences of staff. The library staff consistently steps up in
these circumstances to provide the best service possible for our patrons, but at times, to the
detriment and/or postponement of other duties. The currently vacated (effective January 31st)
position of Assistant Director/Reference Librarian has left a void that remaining staff must do
their best to fill.

GOALS & OBJECTIVES:

Earn state certification by exceeding the bare minimum 80% standard for open hours (80% = |
40 hours, 90% = 45 hours, 100%= 50 hours) for the first time in over 5 years.

Assure basic and consistent customer service by investigating ways to eventually fill part-
time positions that have been cut over the years. Paging positions are sorely needed. We
currently have some of this work done by a volunteer assigned by the Senior Tax Abatement
program. A real benefit of hiring part-time paging staff would be to encourage young people,
who might fill these part-time, after school positions, to be the productive full time library
employees of the future.

Seek supplemental budget funds to make needed building repairs and improvements,
including, handicap access to all meeting rooms and children’s areas, security system
installation, interior paint and wood restoration, and window replacements or repairs, as well
as steps to insure energy conservation.

Utilize personnel funds to hire a director and assistant director at competitive wages to
stabilize the smooth operation of the library.

Hire staffing to adequately run the museum operation, whether by hiring a part time archivist
or by assigning those duties regularly to a reference librarian/assistant library director.
Restoration of adequate coverage by custodial staff to a full time positon. Currently, the
library is assigned approximately .25 FTE custodial coverage. In a building utilized by the
public for 40 hours per week, much more custodial care is required. Due to the treatments
required on the grounds outside the building during the winter months, the inside custodial
needs suffer. Another downside of the nature of a shared custodian is that the person assigned
must prioritize needs of all buildings within his/her assignment which leads to immediate
issues being addressed which can lead to regular cleaning regimens being interrupted
continually.

STAFFING: Eleven personnel (6 full-time and 5 part-time for 8.1 full-time equivalent staff):
Director, Assistant Director / Reference Librarian, Children’s Librarian, Circulation Supervisor,
Technical Services / Information Technology Supervisor, General Library Assistant and an

elected Board of Library Trustees. The library also lists a part-time staff consisting of three
computer operators, an administrative assistant, and a custodian.

E.B. NEWTON CULTURAL CENTER

MISSION: The E.B. Newton Cultural Center provides a central location in the town to house and
cultivate the cultural, historic and artistic aspirations and activities of the community.

GOALS:

The Cultural Center should establish a non-profit organization for fundraising and program
support

Update the heating system in the building so it is more efficient
Complete the roof repairs necessary to stop all leaking in the building

HIGHLIGHTS:

Retained all tenants and maintained full occupancy

Completed Heritage Room and it is now ready for Public use

Roof repairs for the right side of the building have been completed with the assistance of grant
funding

Three successful art festivals and a large number of positive art gallery shows have been
exhibited along with Drum Circle performance

Lyceum Room continues to be actively utilized for public meetings and program events

Girl Scouts has utilized the space on the weekends to hold their troop meetings

We partnered with the Temple and they have utilized our first floor meeting rooms to hold
their religion classes each week

STAFFING: Administrative support from Town Manager’s Office; Part-time maintenance from
Facilities Department along with the Facilities Manager overseeing the main projects.

Note: Requires separate Town Council motion per MGL Ch. 44, Section 53 4.

HUMAN SERVICES

Veterans Agent

Council on Aging

VETERAN SERVICES

MISSION STATEMENT:

The Mission of the Town of Winthrop’s Veteran Services is to ensure and preserve the rights and
maintenance of the services, benefits, and entitlements due to any veteran under the fair and
impartial application of the law (Chapter 115) without regard to race, color, creed, sex, age or
station in life.

DESCRIPTION OF SERVICES:
The Winthrop Veterans Community consists of over twenty three hundred, Veterans from World
War II through the current War in Iraq.

The Veteran Services department is mandated by the Commonwealth of Massachusetts to
administer Chapter 115 State funds to qualified Veterans who are in need of temporary assistance.
Applications for assistance are handled by the Veteran Services office and are investigated and
monitored on a weekly and monthly basis.

The Veterans Agent assists veterans in correctly completing V.A. forms, such as pension forms,
service-connected disability applications, upgrades, appeals and applications for the State
Veterans Homes.

The Veteran Services office maintains all flags for Veteran’s graves and oversees the annual
Memorial Day, Veterans Day and Flag Day ceremonies. The Veterans Director is responsible for
grave markers and the maintenance of the Veterans Graves.

GOALS:
e Ensure effective outreach and communication to local veterans.

STAFFING:
e 1-Veterans Agent

COUNCIL ON AGING

MISSION STATEMENT: .

Through activities, programs, and services, the Council on Aging (COA) encourages and
promotes independence to our senior community. It is the mission of the COA to enhance the
quality of life and promote the dignity of all of our senior citizens that live within the Town of
Winthrop.

DESCRIPTION OF SERVICES:

We are a multi-faceted agency addressing many issues concerning the elderly. At the Senior _
Center, senior citizens can enjoy a wide variety of programs/activities including: art classes,
aerobic dance class, Bingo, Yoga for Arthritis, Tai Chi, arts & crafts, movies, line dancing, tap
dancing, Senior Lunch Program, health programs, support groups, bowling, Senior Choral group,
Zumba Exercise Gold, day and over-night trips, computer classes, Italian/Spanish classes, and _
many other enjoyable activities.

On a more serious note, our Outreach Coordinator visits homebound elders within the
community, assesses their needs, and refers them to necessary agencies for assistance. We
provide van transportation to medical appointments, and locally for food shopping, hair
appointments, mall shopping, and to and from the Senior Center. The Senior Lunch Program
provides a warm meal to approximately 25-45 elders Monday through Friday at the Senior
Center, and also, through the Meals on Wheels Program, over 130 people who are homebound in
Winthrop receive a warm meal Monday through Friday as well.

HIGHLIGHTS:

FY 15 was financially a better year for the Council on Aging/Senior Center. There were no
threats of closure and with a generous donation from Partners Health, we are in a more stable
financial position. Coupled with several fundraisers and activities sponsored by the Council on
Aging, we finally feel more secure. For the past several years, we have wanted to change the front
doors of the Senior Center to make them handicapped accessible, but lack of funding did not
allow us to make the change. Because of Partners generosity, we are having new handicapped
doors installed. This will make it much easier for those. who are in wheelchairs, have walkers or
canes to enter our building. Also, new blinds were installed in every window of the Senior Center,
the interior of the building is being painted and we are purchasing all new tables and chairs. The
donation from Partner’s Health has enabled us to bring to fruition, several projects that have been
on hold for years. In addition, the Senior Center is on the town’s Capital Improvement Plan to
have new heating/cooling units replaced.

Another major accomplishment was the addition of a Program/Activities Coordinator at the
Senior Center. Because the town is now funding most of our Outreach Coordinator’s salary,
which was grant funded for over ten years, this freed up funding to hire a Program/Activities
Coordinator which we were in desperate need of. Many Councils on Aging already have this
position established which helps with the scheduling of activities, programs and working with
COA volunteers. Because we have experienced growth at the Senior Center and with the addition
of the “baby boomers”, this new position wil! enable us to add additional programs for all to
enjoy whether their 60, 70, 80, or 90.

Twenty years ago, Senior Centers were places where the 70-80 year old citizens gathered to play
bingo, line dance, or play card games. Although we still offer those activities, the dynamics have
changed drastically. The world’s population has exploded in the last 50 years with unprecedented
growth that will catapult our numbers over the 7 billion mark. But birthrates aren’t up, longevity
is. With life expectancy rising, a global aging trend-accompanied by social, economic and
political consequences — it is here to stay. Average life expectancy for a human being born today
is 67.6 years. In 1950 it was 46.6 years: in 2050 it will be 75.5 years. People 60+ will outnumber
those under 15 for the first time in 2045. The number of people 100+ will increase 900% between
now and 2050, from 455,000 to 4.1 million. Among those 60+, the fastest growing population is
the “oldest old” ~ that is, those age 80 and older. That group is growing 4% annually.

As mentioned previously, years ago, Senior Centers/Councils on Aging were all about bingo and
line dancing, however, the dynamics have changed drastically. We are now dealing with the more
serious sides of life with issues concerning: housing, health and medications, mental health-
depression, anxiety, panic disorder, bi-polar, hoarding etc., drug abuse, elder abuse, financial
abuse and exploitation, seniors who have no family members or friends and face their issues
alone, transportation problems, food problems-due to lack of funds and those facing
homelessness. New hoarding situations are being brought to our attention each week, and our
Outreach Coordinator is always collaborating with the Fire Department, Police Department and
the Board of Health to help rectify these problems.

This past winter, has been the worst winter for our senior citizens. We cancelled many programs
at the Senior Center as seniors could not get out of their homes due to the massive amounts of
snow that piled up. Through our outreach efforts though, we were able to help many with delivery
of food, helping with snow removal, getting them to doctor’s appointments, and emotional
support. We hope that we never see another winter like this as it has been devastating for
everyone, especially our older citizens.

STAFFING: ;

1 Full-time Director, 1 part-time Staff Assistant (16 hrs.), 1 part-time Staff Assistant (24 hrs.)
paid through appropriated funds, 1 Outreach Coordinator — (35 hrs.) 25 hours through town
funding and 10 hours paid by HUD funding through an MOU with the developers of the
Dalrymple School Project, 2 part-time Van Drivers (12-25 hrs./wk. who are paid with funds
raised for the Revolving Account.) 1 Activity/Program Coordinator (15 hrs./wk.)

Anticipated Staffing: 1 part-time Recreational/Activities Coordinator funded through the Mass
EOEA Grant

CAPITAL IMPROVEMENT
PLAN

Attached is the Town Manager’s 5-Year Capital Improvement Plan Recommendation. This
Schedule of capital needs includes recommended prioritization. This document is a tool for the
Town Council to assist in the capital improvement decision making process.

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FY15 Capital Purchases/Commitments

Parks Repairs
Total FY15 Capital:

8,000
608,789

[item {Amount Source™
Engine Truck Replacement FY17
Cruiser/Utility vehicle replacement 36,000/FY15 Budget
Sidewalk Replacement Program 35,000/FY15 Budget
Replacement of Fire protection Gear for 33,000
firefighters (turnout gear) FY15 Budget
Firearms Replacement 32,000/FY15 Budget
Repairs to Center and Beach Fire Stations 25,000

FY15 Budget
80 New Trees 20,000] Other Sources
ADA Doors 14,000] Other Sources
ADA Compliant Doors 12,000]Other Sources
SUV Truck - Chief's Truck 9,900] Other Sources
Oil to Gas Conversion (New Boiler) 7,000] Other Sources
New Phone System 6,000]Other Sources
Fibe Optic Cable for Auxilary Police area 5,500] Other Sources
Treasurers Cash Draw System 3,000] Other Sources
Flat Screen TV in the Harvey room 2,500] Other Sources
Police Station Window Replacement 37,000) Capital Stabilization
Town Records Scanning project 25,000! Capital Stabilization
One DPW Trucks 40,000! Capital Stabilization
Coughlin park playground equip 42,500) Capital Stabilization
Playground at GFB 10,000|Capital Stabilization
EB Newton Roof Repairs 3,729|Free Cash
Vault Storage Container 3,000/Free Cash
Townhall Bldg Improvements 43,000] Free Cash
EB Newton East Roof Masonry Repairs 15,000}Free Cash
Townhall Emergency Back-up batteries 6,300|Free Cash
Disaster Recovery System (Townhall) 10,500|Free Cash
Voting Booths 3,860|Free Cash
Chromebooks 20,000}Free Cash
Asphalt restoration snow recovery 80,000|Free Cash
DPW Materials and Supplies 20,000)GF - Council Reserve

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DEBT SERVICES

Debt Services

DEBT SERVICE

MISSION STATEMENT:
Maintain buildings, infrastructures and capital equipment by financing capital assets and
improvements over their useful lives.

DESCRIPTION OF SERVICES:

The CFO and Treasurer provide support and estimates for the capital projects. In general the
town has taken a conservative approach to borrowing and incurring debt. Capital improvement
and the overall infrastructure of the town have suffered. The success of any business or
governmental agency is contingent upon a commitment to capital investment. It is essential that
the town commit resources or funding mechanisms to support its infrastructure.

The list of bonding projects is attached.

HIGHLIGHTS:

e The State imposes a standard debt limit of 5% of a municipality’s total equalized value
(MGL, Chapter 44, Section 10). Based on this criteria the Town of Winthrop’s debt limit
would be approximately $90 million,

e As of June 30, 2014, our outstanding debt totaled $10,002,658 (Combination of General Fund
and Enterprise Fund).

e During FY15 the Town witnessed its largest debt issuance of approximately $36 million for .
the funding of the Middle/High School Project. The blended interest rate for this borrowing is
approximately 3.2%. By securing low interest rate borrowing for this project, the Town is
saving the taxpayers approximately $8 million over the life of the debt as compared to initial
estimates.

¢ Bond rating for Town of Winthrop is AA- (S&P)

STAFFING: Treasurer and Finance offices

Town of Winthrop, Massachusetts
Outstanding Long Term Debt
Projected as of June 30, 2015

Aggregate Debt Service

Date Principal Interest Total P+]
06/30/2015 - - :
06/30/2016 1,684,036.00 1,903,985,10 3,588,021.10
06/30/2017 2,148,036.00 1,442,070.00 3,590, 106.00
06/30/2018 2,120,260.00 1,386,145.00 3,506,405.00
06/30/2019 2,120,260.00 1,330,045.00 3,450,305.00
06/30/2020 2,137,960.00 1,273,895.00 3,411,855.00
06/30/2021 2,202,960.00 1,209,795.00 3,412,755,00
06/30/2022 1,687,960.00 1,143,825.00 2,831,785.00
06/30/2023 1,577,500.00 1,082,675.00 2,660, 175.00
06/30/2024 1,567,500.00 1,015, 100.00 2,582,600.00
06/30/2025 1,600,000.00 955,350.00 2,555,350.00
06/30/2026 1,335,000.00 881,725.00 2,216,725.00
06/30/2027 4,395,000.00 818,250.00 2,213,250.00
06/30/2028 1,450,000.00 761,925.00 2,211,925,.00
06/30/2029 1,495,000.00 717,975.00 2,212,975.00
06/30/2030 1,546,000.00 671,300.00 2,216,300.00
06/30/2031 1,595,000.00 621,781.25 2,216,781.25
06/30/2032 1,645,000.00 570,025.00 2,215,025.00
06/30/2033 1,695,000,00 516,662.51 2,211,662.51
06/30/2034 1,750,000.00 461,693.76 2,211,693.76
06/30/2035 1,810,000.00 402,556.26 2,212,656.26
06/30/2036 1,870,000.00 339,968.76 2,209,968.76
06/30/2037 1,935,000.00 : 274,487.50 2,209,487.50
06/30/2038 2,005,000.00 206,668.76 2,211,668.76
06/30/2039 2,080,000.00 132,900.00 2,212,900.00
06/30/2040 2,160,000.00 §2,687.50 2,212,687.50
Total $44,611,472.00 $20,173,491.40 $64,784,963.40

Selected , Par Amount
Issues Outstanding
Febuary 15 2008 -Ice Skating Rink (I). 320,000.00

February 15 2008 -Cemetery Walls (1). 150,000.00
February 15 2008 -Pier ())...... 265,000.00
February 15 2008 -Seawalls (I). 30,000.00
February 26 2009 MWRA Water (0) 129,200.00
December 15 20114 (IE).......... 2,595,000.00
dune11 2012 MWRA Water (0) 1,493,220.00
June 11:2012 MWRA Sewer (I) 145,552.00
February 25 2013 MWRA Water (0). 600,000.00
September 9 2013 MWRA Water (0) 247,500.00
September 18 2014 (OE).......... 24,000,000.00
March 12.2015 -Cur Ref of 3 15 05 - School (IE). 2,903,000.00

42,033,000.00

March 12 2015 -Middle/High School (OE)

TOTAL. oc essescsnesssessennesesesecsanesnses sesnenesaeecrennesnseensenesasees — 44,611,472.00

Final Maturity
Date

2115/2021
2/15/2018
2/15/2021
2/15/2018
2/15/2019
11/1/2020
§/15/2022
5/15/2017
2/15/2023
8/15/2023

9/1/2039
3/15/2025
3/15/2040

FY16 Debt
Service
Payment

62,540.00
56,250.00
50,355.00
11,250.00
32,300.00
470,850.00
170,460.00
72,776.00
75,000.00
27,500.00
1,499,669. 10
345,810.71
713,260.29

3,588,021.10

FirstSouthwest
Public Finance

EMPLOYEE BENEFITS ~

Employee Benefits
Shared Expenses

Retirement

EMPLOYEE BENEFITS

MISSION STATEMENT:
To provide health and other insurance related benefits to all town employees including retirees,

DESCRIPTION OF SERVICES:

The Human Resource Office administers health and dental insurance to town employees through
Group Insurance Commission (GIC), Currently, the Town contributes 85% towards health plans.
The Town does not presently provide any premium assistance towards dental insurance. The
Town Joined the GIC by a unanimous vote by all town unions in September 2007, with an
effective date of July 1, 2008. In September 2013, all town unions voted to extend this agreement
through June 30, 2020. The adoption of the GIC insurance has resulted in significant premium
reduction for employees and substantial savings for the town.

HIGHLIGHTS:

¢ Health Insurance costs will increase by approximately 7% in FY16; this represents an
appropriation increase of $402,000

e Health Insurance costs continue to be a budget concern due to the increased number of
employees joining the GIC benefits plan and increases in health insurance costs

¢ The FY16 budget includes $50,000 in funding for Other Post Employee Benefits (OPEB).
GASB 45 requires the calculation and recording of OPEB costs as a liability on the financial
statements. This is our second year of funding this liability. This funding represents a very
small amount relative to the total liability ($15.7 million)

© Options relative to a long term strategy for funding this liability should be analyzed
during FY16

STAFFING: HR Office with financial support from the Treasurer’s Office and Finance Office _

SHARED EXPENSES

The shared expenses budget consists of line items that are appropriated for streetlights, heating
oil, gasoline, diesel, general insurance and telephone service. All Town departments benefit from
the products and services. Departments outside of the general fund (Enterprise funds and
revolving accounts) contribute to the funding of these line items, generally referred to as charge
backs. The Town Accountant administers these line items throughout the year.

Streetlights

Street Lights ~ The Town is currently working with Siemens Industries Inc. to undertake a
conversion of our municipal streetlights from High Pressure Sodium fixtures to LEDs. This
conversion is projected to save the town a significant amount of money in annual utility costs.
However, since the most likely funding mechanism to complete this conversion is a tax-exempt
municipal lease, we are recommending at this time that the Streetlights line item in Shared

Expenses be maintained at its current level, so that the savings in the utility expense can be used

to fund the lease payments to the contractor.

Gasoline/Diesel- The gasoline contract is bid annually and the price is generally about twenty
cents less that what one would pay at the local gas station.

General Insurance- The Town purchases the majority of its insurance through the Massachusetts
Interlocal Insurance Association (MITA). :

Heating Fuel — The supply of heating fuel is purchased through National Grid.

Telephone — We have converted to a Voice of IP phone system and have switched our primary
telecommunication provider from Verizon to EarthLink.

RETIREMENT

MISSION STATEMENT: To maximize assets return to ensure that present and future retirees are
afforded a stable source of pension and benefit payments.

DESCRIPTION OF SERVICES:

The Winthrop Contributory Retirement Board “WCRB” consists of five board members. Two members
are elected from present members and retirees of the retirement system, one member is appointed by the
town council, another member is appointed by the retirement board members and the Finance
Director/Town Accountant by statute is the ex-officio member. The retirement board oversees the
operations of the entire system.

As of December 31, 2014 the WCRB had assets totaling $54.8 million (Up from $50.9 million as of
December 31, 2013).

The unfunded pension liability as of December 31, 2012 (last PERAC valuation) was $18.9 million. The
retirement system expects to be fully funded by 2028. Presently there are 184 members receiving benefits | ”
and 247 members active in the system.

The Pension Reserve Investment Trust (PRIT) is the administrator of all town retirement funds. PRIT is
managed by the State Treasurer and appointed board members.

The retirement office employs one administrator, who is responsible for payroll, accounts payable and
accounting for investment transactions. The retirement administrator also provides pension and benefits
consulting to present and future retirees.

HIGHLIGHTS:

e@ The Funding Schedule is 12 years ahead of the allowable limit of 2040

e Rate of return for CY2013 was 14.7%

e FY15 Budget includes $50,000 to fund our Other Post-Employment Benefits (OPEB)
Liability. This is the second year that funds will be set aside to fund this growing liability.