Part 4: addendums
Town of Winthrop · from the Town's website · 131 pages · 5.1 MB
open the file ↗ · original at the source ↗
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DOR AtA Glance Report for Winthrop
17,940
2012 Population
2012 Labor Force 9,782)
2012 Unemployment Rate 6.20
2011 DOR Income Per Capita 28,410)
2009 Housing Units per Sq Mile 4053.77
2011 Road Miles 40.23
EQV Per Capita (2012 EQV/2012 Population) 100,786;
Number of Registered Vehicles (2012) 13,744
2012 Number of Registered Voters 11,458
Moody's Bond Ratings as of December 2014* Aad
Standard and Poor's Bond Ratings as of December 2014* AA-|
Tax Classfication
Education Aid
ana
6,488,677)
General Government 3,875,409}
Total Receipts 10,364,086;
Total Assessments 612,520:
Net State Aid 9,751,566)
Fiscal Year 2018 Tax Clas
clapsificatio
Assessed Values
Residential 1,710,733,157 24,531,913 14.34)
Open Space 46,400 665 14.34
Commerical 99,120,643 1,421,390 14.34
Industrial 3,342,300 47,929 14.34
Personal Property 26,455,210 379,368 14.34
Total . 1,839,697,710 26,381,265
179,140)
Override
Debt Exclusion 841,006
Levy Limit 26,399,280
Excess Capacity 18,015)
Ceiling 45,992,443
20,434,169
Override Capacity
2015 Free Cash
FY2015 Overlay Reserve
-
2,255,114
528,347 263,430
Number of Single Family Parcels
Assessed Value of Single Family
Single Family Tax Bill
Fiscal Year 2012
Fiscal Year 2013
Fiscal Year 2014
TOWN OF WINTHROP
Town Hall, 1 Metcalf Square, Winthrop, MA 02152 Telephone: 617-846- Fax: 617-846-
Richard A. Cifani
Public Facilities Manager
Steven Calla
Director of Public Works
Project Summary & Cost Analysis
The Public Facilities Department (PFD) currently services eight buildings on the Town side
including the Public Works / Inspectional Services building, Senior Center, Public Library,
Winthrop Police Department, Ferry Terminal Building, E.B Newton, Old DPW Building (Animal
Control & Auxiliary Police) and American Legion Building. In addition, our department
provides a wide range of custodial, contracting & maintenance services to the three Public
Schools; the Gorman Fort Banks, Cummings School and High School including the Miller Field
facility.
The PFD is a sub-department within the Town’s Department of Public Works, and provides
ongoing attention to the entire town building portfolio. Moreover, as part of a town-wide
maintenance effort, the PFD often times offers support to town and school needs, depending upon
circumstances.
The estimated total square footage under maintenance of the PFD is:
Town: 112,000 square feet
Schools: 286,000 square feet
The mission of the Public Facilities Department is to provide three services to both Town and
School buildings:
1. General Custodial & Emergency Services: While the School Department retains the
custodial responsibilities of the school facilities, the PDF provides general custodial
services at all other town buildings to include the daily / weekly custodial duties required
to maintain a clean and sanitary environment for both Town employees and the general
public. The PDF provides backup support to the school custodians by responding to
emergency service request, include responding to and addressing unforeseen building
issues such as leaks, heat issues and emergency snow removal, immediate safety repairs,
to name a-few.
2.. General Maintenance: These services include maintaining, repairing and/or replacing
common building parts and equipment in all town buildings, including the schools. We
have been successful in addressing irregular maintenance issues utilizing our staff
without the need for constant use of more expensive outside vendors. We believe this has
created a savings for both the Town and School Departments. In addition, our facilities
department is able to identify and quickly address maintenance issues that may have
otherwise gone unaddressed due to budgetary & personnel constraints. These general
maintenance responsibilities include heating / cooling servicing, elevator maintenance,
basic building, office and classroom repairs, electrical, plumbing and other life safety
repairs and services.
3. Capital Improvement Projects: The PDF is now structured to allow for tremendous
progress in utilizing our skilled facilities/DPW staff to identify, plan, budget and execute
on Town and School building capital improvement projects. The Public Facilities
Manager is also a Licensed Construction Supervisor giving our department the ability to
manage town projects to optimize our capable in-house staff whenever possible to keep
project expenses to a minimum. Zhe process in which we manage projects allows us to
take on and complete more Town improvements and/or increase the scope of work on a
particular project that would have otherwise been limited due to the budgetary restraints
in paying an outside vendor to manage and/or execute a project. The Town of Winthrop
has recognized a significant saving from our ability to manage “in-house” and utilize our
skilled personnel on Town projects. Our cost to plan, manage and execute is a fraction of
what we would pay outside vendors at prevailing wage rates to perform the same work.
A simple example of utilizing our internal team vs. outside vendors can be recognized by
evaluating our most recent in-house Town Project for the Winthrop Police Department
(WPD):
Project: The WPD was awarded a grant to receive a highly trained drug detection
canine. In order to take receipt of the grant, we needed to provide the dog a safe and
comfortable living environment. The solution was to build a deck & cage area to house
the dog.
Facilities/DPW Labor (*performed during reg work hours): $1,280.00
2 men, 4 days 64, Man Hours
Project managed in-house
If contracted to outside vendor: $4,800.00
2 men, 4 days, 64 Man Hours at
prevailing wage rates
*Plus additional management or
general contracting fee may apply
Estimated Savings utilizing our in-house Team: $3,520.00
The following is a summary highlighting some of the capital improvement projects and
emergency services the PFD/DPW department has been involved in over the last 18 months
creating a tremendous value for the Town of Winthrop. The summary will include an estimated
cost savings to the Town for work performed in-house vs. using an outside vendor at prevailing
wage rates.
TOWN SIDE — BUILDING & GROUNDS
TOWN HALL - Estimated Savings: $27,840.00
> 1* Floor —Old MLLS. office build out — moved out M.LS. department and built three new
offices for the following departments: Human Resources, Retirement & Veterans Agent.
VVVVVVVVVV
Nurses Office / Break Room renovation
Town Managers office renovation
LT. Directors office ~ repairs and paint
LT. Main office — repairs and paint
Elevator — new floor
Clerks office — repairs, paint offices and install shelving systems
Assessors Office — repair concrete walls, woodwork and paint
Records Retention Project — (in progress)
1* floor bathroom — repairs & paint
Run underground wire and install new lighting
DPW /INSPECTIONAL SERVICES- Estimated Savings: $23,160.00
>
Inspectional Services Consolidation — Create new space for ISD including framing,
fireproofing, wiring, concrete demolition, insulation, heat/mechanical, drywall, finish
work, new drop ceiling, flooring, sprinklers, paint and custom oak shelving system.
New water room space for DPW -— framing, wiring, fireproofing, drywall finish work and
paint
Repair walls and paint ISD & DPW office; install new vertical blinds
PUBLIC LIBRAY -— Estimated Savings: $12,000.00
VVVVVV
Renovate Storage / Records Room
Renovate Teen Room
Lower Level wall restoration
Director’s office — wall repairs, floors & paint
Remove and install new fencing
Installation of new handicap doors (electrical)
E.B. NEWTON — Estimated Savings: $4,320.00
>
>
>
Renovate old storage area and office for new tenant (Playmakers)
Temporary roof repairs
Pest control and repairs — demolition, insulation, board and paint
AUX POLICE / ANIMAL CONTROL (old DPW) — Estimated Savings: $24,025.00
>
Build out of New Offices & Dispatch Center for Aux. Police — Demo walls and ceilings,
new framing, wiring, insulation, heating units, drywall, ceilings, flooring, doors, trim,
painting, custom counters and desks.
Build out new office & K-9 retention area ~ frame walls and ceiling, wiring, drywall,
doors, finish trim and paint.
Repair and paint various rotted exterior components
Construct new kennel / living quarters for drug detection K-9
FERRY BUILDING - Estimated Savings: $5,500.00
Install irrigation system
Design & build brick barrier with integrated planters, nautical chain and solar lighting;
this barrier also serves as a visual to promote the proper flow of pedestrian foot traffic.
Dock repairs including replacement of planks and posts.
> Finish trim, sealing and painting areas left from original contractor
SENIOR CENTER — Estimated Savings: $1,450.00
> Renovate ladies room ~ Remove and install all bathroom partitions — paint walls. (floor
by outside vendor).
> Repaired wooden dumpster doors
LARSEN RINK ~ Estimated Savings:
> Design & build 10’ x 24’ 2™ story press box with stairs — design, framing, electrical,
construct stairs, finish trim and paint.
MILLER FIELD / STADIUM & FIELD HOUSE - Estimated Savings: $15,120.00
> Stadium — Replace a number of pressure treated planks throughout the stadium that were
rotted, rusted and visibly unsafe.
Repair broken perimeter fence on upper press box
Repair chain linked fencing running up the bleachers
Replace ticket booth door
Repair rotted trim pieces and threshold in bathroom area
EMERGENCY SERVICES (to name a few) — Estimated Savings: $10,200.00
Shovel Senior Center Roof (snow) 2x
Shovel DPW Roof (snow)
Shovel Larsen Rink Roof
EB Newton Flood clean up 2x
EB Newton Temporary Roof Repair
Snow moving equipment repairs (Snow blowers, plows and trucks)
VVVV
VVVVVV
The total estimated savings in managing and performing TOWN SIDE related capital
improvement projects and emergency services through the Facilities/DPW Department is:
$134,175.00
(One Hundred Thirty Four Thousand One Hundred Seventy Five)
SCHOOL SIDE - BUILDING & GROUNDS
FORT BANKS - Estimated Savings: $7,100.00
> Multipurpose Room Offices — Frame Steel wall 14° x 32’ to create new office area.
Install 35 sheets of drywall.
> Install wooden mural in cafeteria
> Manage construction of the main stage office build out (framing, wiring, insulation,
sprinklers, drywall, doors, trim and painting. Ordering and delivery of all material.
> Emergency response services from flooding (2x)
CUMMINGS SCHOOL - Estimated Saving: $6,200.00
>
>
>
>
Multi-purpose room office conversion — Manage conversion of multi-purpose room into
three classrooms and egress hall. Includes relocation of existing room content, material
management, steel framing, fireproofing, insulation, drywall, doors, trim and paint.
Repair & install granite bench
Repair roof drain
Emergency Service from Hermon Street side leaks
HIGH SCHOOL / MIDDLE SCHOOL - Estimated Savings: $67,840.00
>
VV VV VW WV WV
VVVVV VVV WV WV
Life Skills — sound proof & visual barrier between Life Skills & Parks & Rec
Life Skills — built out new kitchen area — framing, plumbing, insulation, wiring, ceiling
repair, drywall, cabinet installation, painting, finish trim and doors.
Life Skills Bathroom — renovation including handicap accessibility improvements & new
LT. closet area.
Life Skills / Parks & Rec — rodent control — mesh and concrete
Life Skills / Shop Area — built out long ship room. Brought over and wired all shop
equipment
Auditorium — replaced and repaired numerous seats. Removed seating rows on the upper
level to create storage area.
Gymnasium — with scissor lift cleaned gym walls, made patched and prepped for paint
Weight Room — removed all old equipment. Poured new concrete floor and ramp.
Installed new door from weight room to girl’s locker room.
Boys & girls locker room — installed all lockers from old High School
Boys locker room — conversion to Hockey locker room from football including framing,
wire mesh, drywall, doors, trim paint. Built stick rack. Installed new rubber flooring in
locker room down the hallway.
Built out three new shower stalls — framing, concrete work, plumbing, vinyl surround,
shower partition and misc. finish
Cardio Room — framed new cardio roof off drama area including framing, wiring
drywall, doors, trim and paint.
Painting — various rooms including locker rooms, coaches room, offices and hall areas
Hang flat screen TV’s and electronics.
Cafeteria — built out two new classrooms and 3 administrative offices — Steele framing,
wiring, venting, insulation, drywall, doors, trim and painting
Measure, order and install new disposable filters for uni-vents
Managed asbestos abatement of flooring in four classrooms
Scrape and paint exterior trim
Graffiti removal & painting
Managed / Supervised a majority of the Swing Space projects that required the
management of sub contractors. *4 monetary value is not included on this report for the
management of subcontractors for swing space but a minimum of 10%-15% of the
dollars spent would have been a reasonable number.
The total estimated savings in managing and performing SCHOOL SIDE related capital
improvement projects through the Facilities/DPW Department and emergency services is:
$81,140.00
(Eighty One Thousand One Hundred Forty)
UPCOMING TOWN PROJECTS — SPRING/SUMMER 2015
Vv Vv VVVWV
Town Hall — Cosmetic restoration of offices and halls.
Town Hall - Consolidation and Construction of records retention room
Town Hall — Restore cupola -— stage, de-lead and restore
WPD - Exterior restoration including new windows, scrape and paint trim, front
entry and stair repairs
E.B. Newton — Clear out old restroom area at the basement level creating a
records retention area and facilities shop area.
Cummings School — Repair Hermon Street side facade to prevent future water
penetration during a North East storm. A water test will be performed with both
the exterior and interior repairs to follow.
Library — Continued cosmetic renovation (currently underway)
In summary, the Facilities side of the Department of Public works has proven to have
made an even greater impact managing the custodial duties and general maintenance for
the Town of Winthrop than in years, Additionally, our department has shown
tremendous progress in our ability to plan, manage and execute capital improvement
projects that would have otherwise been delayed due to personnel or budgetary restraints.
In both cases, it is the quality and skill level of our Facilities/DPW team that has allowed
us to be so successful in maintaining our building and making improvements throughout
the Town.
Sincerely,
Richard A. Cifuni
Public Facilities Manager
ce;
Steve Calla
Director of Public Works
Giusti, Hingston and Company
Certified Public Accountants
36 Jackman Street, Unit 1
Georgetown, MA 01833
Tel: 978-352-7470 Fax: 978-352-8812
Email: 3
Town Council
1 Metcalf Square
Winthrop, Massachusetts 02152
Prior to the issuance of the Town’s most recent general obligation bond ($14,936,000), the Town’s
finance team had a “bond rating call” with Standard and Poor’s Ratings Services (S&P). Although the
Town did not get an upgrade, the S&P agent was impressed and said that the Town has done all the right
things. The Town’s finances/ reserves have shown marked improvement over the past two years.
However, I think S&P would like to see continuity in the Town’s current financial practices. I believe
that if the Town continues on its current financial path that a bond rating upgrade is possible.
Standard and Poor’s considers many metrics when determining the Town’s bond rating. Some of the
metrics are outside the control of the Town’s management (i.e. economy of the town and surrounding
areas and unemployment rates both of which were considered “very strong”) Other areas are directly
controlled by management. S&P considered the Town’s budgetary flexibility, budgetary performance,
liquidity and institutional framework as “strong”.
A key indicator utilized by S&P is the percentage of the Town’s general fund assigned and unassigned
fund balance as a percentage of general fund expenditures (as identified in the Town’s audited financial
statements), S&P views the Town’s strength based on the following table:
e Adequate 4% - 8%
e Strong 8% - 12%
e Very Strong 12% -16%
Three years ago, the Town was on the precipice of a bond rating downgrade (the rating included a
“negative outlook”), in large part due to the lack of reserves. The Town implemented a fund balance
policy and began to increase its reserves. I included a spreadsheet that details the growth from a low of
2.2% as of June 30, 2011 to the current level of 9.2% as of June 30, 2014.
Over the last year, the Town issued $36,033,000 of long term debt for the High School/Middle School. If
the Town had not implemented policies that increased reserves, it is likely that a bond rating downgrade
would have occurred. If the downgrade in bond rating increased the interest rate on the bond by only 4%,
the Town would have incurred approximately $1,200,000 in additional interest costs.
In addition, the Town “refunded” a 2005 bond issue (similar to refinancing a home mortgage — but
considerably more complicated) due to the current environment in interest rates and sound financial
planning. The savings attributed to the refunding is approximately $338,000.
Since both of these components of debt were related to debt exclusion issues, the savings directly reduce
(dollar for dollar) the interest costs passed on to the taxpayers.
Thad intended to take note of a couple items at the recent Council Meeting, but due to a full agenda I did
not get a chance. However, I did not want to let these two important events go unmentioned.
Sincerely,
Richard C. Hingston C.P.A.
Town of Winthrop
_ Analysiss of Assigne & Unassigned Fund Balance as a percentage of Expenditures
General Fund
6/30/2011 6/30/2012 6/30/2013 6/30/2014
Assigned Fund Balance 182,299.00 116,047.00 318,384.00 361,045.00
Unassigned Fund Balance 754,865.00 1,136,689.00 2,746,340.00 3,731,848,00
Total 937,164.00 1,252,736,00 3,064,724.00 4,092,893.00
Genral Fund Expenditures 42,105,022.00 42,766,802.00 42,479,256,00 44,660,878.00
% of fund balance vs expenditures 2.2% 2.9% 7.2% 9.2%
Per Standard and Poor's Rating Agency
Adequate 4% - 8%
Strong 8%-12%
Very Strong 12% -16%
Memorandum
To: Mr. James McKenna, Town Manager
From: Dr. James Picone, Acting Director of Finance
Date: 4/15/2015
Re: Preliminary Northeast Regional FY 16 Assessment
At the public hearing on Thursday April 9, 2015 the Metropolitan Regional Vocational School
Committee voted unanimously for a FY 16 budget increase of 2.29% over last year’s bottom line
budget. Member community assessments are based on the Minimum Contribution, Transportation,
and additional Vocational Supplies and equipment needed to operate quality Vocational Educational
Programs.
The preliminary assessments are based on approval of the State Budget submitted by Governor Baker
but the final budget may be amended by the House or Senate before final passage. In addition,
assessments are subject to certification of the Excess and Deficiency amount by the Department of
Revenue. In FY 16, the Excess and Deficiency fund was used to decrease FY 16 assessments by
$500,000.
Assessments are generated by the Department of Elementary and Secondary Education usually in
February or March. Member communities are assessed on the Northeast October 1 enrollment
numbers from sending districts. In addition to fluctuating enrollments, district assessments are based
on property wealth and by the income level of residents. Consequently, some communities may see
an increase in assessments based on enrollment numbers and demographic changes while other
communities may see a decrease in assessments using the same data.
Each of the 12 member communities has a quota for available seats based on the Northeast
Admissions Policy. If a member community exceeds the total quota for students applying for
admission, those students are placed on a waiting list. When available seats are identified, the waiting
list is reviewed to determine who is chosen to fill that slot. As of April 1, 2015, over 250
students are on the waiting list.
Below is the information needed by Winthrop for inclusion in the FY 16 Town Budget:
District: Winthrop
FY 16 Assessment: $871,411
Enrollment 68
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FY15 Salary Schedule (General Govt, COA, Harbor, Library, Recreation, Rink)
Dept. Last Name First Name | hireDate Annual Comp
Conservation ALLEN MARSHA 10/31/1988 5,500.00
Town Manager DAIGNEAULT TANII 8/13/2007 56,515.16
Town Manager MCKENNA JAMES 6/29/2009 133,049.92
Town Manager RODRIGUEZ AMY 9/22/2010 54,898.22
Finance GORDON TIM 1/2/2013 123,294.60
Finance HICKEY KATHLEEN 1/11/2005 42,691.74
Finance NALEN DIANE 9/12/1994 73,145.80
Finance ZALESKI ELIZABETH 5/1/2013 78,000.00
Assessors DOUGLAS CAROL 7/11/1988 42,269.24
Assessors ROCHE STEVEN 1/7/2015 79,999.66
Treasurer/Collector BALIAN MICHELE 9/5/2006 42,269.24
Treasurer/Collector BONCORE MARY JANE 1/2/2001 36,865.40
Treasurer/Collector DOYLE ERIC 4/13/2015 41,841.80
Treasurer/Collector FORD MONICA 8/13/2007 90,360.05
Treasurer/Collector RAPPA KATHLEEN 8/7/2012 61,409.66
Treasurer/Collector REEVES JENNIFER 11/10/2014 17,784.00
Human Resources DICHIARA STACY 10/30/2013 67,999.88
IT CLAYTON PAUL 2/7/2008 40,283.88
IT LAPENSON DAVID 3/28/2001 52,443.04
Town Clerk DEMATO JOANNE 1/7/2008 49,141.82
Town Clerk QUIST DENISE 12/30/2014 46,215.52
Town Clerk VITALE CARLA 8/9/2004 73,920.34
Retirement O'BRIEN BARBARA 8/29/2005 60,624.98
Grants DOMELOW!CZ JOSESPH 9/5/2012 74,999.86
COA DRISCOLL RITA 9/2/1982 25,032.28
COA HAMES RUTH 7/16/1990 15,566.72
COA WILLIAMS NANCY 5/6/1985 71,050.46
COA BRANDENBURG KENNETH 12/20/2007 7,800.00
COA FIRICANO JOHN 6/13/2012 7,410.00
COA MILLAR VALARIE 12/16/2014 11,700.00
COA DIXON KATHRYN 7/24/2001 40,829.88
Inspectional Services BARRET JOHN 8/8/2012 40,800.24
Inspectional Services FERULLO JOHN 10/7/2013 23,178.48
tnspectional Services GENNACO VINCENT 11/3/2005 15,243.02
Inspectional Services LEGEE ALBERT 5/13/2014 74,999.86
Inspectional Services MATARAZZO BARBARA 3/13/2003 33,515.56
Inspectional Services SICURELLA SHARON 6/11/2014 33,515.56
Inspectional Services STREETER KENNETH 6/2/2003 16,137.94
Inspectional Services VAN BUSKIRK MARK 4/1/2002 55,122.86
Hearings Officer DILUISO MICHAEL 12/1/2009 9,521.72
Harbor DECARNEY DENNIS 7/28/2010] 14.00/HR
Harbor EVANS CHARLES 5/7/2009] 14.00/HR
FY15 Salary Schedule (General Govt, COA, Harbor, Library, Recreation, Rink)
: Annual Comp
3 Dept. Last Name First Name hireDate | {Includes Stipends)
Conservation ALLEN MARSHA 10/31/1988 5,500
Town Manager CIFUNI TANJI 8/13/2007 56,515
Town Manager MCKENNA JAMES 6/29/2009 133,050
Town Manager RODRIGUEZ AMY 9/22/2010 37,675
Finance GORDON TIM 1/2/2013 123,295
Finance HICKEY KATHLEEN 1/11/2005 42,692
Finance NALEN DIANE 9/12/1994 73,146
Finance ZALESKI ELIZABETH 5/1/2013 78,000
Assessors DOUGLAS CAROL 7/11/1988 42,269
Assessors ROCHE STEVEN 1/7/2015 80,000
Treasurer/Collector BALIAN MICHELE 9/5/2006 42,269
Treasurer/Collector BONCORE MARY JANE 1/2/2001 36,865
Treasurer/Collector DOYLE ERIC 4/13/2015 41,842
Treasurer/Collector FORD MONICA 8/13/2007 90,360
Treasurer/Collector RAPPA KATHLEEN 8/7/2012 61,410
Treasurer/Collector REEVES JENNIFER 11/10/2014 17,784
Human Resources DICHIARA STACY 10/30/2013 68,000
IT CLAYTON PAUL 2/7/2008} . 40,284
IT LAPENSON DAVID 3/28/2001 52,443
Town Clerk DEMATO JOANNE 1/7/2008 54,142
Town Clerk QUIST DENISE 12/30/2014 46,216
Town Clerk VITALE CARLA 8/9/2004: 73,920
Retirement O'BRIEN BARBARA 8/29/2005 60,625
Grants DOMELOWICZ JOSESPH 9/5/2012 75,000
COA DRISCOLL RITA 9/2/1982 25,032
COA HAMES RUTH 7/16/1990 15,567
COA WILLIAMS NANCY 5/6/1985 71,050
COA BRANDENBURG KENNETH 12/20/2007 7,800
COA FIRICANO JOHN 6/13/2012 7,410
COA MILLAR VALARIE 12/16/2014 11,700
COA DIXON KATHRYN 7/24/2001 40,830
Inspectional Services BARRET JOHN 8/8/2012 40,800
Inspectional Services FERULLO JOHN 10/7/2013 23,178
Inspectional Services GENNACO VINCENT 11/3/2005 15,243
Inspectional Services LEGEE ALBERT 5/13/2014 75,000
Inspectional Services MATARAZZO BARBARA 3/13/2003 33,516
Inspectional Services SICURELLA SHARON 6/11/2014 33,516
Inspectional Services STREETER KENNETH 6/2/2003 16,138
Insp. Services/AC VAN BUSKIRK MARK 4/1/2002 55,123
Hearings Officer DILUISO MICHAEL 12/1/2009 11,000
Harbor DECARNEY DENNIS 7/28/2010}14.00/HR
Harbor EVANS CHARLES 5/7/2009]14.00/HR
Annual Comp
- Dept. Last Name FirstName hireDate.. | (Includes Stipends)
Harbor FUCILLO FRANK 5/6/2009] 14.28/HR
Harbor JANIELIS KEVIN 9/4/2013}14.28/HR
Harbor SORRENTINO MARK 7/28/2010]14.00/HR
Harbor MONTALTO JOSEPH 1/1/2001 36,637
Health HURLEY MEREDITH 2/19/2014 35,880
Veterans MAZZUCHELLI ROSEANN MARI 1/1/2001 35,877
Library ALLEN RICHARD 9/10/1990 38,404
Library CODY TAMMY 10/22/2003 14,082
Library CONNOLLY MARY 1/1/2001 14,864
Library LANGUIRAND ARTHUR 8/20/2001 27,743
Library LESCAY KIMBERLY 1/1/2001 7,823
Library NICKERSON ELLEN 10/16/1970 44,446
Library ROBBLEE FLAHERTY |JANICE 7/24/2003 11,257
Library SOLOMON PETER 12/9/1998 32,046
Library WALLACE DIANE 4/15/2015 73,122
Recreation CAPUTO JILL 10/29/2001 37,808
Recreation DELLANNO DANIEL 8/21/2014]9.00/HR
Recreation DRISCOLL SEAN 2/24/1999 71,050
Recreation FEELEY MATTHEW 6/25/2014]9.00/HR
Recreation LANZA MAURA 4/4/2013|9.00/HR
Recreation TITEMORE TONI-ANN 5/1/2004 39,661
Recreation TSIOTOS NIKI 4/4/2013]9.00/HR
Recreation TSIOTOS POLIXENI 4/4/2013]9.00/HR
Recreation ALMEIDA ANDREW 7/23/2013]9.00/HR
Recreation BRUGMAN CONNOR 7/15/2008} 12.00/HR
Recreation FRAHER KATHRYN 1/22/2013]9.00/HR
Recreation GIOIOSA ROBERT 8/7/2014|9.00/HR
Recreation LANZA DENISE 9/30/2014|12.00/HR
Recreation MILLER AMBER 6/27/2007]12.00/HR
Recreation NOLAN COURTNEY 6/29/2009]12.00/HR
Recreation VIGLIOTTA FRANCESCA 7/10/2014]9.00/HR :
Rink DIMENTO ROBERT 9/17/2014 37,000
Rink KENNEDY STEPHEN 10/4/2006} 10.00/HR
Rink PULEIO ANTHONY 11/14/2012|16.00/HR
Rink/DPW WALLACE MARK 2/5/2013 44,339
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GLOSSARY OF TERMS
Cemetery Lots:
Cherry Sheet:
Cherry Sheet
Assessment/Offsets:
Debt Exclusion:
Fiscal Year:
Free Cash:
Harbor/Marine:
Local Receipts:
Tax Levy:
Mitigation Money:
The amount of money collected from the sale of burial plots. The
Cemetery Commissioners request and spend these funds to improve
and maintain the cemeteries throughout the town.
State report that identifies the amount of money received in Local
Aid.
The amount the State automatically deducts from local aid to cover
town-shared expenses. The primary items that make up this amount
are the MBTA assessment and numerous state & educational
charges.
The amount of tax levied above the restrictions of proposition 2 4
that has been approved by the voters to fund the construction of
new schools (or other capital improvements).
The Town of Winthrop’s fiscal year runs July 1 through June 30.
An annual calculation performed by the State that identifies surplus
revenue over expenditures for the prior fiscal year.
The amount of money estimated to be collected from harbor usage
fees and boat excise tax. The rate is set annually to recover all costs
associated with running the harbor and to plan for future
improvements. This revenue completely funds the Harbormaster
budget as well as debt associated with dredging the harbor.
This amount represents the amount of local taxes and fees from all
departmental operations retained directly by the town. The primary
revenue items that comprise of local receipts are motor vehicle
excise, interest income, permits, licensees, fines and State
reimbursements.
This amount represents the total amount of tax bills the town sends
out each year to taxpayers. The levy is monitored by the state and
increases by 2.5% each year.
Amounts negotiated from the MWRA and Massport to offset the
economic impact or cover the cost of land owed by the town.
Payments received form these agency are generally voted to
supplement the general budget.
New Growth:
Overlay Provisions:
Reserve Fund:
Sale of Town Asset:
~ Sewer Receipts:
Stabilization Fund:
Water Receipts:
Increases in assessed property values due to new construction
and/or property improvements.
This amount is requested and set aside by the Assessor’s to cover
any property abatements. Each year any remaining amount(s) may
at the discretion of the Assessor’s to be used as a source of revenue.
Amount voted by the Town council to provide for extraordinary or
unforeseen expenditures that may come up during the year. The
town Council controls the Reserve Fund.
A fund created when assets of the town are sold. Money from this
fund can only be appropriated for the purchase of capital assets or
capital improvements.
The amount of money estimated to be collected from sewer usage
from the residents of Winthrop. The rate is set annually to recover
all costs associated with running the sewer operations of the town.
A general reserve. Money from this fund may be appropriated by a
two/thirds majority vote of the Town Council.
The amount of money estimated to be collected from water usage
from the residents of Winthrop. The rate is set annually to recover
all costs associated with running the water operations of the town.
Winthrop Ferry Business Plan 2015-2018
wo ont Dw PWN
PPP
wn PO
Ferry Business Plan
Table of Content
Business Profile
Vision
Strategic Business Issues
Financing
Organization
Licenses, Permits and Business Names
Insurance
Communications
Acquisitions
Premises
Accounting and Cash Flow
E-Commerce
Other Attachments
A. Survey Results/Brochures
FXM Report
Ferry Specifications
. Org Chart/Staffing
Financials
moo
SECTION 1: THE BUSINESS PROFILE
The proposed Ferry Service for the Town of Winthrop, MA, shall be both a commuter
and recreational round trip water transportation service between the town and several
stops on the Boston waterfront, most notably Rowes Wharf, the Lovejoy Terminal at the
Seaport in South Boston and seasonally at Spectacle Island in Boston Harbor.
Targeted Market and Customers
The town has conducted several “pilot” water transportation services over the past four
years and has concluded that the target market for such service is a blend of both
commuter and recreational use to and from Boston, together with a strong focus
on attracting Boston tourism to Winthrop. What we have come to learn in anticipation of the
ferry service is that it is one thing to operate a ferry, yet it is quite another thing to operate a
transportation service. Moreover, there is more to the Ferry that just a transportation service.
Rather, this opportunity compels the town to consider and position itself as a recreational
destination in the region.
Much like the successful ferry service currently operating in Hull, MA., the proposed service in
Winthrop will have the following two-pronged strategy:
a) providing regular and reliable commuter service during the “rush hours” of
the weekday and b) providing mid-day and weekend excursions to and from points of
interest, such as seasonal excursions to the Boston Harbor Islands, evening access to
Boston’s North End, the Seaport District and potentially Logan Airport.
A new emphasis will be to target visitors to Winthrop by cross marketing and co-branding with
the Greater Boston Tourism Bureau, North of Boston and other hotel associations, for the
purpose of promoting the many recreational and “small town” features of Winthrop.
Growth Trends In This Business
Over the past few years, there has been significant recognition from MassDOT, the
MBTA and other state agencies recognizing the importance and need for reliable water
transportation in the Boston Harbor that serves both commuter interests and
recreational/tourism needs of the region. The recent creation of the “Ferry Compact” by
MassDOT provides the Town of Winthrop with a voting seat on the Compact that
discusses and promotes water transportation and related policy issues and infrastructure
needs of the region. The collective belief of this advocacy and policy group is that ferry
and water transit in the region should be recognized as a vital piece of the transportation
service network of the region, and that it should be sustained through state and federal
support.
Also, in the past two years, the cities of Lynn and Salem have both established new
commuter ferry service to and from Boston. However, with the exception of one water taxi
service that serves MassPort, recent consolidation of most all ferry operations and water
transportation services is now under the auspices of a single private operator, Boston Harbor
Cruises, Inc. Consequently, BHC asserts substantial control and discretion over schedules,
pricing, landing and service aspects of all water transportation in the Boston Harbor. At this
point, BHC has declined interest in servicing the Winthrop Ferry as an operator, because its
business model doesn’t fit the scale of what our service plan projects. While we intend to solicit
a Request for Proposals in May of 2015, that will once again seek private vendor interest in
operating our service, our expectation is that due to limited vendors in the market, we anticipate
that we will receive no real qualified bidders for such request. Alternatively, we believe it
is necessary to plan on having this service operated as a municipal service for the time being.
coo Sec
Pricing Power
The pricing of fares to and from Boston is influenced by several factors:
a) the town’s proximity to the MBTA as an alternative public transit service
b) resident vehicular use patterns
c) the purported demand for both commuter and recreational access to and from
Boston and
d) current pricing of water transportation fares in the region.
These factors, together with a recent online survey that tested continuing interest and solicited
comments from local residents regarding our proposed ferry service, have informed us to
conclude that an $8.00 one-way fare is supportable and consistent with positioning of our
service as a competitive transportation alternative for both residents and visitors to
Winthrop.
Please see the attached e-survey results taken last month that sought resident input in continued
interest, pricing and other logistics of the proposed service,
Also, please see the attached brochures of other ferry services provided by Boston Harbor
Cruises that indicate fare and use schedules. -
Presently, a resident in Winthrop can catch a Paul Revere Bus at one of the stops in Winthrop for
a one-way fare of $1.50, and proceed to MBTA station at Orient Heights. A one way fare into
Boston is $2.65. The round trip cost of MBTA service to and from Winthrop is
$8.30/daily. Should a resident wish to park at either Orient Heights or Wonderland stations, the
cost of parking is an additional $5.00 for a total commuter one way price of $7.65. The estimated
time it takes to commute to Boston is 25 minutes.
While this may be the most inexpensive means of public transportation to and from Boston at
present, we do not consider this to be a competitive disadvantage to the proposed one-way fare
of $8 for use of the Winthrop Ferry for the following reasons:
a) there are up to 25 free parking spaces at the Town Landing for the ferry service;
b) the confirmed ride time between the Town Landing and Rowe’s Wharf is 22 minutes, which is
very competitive; .
c) the Ferry Service should be considered a “premium” service, offering a beverage concession -
with a pleasant view of the harbor and comfortable riding experience.
Alternatively, when we consider the cost that tourists and visitors from Boston encounter when
looking for a day-trip out of the city to one of the area beaches, the Winthrop option becomes
very competitive, if not advantageous, in terms of both financial and time expense. For example,
a round-trip ticket from Boston to Nantasket Beach in Hull, MA currently costs $8.50 for
commuters and $17 to Logan Airport, and takes 45 minutes each way. Similarly, a round trip
excursion to Salem from Boston costs $8 for commuters and $17 for tourists and travel time
is 50 minutes one-way. Thus, if properly promoted, we believe that Winthrop stands to gain a
competitive advantage in the market for those Boston residents and tourists seeking a
“day-at-the-beach” or small-town experience minutes from downtown Boston.
SECTION 2: THE VISION
For nearly a dozen years, the residents of the Town of Winthrop have debated the idea and
viability of a ferry service to and from Boston. We conducted several trial services in 2010
through 2013. These pilot trials were helpful to determine the scale of demand and needs of the
community, while also properly determining the vessel specifications.
A number of important factors were learned:
A) the Town Landing can safely accommodate a ferry vessel;
B) there is adequate parking for such a service;
C) the Ferry Terminal, built in 2013, properly services such a use;
D) the town’s service has a core group of commuter riders who are passionately supportive
of the service;
E) during the summer months, there is strong demand for access to the Harbor Islands;
F) the best showing for peak demand was Friday, Saturday and Sunday evening access to
and from Boston;
G) specialty excursions were in demand but could not be accommodated due to contractor
limitations;
H) reliable scheduling was key to building sustainable ridership; '
I) the town gained a measurable amount of differentiation and “good will” for its
community profile in the region, where local realtors have noted that potential
homebuyers to Winthrop often comment how such a service creates a very favorable
view of the community;
J) Achieving the “Goldilocks” size of vessel is very important, as we don’t want to push too
much vessel through the water at excessive expense both in terms of fuel and labor costs;
nor do we want too small of a vessel that makes the rider uncomfortable and/or a bit too
adventurous. That is why we have settled on a vessel size of 73-Passenger Double-hull
CAT, as this appears to meet our projected demand while also making for an efficient,
yet comfortable experience.
K) Our ridership results during BHC operations were decent, despite only minimally
promoted. We feel we need to put a much stronger and wider push on marketing the ferry
and the town, and co-branding service with other tourism and retail interests in the
region.
The Winthrop Ferry proposes to be the catalyst necessary for the town to embrace its potential as
a tourist destination and a regional recreational resource. The Ferry provides the opportunity for
our local commercial base to distinguish itself in the region and to build partnership with
regional hotel, restaurant, tourism and cultural resources. Finally, a direct and pleasant water
transit connection for Boston tourists and visitors solves to some degree the “where’s Waldo”
problem that the town has suffered in the past, suggesting that Winthrop is a place to now
discover, rather than a place to fly over or drive by on your way to other points on the North
Shore. Thus, the full “value proposition” of the Ferry service is in the advancement of the town
as a place of residential, social, cultural and recreational value for the region.
The People- Work Experience Related to the Intended Business
We have analyzed our business model and have concluded that there needs to be three critical
elements: a) safe and reliable ferry service operations; b) a strong customer service orientation;
and c) substantial promotion and marketing of the service. To this end, assuming a municipally
operated service, we have divided the scope of mission into two strategic cohorts, where the
operations side is managed through the Harbormaster’s Office and the customer service and
promotions is managed by the Town Manager’s Office. Please see the attached organizational
charts for both the Harbormaster’s Department and the Town Manager’s Office for a delineation
of roles and responsibilities. There will be a separate subsidiary “cost-center” — similar to a
“revolving fund” to be established under the Harbor Department to account for the revenues and
expenditures of the service. The promotions and customer service aspects of the service will be
managed alongside other promotional initiatives to be pursued out of the Town Manager’s
Office. We will have several part-time “Ferry Ambassadors” (either Harbormaster deputies or
Senior Service Workers) assisting us in the Ferry Terminal Building to answer questions,
conduct ticket sales and provide general information about the town to visitors and users of the
service . Much of our information and services will be available online and via an Iphone app.
PERSONNEL:
Operations Business Promotions, Customer Services
HARBORMASTER TOWN MANAGER
First Assistant Harbormaster Community Services Program Manager
2 Captains ( FULL TIME), 1 Captain (PART TIME) Contract Marketing Services
2 Crew (FULL TIME), 1 Crew (PART TIME) Social Media, Advertising, Display
Part Time Community Ambassadors
The Community Services Program Manager will be lead on managing the customer service and
promotional aspects of the service. The Harbormaster and his/her First Assistant will be lead on
managing the vessel operations and crew.
Several members of the Harbor Department hold Captain’s licenses to operate 25,000 gvw
vessels, while others could serve in a crew capacity. We anticipate the need to hire at least two
additional Captains and two crew to compliment present staffing at the Harbor Department. All
staff will be fully integrated with the Harbor Department and serve under the auspices and
direction of the Harbormaster.
Please see the attached Job Descriptions for further detail.
Also, we may find it desirable and necessary to have a van service for our commuter passengers.
We are currently exploring this option and seeking support from the Winthrop Chamber of
Commerce and other businesses in the community. The Community Services Program Manager
will forge regional strategic alliances with the Ferry Service, such as the Greater Boston Travel
and Tourism Bureau; the state Office of Tourism, the state Office of Business Development;
other Hotel and Restaurant organizations; Corporate Event organizations; Non-Profit Event
Organizers, etc. What is critical to achieve sustainability is to expand the marketplace of users of
the Ferry, and not just rely on Winthrop residents to fill its seats.
The Town Manager’s Office sees the promotion of the Ferry not limited to the actual service
alone, but making a full effort at marketing the community as a whole to the region and beyond.
The opportunity that the Ferry brings to the town lies in recognizing and promoting a greater
value proposition to the potential visitor to Winthrop. The Ferry is not just the means to get to
town — it provides an opportunity to discover a small town with great features minutes from
Boston. Thus, the CSPM will seek to work with the Chamber and other resources in town to
cultivate and promote the Ferry, as well as what one does when he or she gets here. This will
mean building out more of the cultural and tourism features of the community, such as
promoting the Library’s Museum, the EB Newton Cultural Center, the Playmakers, the town’s —
restaurants and stores, Walk Winthrop and outdoor recreational opportunities such as beaches,
boating, sailing, kayaking, surfing, the Deer Island walk, family events, civic events, concerts,
corporate and wedding events at Hanniford Park, accessing the Boston Harbor Islands, and more.
SECTION 3: STRATEGIC BUSINESS ISSUES
Other Strategic Considerations:
1. Our experience working with BHC in prior pilot efforts has informed us that it will be
critical to achieve “breakeven” that the town operates this service as “lean” as possible,
and yet provides a reliable and dependable service.
2. Creating loyal customers and sustainability of this service will require broad support
for the service throughout the community, particularly the Chamber membership and
by inviting cross-marketing of the service with other commercial establishments and
restaurants in town.
3. Initial start-up capital and managerial oversight will be required by the town.
4. Frequent review of performance metrics will be necessary to monitor business
worthiness and sustainability;
5. A “soft opening” 10-week pilot season will be conducted at the initial operation phase,
from September 1st, through November 15th, 2015, which will inform us as to the
particular use of the vessel and other issues that require either significant consideration
or modest tweaking to determine “best practices” for the program going forward.
Milestones:
A) Year 1 (Fall ?15-Spring’16) — re-establish core commuter and local customer base; develop a
consistent and reliable service and schedule; monitor logistics and operational issues; institute
technology to streamline customer service; advance all revenue sources; advance
media and e-marketing plan with emphasis on social media outlets; expand outreach
to the Boston market.
B) Year 2 (July ’16-June 30% °17) — Evaluate year 1 performance and correct where necessary
based on cost and customer service analytics; Advance strategies that move the service to
breakeven and begin titration from town funding;
C) Year 3 — Achieve breakeven or positive revenue thus sun setting the town’s supplemental
funding requirement.
6. Conflict of Interest Management
Operating a Ferry service should not be inconsistent with or in any way diminish the
public safety and other mission critical duties and responsibilities of the Harbor
Department.
7. Operating Schedule
The Ferry vessel will be operated on a daily schedule such as follows:
Schedule Leaving Winthrop Leaving Rowes Wharf
AM 7:05, 8:30, 11:30* 7:45, 9:15
PM 4:00, 5:15, 6:45 3:00, 4:45, 6:00, 9:30*
*Fridays, Saturdays, Sundays, and Seasonal Harbor Islands
(11:30am drop with 3:20pm pick-up via Rowes to Winthrop)
The operation is to run 275 days due to winter and weather conditions.
8. Operating Personnel
Will require licensed Captains (2 FT, 1 PT Seasonal) and Crew (2 FT, 1 PT Seasonal) all
properly trained in life safety skills, “tip” certified and proceeding with other Harbormaster
training, as assigned. All vessel operators and crew will be scheduled on a rotating shift, with
reserve operator and crew available.
SECTION 4: FINANCING
Financing Strategy
Operating revenue will be earned by the following sources:
1. Ticket Sales
2. Concession Sales
3. Advertising
4, Special Excursions
5. Merchandise
6. Town Contribution
Ticket sales will constitute a significant portion of planned revenue. For example, if we
achieve 43% operating capacity on any given day this would mean that 31 seats are filled on
the 73-seat service. If we can achieve 31 seats per one-way trip from Winthrop to Boston
each day, that would result in $1,506 in daily revenue. The same could be said for 15 seat
round trip coverage. Since our planned daily average expense is approximately $1,351.00,
this would leave approximately ten percent of funds as contingency. (Please see the
attached monthly cash flow projection for further detail).
However, we know that reliance on ticket sales alone will be insufficient as a proper hedge
for use volatility and expense coverage. Thus, we are planning on pursuing alternative
revenues to supplement ticket sales. These include the sales of beverages and consumables
on board the vessel, providing advertising on board the vessel and seeking sponsorships of
the service where such is prominently recognized and displayed in advertisements and
handouts; Provide special excursions for group outings to the Boston Harbor Islands; and
provide merchandise such as T-Shirts and other items promoting the Ferry Service and the
Town of Winthrop at our Welcome and Information Booth at the Ferry Terminal Building.
Early stage operating capital will be needed from the Town to build the business out to
sustainability within three years. At this time, it is expected that the town will have to
contribute $100,000 or approximately one-third of the required initial operating capital to
launch the service and to provide future funds depending upon need and operating metrics.
Both the Salem Ferry and the Hull Ferry operate without additional public subsidy. The
Hingham Ferry and Lynn Ferry currently operate with a 25% and 40% subsidy
respectively.
SECTION 5: ORGANIZATION
Business Organization
Assuming that we cannot find a local vendor to operate the ferry service, we will operate
the service as municipal transit service, similar to that performed in Lynn and Salem.
(The Hingham and Hull services are operated by the MBTA). Within the town’s
organization, the service will operate initially as a “revolving fund” under the town’s
Harbormaster Department.
Professional Consultants
We will have legal assistance from Kopelman and Paige providing for review and
guidance on all licensing and permitting, and any matters concerning general liability or
specific liability, as may be required.
We will utilize the firm of Giusti, Hingston, P.C., to provide internal auditing services,
and Powers & Sullivan, P.C., to provide annual auditing services.
Licenses
The vessel procurement process is currently under the auspices of MassDOT, and a
project agreement was entered into between the town and MassDOT accordingly. Please
see the attached agreement. This agreement controls the procurement, use and future
disposition of the vessel should it no longer be used by the town as a ferry.
The vessel will be rated and licensed by the U.S. Coast Guard for all safety and
operations standards as required by USCG.
We must obtain a beer & wine license from the town’s Licensing Commission and the
state’s ABCC upon delivery of the vessel. The vessel will also be inspected and licensed
by the local Board of Health and the Fire Department.
SECTION 6: LICENSES, PERMITS and BUSINESS NAMES
Due Diligence Procedures for Licenses, Permits and Business Names (Session 6):
List the following:
DBA: Winthrop Ferry Service (municipal)
Zoning: yes
Licenses: U.S. Coast Guard Certificate, State Transportation Inspection
Certificate, All Crew “Life Safety” Certified, ABCC/Local License to serve Beer &
Wine, Local Public Safety Inspections, Board of Health Inspection.
Trademark: Will pursue
EIN: If required, will file.
SECTION 7: INSURANCE
Insurance — approximately $20,000
General Liability coverage ($1 million per occurrence)
Maritime Insurance (if needed)
Town’s policies on worker’s compensation and other MIIA policies will apply
SECTION 8: COMMUNICATIONS
Computer and Communications Tools
A Tourism booth at the Landing will require necessary supplies and equipment to operate sales
and provide information to visitors. Our on-line ticket and sales e-commerce platform will be
developed and linked to the Town’s website, and with MBTA and other co-brand
platforms.
Resource Requirements:
Communications
Adequate communications equipment typical of Harbormaster staff will be issued to staff
depending on need.
WEB & Telephones
A dedicated Winthrop Ferry Service Telephone line and website will be created to address
specific customer needs and to provide daily information regarding the Ferry Service.
SECTION 9; ACQUISITIONS
Due Diligence Procedures for Acquisitions
N/A
SECTION 10: PREMISES
Please see attached FERRY VESSEL sketch and specifications.
SECTION 11: ACCOUNTING AND CASH FLOW
Accounting
Please see the attached
Cash Flow Planning
Please see the attached cash flow projection.
Analysis of Costs:
Please see the attached cash flow projection.
Internal Controls
Intended Internal Controls
Cash Controls — daily turnover, weekly & Monthly account reconciliation
Check Signing policy - TBD
Controls on shrinkage, merchandise, concessions, etc.- TBD
SECTION 12: E-COMMERCE
(Session 12): Describe in detail how you plan to use the Internet in marketing your product or
service.
Developing a website and seeking a partnership with a social media consultant to help us with
optimal marketing strategies.
E-Commerce Budgeting
(Session 12): Provide a detailed breakdown of the costs involved in creating, operating and
maintaining your e-commerce activities.
TBD
Further marketing analysis and media to be explored.
A. Survey Results/Brochures
Winthrop Ferry
Q1 Would you take advantage of the ferry
service for
Answered: 957 Skipped: 0
Commuting
Pleasure
Both. fe
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Answer Choices Responses
Commuting © 4.28% a
Pleasure | 52.56% 503
Both 43.16% 413
Total 957
1/9
Winthrop Ferry
Q2 Do you currently commute to Boston for
employment?
Answered: 949 Skipped: 8
Yes, daily
Occassionally
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Answer Choices : - Responses
Yes, daily , 38.57% 366
Occasionally ; 14.86% 144
. be eee . fee eceine fis oe | ansore . a vee tn
Total _— : . : : 949
219
‘Answer Cholces
Yes
No
Total
Winthrop Ferry
Q3 If the ferry operated year round, would
you use it as your primary means of
commuting to Boston if the daily roundtrip
cost is $16?
Answered:.943 Skipped: 14
Yes
0% 10% 20% 30% 40% 50% 60% 70% 80%
* Responses
' 24,92%
| 75.08%
3/9
90% 100%
235
708
943
Winthrop Ferry
Q4 A one-way ticket will be $8A monthly
commuter pass will be $150 one wayA
monthly roundtrip pass will be $300Do you
feel this price is fair?
Answered: 914 Skipped: 43
Yes
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Answer Cholces ! Responses
Yes : 49.23% 450
No | 80.77% 464
Total 914
4/9
Winthrop Ferry
Q5 Would cold, hot or wet weather
influence your use a commuter?
Answered:.925 Skipped: 32
Yes
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Answer Choices ; : : ; Responses
; Ves : : ~ ; , , 45.19% a8
No ~ a — a a 84.81% 507
Total : 925
5/9
Seaport District
Rowes Wharf
Airport
Or all the ABOVE
Winthrop Ferry
Q6 Please rank your preferred outbound
destination point with 1 being your favorite
and 4 being your least favorite?
Answered: 900 Skipped: 57
Seaport
District
i
|
Rowes Wharf
“rere a
|
Or all the
ABOVE
|
0 1 2 4 6 8
1
i 35.33% | 47.44% 12.89% 4.33%
| 318 427 | 116
i 44.22%. 37.89% | 15.00% : 2.89%
\ 308 3a 136 26
i 5.44% | 11.00% 62.44% 21.11%
49° 99° 562 |
15.00% | 3.67% | 9.67% TAET% |
135 | 33 | 87
6/9
39 |
190
645 |
Total
10
Score
900 !
900
900 |
900 :
3.14
3.23
2.01
1.62
Winthrop Ferry
Q7 If the ferry made a mid-morning trip
outbound to the Boston Harbor Islands and
a mid-afternoon homebound pickup, would
you consider visiting the islands for
recreational purposes?
Answered: 887 Skipped: 70
Yes
“i
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
; Answer Cholces. : : ~ ; oo : Responses
. ve : Si lbeene chee . . Sc . | “pocany — 106
No | 10.26% er,
Total , oe ; , 887
719
Answer Choices
* Always
Sometimes
Rarely
Total
Winthrop Ferry
Q8 If the ferry contains a small concession
stand would you utilize this option?
Always
Answered: 885 Skipped: 72
= Po
ad a0
0%
10%
20%
30%
40%
8/9
50% 60%
: Responses
| 27.57%
59.21%
13.22%
70%
80%
90% 100%
244
524
117
Winthrop Ferry
Q9 Please rank your preference for
purchasing options?
Answered: 820 Skipped: 137
In person at
Ferry Termin.
Via credit
card on our...
0 0:2 0.4 0.6 0.8 4 4.2 14 1.6 1.8 2
4 2 Total Score
In person at Ferry Terminal building 51.59% | 48.41% i
| 423 i 397 820 | 1.52
Via credit card on our website 48.47% | §1.53% | H
! 397 | 422 | 819 | 1.48
9/9
BOSTON: DEPARTING LONG WHARF
SALEM: DEPARTING BLANEY STREET
May 22 — October 31: Weekdays
2014 Holiday Schedule
Ath & Labor Day
3:77 SEE WHALE
OSTONHARBORCRUISES
ADULTS SENIORS/CHILD™*
Log ROUND TRIP.$29 ROUND TRIP: $24
== ONE-WAY:$17 =—sONE-WAY. $14
1O-RIDE: $135 10- RIDE: $115
Add SalemTrolley Tour when
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2014 SCHEDULE & RATES
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COMMUTER COMMUTER
ADULTS* — SENIORS*/CHILDREN**
ROUNDTRIP: $16 ROUND TRIP: $8
ONE-WAY: $8 ONE-WAY: $4
10-RIDE: $72 10-RIDE: $36
*7 AMand 530 PM departures ONLY.
**Child rates apply to ages 3-11 yrs.
Rates subjecttoa
Tour Surcharge and may be subject to a fuel surcharge. Schedules and
rates are subject to change. Tickets are non-refundable. Group rates
and gift cards avalable, Chikiren under 3 years of age ide free.
‘Coupon offer mitup to4 per party.
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WHALE WATCHES + CAPE COD FAST FERRY » HARBOR CRUISES
CODZILLA - HARBOR ISLANDS « SUNSET CRUISES.
BSS 317 Siz WHALE
Boston HARBOR cruises BOSTONHARBORCRUISES.COM
BOSTON HARBOR CRUISES
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THURS! YY AT6-PM
ADULTS: $25.95. SENIORS. $23.95
CHILDREN, AGES 3-11. $21.95 -
* Reservations recommended Rates subject toa 5% Boston Sightseeing Tour
Surcharge and may be subjectto a foe surcharge. Schedules and ates
_aresubject to change, Tikets are non-refundable. Group fates and it
‘ards avellable. Chitsren under 3 yeats of age ide free. Coupon offer fit
ppto4 perpaty.
BOSTON HARBOR CRUISES
877 SEE WHALE
BOSTON HARBOR CRUISES SEUSS
ONE WAY BETWEEN ANY TWO DESTINATIONS: $5.00 -
ALL-DAY FARE FOR UNLIMITED ON-ANO-OFF TRAVEL
BETWEEN VARIOUS DESTINATIONS: $15.00
‘ulses which ate subjectto the 7% MA Meals Taxand ma
les ane rates are subject to change. Thets are non
Children under 3 yeotsof age ide free, Coupon oferiintup to per pay.
DROP ANCHOR AT OUR GIFT SHOP.
After exploring Boston from the séa, don’t forget to tour our gift shop. °}
YOUR TICKET WORKS LIKE A 10% OFF COUPON. |
CHECK OUT THE ee
MAY 24 SEPTEMBER 28 SIGHTSEEING EXPERIENCE ma
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Scan this OR code with your smartphone to. fl
see an interactive video and enjoy the ride.
BHC ALSO OFFERS THESE CRUISES:
WHALE WATCHES - CAPE.COD FAST FERRY « HARBOR CRUISES
BOSTON HARBOR CRUISES
CODZILLA + HARBOR ISLANDS + SALEM FAST FERRY + SUNSET CRUISES
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MAY 10 - SEPTEMBER 7
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CHILDREN; AGES
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ADULTS. $24.95 SENIORS. $22.95
CHILDREN, AGES 21 $20.95
B. FEXM Report
Memorandum
Winthrop Ferry Ridership, Revenues, and Operating Cost
Update 2011 .
To: Town of Winthrop, Massachusetts
From: FXM Associates
Date: November 1, 2011
At your request, FXM Associates has prepared this update of our 2009 report, Market and
Financial Analysis for a Passenger Vessel Operation at Winthrop Town Pier (2009-Report).' In
this update we have re-examined our previous estimates of ridership, revenues, and operating
costs for a single boat passenger ferry operating between the Winthrop Town Pier and downtown
Boston. The update is based on current estimates for vessel operating cost items, a revised
recommendation for a prototype vessel, and actual ridership and revenue data from a two-season
demonstration operation conducted by Boston Harbor Cruises under contract to the Town of
Winthrop.
This Technical Memo will not repeat the extensive background and explanatory text in the
‘previous 2009 Report. ‘Rather, we will concentrate on updating the 15 tables in that report with
more current data and estimates for the proposed ferry operation, and pointing out significant
differences between the two. The basic service assumption remains the same: A single
passenger vessel providing six round trips per day (both weekdays and weekends) for a 150-day
season from approximately mid-May to mid-October between the Winthrop Town Pier and
downtown Boston (Rowes Wharf or Long Wharf). A major service difference between the 2009
Report and this update is that the update does not include any costs or revenues for excursions by
the Winthrop passenger vessel outside of scheduled service hours.
Two other major differences between the service proposed in the previous 2009 Report and the
current proposal are that the size of the boat has been reduced from 149 passengers to 65-70
passengers, yielding significantly lower capital operating costs per rider, and the level of ferry
service has increased from two trips in the peak-periods to three trips in both the morning and
afternoon and the service season has increased ftom 130 days previously to 150 days.
1 FXM Associates and Bob Bekoff Consulting LLC, Market and Financial Analysis for a Passenger Vessel
Operation at Winthrop Town Pier, prepared for The Town of Winthrop, May 2009. .
? This change in service assumption was due to there being no data on actual excursion ridership and costs from the
2010-2011 ferry pilot program.
Winthrop Ferry 2011 Update 1
Table 1 presents estimates of population and households for the Town of Winthrop for 2011
from Nielsen-Claritas SiteReports 2011. These estimates are about 20 percent higher than the
previous estimates of 2008 values due to changes in the baseline trends as reflected in the 2010
Census, rather than unusual growth in Winthrop. The current data also reflect increase trends in
population, households and employment through at least 2016, rather than the declining trend in
the previous report. Therefore, this update shows an increasing market for ferry service.
As shown in Table 2, there has been some change in the distribution of mode and travel time to
work for Winthrop residents since the prior report for 2008. There has been a 40% increase in ~
public. transportation riders to work (1819 in 2008 vs. 2539 in 2011) and an increase in the
percentage of workers in the 30 — 44 minutes bracket (27.95% in 2008 vs. 30.72% in 2011).
These increases provide an indication for potential future growth in riders on the ferry to
downtown Boston.
Table 3 reflects an 11 percent decline in total employment in Winthrop (4,415 employees in
2008 vs. 3,943 in 2011). In the 2009 report, hotel employees (a subset of Service employment)
were used to estimate a portion of excursion ridership with the vessel on weekends and daily
times outside the work-commute runs. The decline in Winthrop employment indicates that this
potential ridership component would be lower than that shown i in the 2009 Report.
Tables 4 and 5 present information from the 2008 Boston Harbor Water Transport Summit, °
including a survey and analysis of commuter ferry, water taxi, passenger excursion and boat
charter services operating in the Harbor conducted by FXM Associates. This information has
not changed from the previous Report.
Tables.6 and 7 show revised step-by-step calculations of potential ridership for work (Table 6)
and non-work (Table 7) trips to downtown Boston by Winthrop residents. Table 6 has. been
updated to include 2011 Winthrop residents (10,668), 2011 estimated public transit trips to work
(24.2%), an assumed fare of $6.00 (vs. $5.00 in the previous report) based on actual fare charged
in the 2010-11 demonstration project, and a revised ferry capture rate based. on the previous
Transit Fare Elasticity Formula and actual ridership in 2010-11 (100 weekday, 132 weekend).
Table 7 now includes 2011 households in Winthrop. These two tables yield estimates of 83
daily work round trips and 40 daily non-work trips for estimated future ferry ridership.
Table 8 summarizes projected annual (150 day season) ferry ridership and revenues for the
proposed service: 36,900 riders and $177,100 in annual revenue at $6.00 posted fare per rider
($4.80 average realized fare. Table 9 shows a check on projected ridership based on inflation of
1990: Winthrop to Boston CBD from the 1990 Central Transportation Planning Program person
trip model to 2011. The resulting value of 154 daily ferry round trips is close to the demand
estimate of 123 total round trips from Table 8. It also indicated that the forecasts presented
herein are conservative.
Table 10, repeated from the 2009 Report, shows the calculations of excursion trip rates for
visitors and local residents. Since no supporting data on excursion ridership was generated by
the 2010-11 demonstration project, ferry excursion demand (and costs) excursion trips were not
included in the overall operating pro forma.
Winthrop Ferry 2011 Update 2
sia
Table 11 includes calculations for potential excursion demand for a passenger ferry boat
operating from the Winthrop Town Dock. The potential excursion ridership for the Winthrop
ferry is 12,000 riders over a 150-day season. However, for the reasons stated above, this
estimate is not included in the total ridership and revenue for Winthrop seasonal ferry service.
This. potential ridership and revenues may accrue if the service is provided and at little marginal
increase in costs (mostly fuel).
Table 12 lists the principal characteristics for a prototypical ferry vessel to serve the Winthrop to
downtown Boston route. The major difference from the 2009 Report is that the vessel capacity
has been reduced from 100 ferry passengers (2009) to 65 to 70 passengers (2011). This 30%
reduction in capacity yields significantly reduced operating cost factors which are shown in
Table 13. The results are a reduction in annual operating costs from $340,000 per year (2009
Report) to $184,500 per year (2011 Update). Detailed updated operating costs by category are
» listed in Table 14.
The ultimate outcome of these various changes would be an estimated annual net loss of $7,500
per year as indicated in Table 15 in a stabilized year of operation. There are several ways of
making up this relatively small deficit (-4.2% of total revenues). One would be for the Town to’ -
appropriate money each year from Winthrop’s dedicated Maritime Fund to cover the shortfall.
-The Town should make provisions for potential operating losses for the regularly scheduled
service that could exceed this amount in the event of bad weather in any given month or season,
economic downturns, problems with vessel operation, costly leasing of Boston waterfront space,
or introduction of a new competing ferry or land-based transit service.
Another is to use Federal Transit Administration’s (FTA’s) Capitalized Cost of Contracting
program: This allows agencies to contract for specific services such as vessel maintenance or
marketing and Capitalize these Contracting Costs. For Winthrop, the vessel costs will consume
$675,000 of the $1,050,000 capital grant, leaving $375,000 which could be used to pay
contracted expenses.
For example, Water Taxi, Inc. (Fort Lauderdale) in 2001 received $3,000,000 of CMAQ funds
from the Federal Government through the Florida Department of Transportation via Broward
County’s Mass Transit Department to be used to for operations to support a contract providing
for Water Taxi to provide waterborne transit service for Broward County. An additional
$1,500,000 was made available in 2004. Some of the capitalized costs of contracts employed to
perform these services came from Ferry Boat Discretionary Funds (FBDF). The local match for
the FBDF came from the fare box. Additional funding for assets came from a State of Florida
fund and the service provider.
Winthrop Ferry 2011 Update
Table 6. Daily Work Commuter Demand Calculation
10,668 Workers .in Winthrop Town [Claritas]
5,227 Daily work round trips to CBD
pture Rate adjusted for seasonal service
Peat =
Source: Nielsen-Claritas SiteReports 2011 , and FXM Associates
Table 7. Daily Non-work Demand Calculation
8,401 Households in Winthrop Town [Claritas]
Winthrop Ferry 2011 Update
Table 8. Total Scheduled Ferry Service Demand
83. Daily ferry work round trips
40 Daily non-work ferry round trips
75 Peak period, peak direction vessel capacity
(1 boat, 3 runs each period)
150: Weekdays & Weekends -. mid-May to mid-October
18,450 Seasonal scheduled round trip passengers
36,900 Annual Passengers
$4.80 One-way Average Fare Realized (80% of Posted $6.00 Fare) -
Winthrop Ferry 2011 Update
Table 12. Vessel Type and Characteristics
Optimized for the Winthrop Ferry Service
Concession area Bar counter aft
Route Certificate
Fuel use @ MCR
Cost per seat
Source: FXM Associates and Bob-Bekoff, LLC
Table 13. Description of Cost Factors for Winthrop Ferry Project
Mid-May to mid-October; 150 actual operation days at 10
Operating season hours per day
Vessel Type 65-70 Passenger Low Wake Catamaran
a eat
Crew Wages
Captain
‘Health Insurance $1800 per month per employee @ 80% of cost
Free dock rent at the Town Landing; office rents only.
Source: FXM Associates and Bob Bekoff, LLC
Winthrop Ferry 2011 Update
ssteaneatosveStus
Table 14. Operating Cost Estimate
Source: FXM Associates and Bob Bekoff, LLC
Winthrop Ferry 2011 Update 7
Table 15. Financial Summary .
. $177,400 Scheduled service
$0 Excurson Service*
“Excursion Demand (and costs) were excluded from this scenario
because no supporting data were produced from the pilot program.
Source: FXM Associates and Bob Bekoff, LLC
Winthrop Ferry 2011 Update ‘ 8
C. Ferry Specifications
Specifications: ‘
Low wake wash catamaran, 20 knot cruise. .
Hand laid up fiberglass and composite construction to USCG
standards
USCG Certified to carry passengers on'a Lakes Bays and Sounds
Route ‘
53’ length
20’ beam
4’ draft .
4’ loaded freeboard :
77 passenger capacity, fixed seating including aft open deck
seating.
Climate control interior heating and air conditioning
Bow boarding ; :
Bicycle storage racks.(12) on bow
ADA accessible including secure lash downs
Twin Cummins QSL9 Tier III marine diesel engines, 405 BHP,
with ZF marine gears
’ All USCG required safety gear, fire suppression system and
navigations lights.
Pilot station with cable controls and USCG required electronics.
Fixed cabin windows
One fore and two aft cabin doors
Non-skid flooring and decking
2x200 gallon USCG approved aluminum fuel tanks with water
separator auxiliary filters.
. A roof-mo
system that
A really performs!
Unique 1-piece design
Single roof cut out
te prevent leaks
Single evap heater assembly
(reduced plumbing)
Next generation
tntelligAIRE 1u™
cantrol system
+ Next generation
brushless motors
Lowest weight of
any rooftop unit
Fits CNG, hybrid
and diesel buses
RLF Series
v Replaces existing roof-mount —.-“ Replaces rear-mount units
units with a unit that weighs without sacrificing reliability,
42% less performance, weight or cost!
Standard Features
+ Expanded CAN communications capability
+ Plugs directly into 11939 catwork to make more info available
Eliminates the gateway module required between bus & unit controllers
Less weight due to elimination of harnesses
+ Increased number of 1/0 for system & component monitoring
+ Eliminates need for expansion modules external to controller where
multiple zones must be controlled independently
+ Programmable pre-heater function with real time clock activation to
start pre-heat when system is off
HFC Refrigerant R-134a or R-407C 7
+ Environmentally safe altemative providing
protection for the earth’s ozane layer
The Thermo King X430 Compressor
+ Engineered exclusively for transport applications
+ Built for extended service life
* Field repairable
Next Generation Brushless Motors
+ Integral electronics
+ No external controllers
Maintenance free
Advanced diagnostics
Programmable variable speed
Eliminates wiring harnesses, terminals and studs
Failure mode indication
Optional Features
5391/5616 Screw Compressors OY
: + Exclusive oil management system for increased reliability
+ Fewer moving parts than reciprocating compressors
oe —ecnecvoen! + Lower noise levels and vibration than reciprocating compressors
+ Programmable capacity control for fuel savings
Electronic Energy Management System
Provides fuel savings with X426, X430 and
X640 reciprocating compressors
+ Programmable etectronic capacity control
reduces the parasitic load on the engine
RLF Specifications
‘System Cooling Capacity (Rated Capacities BE ak {34a R
‘BTU/hr 88,500 105,000
ial ra . ys . . aig
Male ee . ~ 9 ate
_ Rated capacities are at following conditions: , ,
Outside 35°C/95°F
inside’. -27°C/80°F DB .
19°C/67°F WB
Systenv Heating Capacity.
At 30 Lt,/Min.{8 GPM} coolant How rate and 55K (100"F) temperature diferent between return mal and coolant.
BTU/hr “105,000
Ww 308
Keal/br . oo . 26,448
Evaporatar Airflow: Hayy. : ‘ 7
Oi in. water column external static wessut)
Low Speed
Refrigerant
HPC R-134a or HFC R-407C
Power Consumption @ 24. VDC...
102 Amps
. . 7 500 Ibs (227 kg)
Compressor Weight With Ciuicti (ippe@ximatal - A RARE Bee oe het
5391 . : 147 tbs (67-kg)
S616 . Y 174 ibs.
426x490 , , ; 115 ibs ¢
Worldwide Service Organization
Thermo King backs its equipment and
customers with a highty-trained, worldwide
service organization. This assures you
the support of factory authorized service
facilities and a stock of factory parts and
factory trained mechanics,
Warranty Summary
Terms of the Thermo King Warrenty
are available on request from your local
Thermo King dealer. Please reference
document TK50049 for the Thermo King
Bus Unit Warranty,
oneigy-t aiusions foe
aichide Sinan, d omoutacrever ahrehigeraion.
, Uieemo Zing. Wie ad: in wesastaart fenippesatute Canbol
ph bavas, venfilaitg asd wittoning
+ Baris Suogort aed Dyvanted comes for xominercial
Cummins Warranty
Cummins Light Commercial
Marine Propulsion (4B/QSB5.9/6B/
QSB6.7/6C/QSC8.3/QSL9/QSM1 1)
Coverage
Engines included in this Covereage
Marine Propulsion .
4B/QSB5.S/6B/QSB6.7/6C/QSC8.3/QSL9/QSM11
Praducts Warranted
This Warranty applies to new Engines sold by Curmmins
and delivered to the first user on or aftér April 28, 2012,
used in Light Commercial and Government Marine
Propulsion applications anywhere in the world: as
permitted by US ITAR and Export Compliance regulations
where Cummins approved service is available.
This Werranty covers any failures of the Engine, under
normal use and service, which result froma defact in
Cummins material or workmanship (Warrantable Failure).
COMMERCIAL USE
Commercial use is defined as any work or employment
related use of the Product, or any use of the Product that
generates. income, or any part of the Warranty period,
even if the Product is only occasionally used for such
purposes. .
GOVERNMENT USE .
Government use is defined as use by Federal, State an
Local agencies in non-revenue producing applications.
MARINE PROPULSION RATINGS
Government Service (GS) Rating
Intended for use in variable toad applications where full
power is limited to one hour out of every aight hours of
operation.
Reduced power operation must be at or below crulse
speed (rpm). Crulse speed (rpm) is dependent on the
engine rated spaed (rpm):
Rated Speed (rpm) Reduction from rated
speed (rpm)
2,000 to 2,800 rpm 200 rpm below rated
2,801 to 3,500 300 rpm below rated
3,501 to 4,500 rpm 400 rpm below rated
Government Service (GS)
- The Government Service Rating applies to Government
use in variable load applications where annual use is lase:
than 500 hours and full power Is one (1) out of every eight
(8) hours of operation. Reduced power operation must b
at or below cruise speed,
Light Commercial (LC)
The Light Commercial Rating applies to Commercial use
in variable load applications. where annual use is less
than 600 hours and full power is one (1) out of every eight
(8) hours of operation. Reduced power operation must be
at or below cruise speed.
Intermittent Duty (ID) .
This power rating is intended for intermittent use in
variable load applications where full power is limited to
bwo hours out of every eight hours of operation. Also,
reduced power operations: must be at or below 200 rpm
of tha maximum-rated: rpm. This rating is an ISO3046
Fuel Stop Power Rating and is for applications that
operate less than 1,500 hours per year.
Medium Duty (MD)
This power rating is intended for continuous use in
variable load applications where full power is limited to six
hours out of every twelve hours of operation. Also,
- reduced power operations must be at or below 200 rpm
of the maximum rated tom. This tating is an.1S03046
Fuel Stop Power Rating and is for applications that
_ operate less than 3,000 hours per year.
Heavy Duty (HD)
This power rating is intended for continuous use in.
variable load applications where full power. is timited to
eight hours out of every ten hours of operation. Also,
feduced power must be at least 200 rpm below the
_ Maximum rated rpm. This rating is an 1803046 Fuel Stop
Power. Rating and is for applications that operate less
than 5,000 hours per year.
Continuous Duty (CD)
This power rating is intended for continuous tise in
applications requiring uninterrupted service at full power,
This rating is an [503046 Standard Power Rating.
Base Engine Warranty :
this Warranty covers any failures of the Engine, under
normal use and service, which result from @ defect in
Cummins materiat or factory workmanship (Warrantabie
Failure). Coverage begins with the sale of the Engine by
Cummins and-continues for the Duration stated in the
following table. The Ouration commences on either the
date of delivery of the Engine to the first end-user, or the
date the unit Is first leased, rented or loaned, or when the °
Product. has been operated for 50 hours, whichever
occurs first. The Base Coverage duration ends two (2)
years after the in-service date or allowed hours of total
operation, whichever occurs first.
Components included in the Cummins Critical Parts List
(CPL) and marked with a Cummins part number are
covered under Base Engine Warranty:
Additional Coverage {s outlined in the Emission Warranty
section.
Warranty Coverage Periods
Rating |48, 68,.6C [QSB, QSC, QSL [asmi4
Coverage ends at whichever occurs first,
months or hours of usage.
Months [Hours |Months }Hours |Months|Hours
GS NA NA j24 4,000 |24 1,000
Warranty Coverage Periods
Rating [48, 68, 6C _ [GS8, GSC, ASL [ast
Coverage ends at whichever occurs first,
months or hours of usage.
Months} Hours|Months [Hours |Months|Mours
Lc NA NA [24 1,000 |NA NA
ID 12 4,500 |24 3,000: [24 3,000
MD 12. 3,000 |24 “{6,000 }24 6,000
HD 12 5,000: |24 5,500 |24 8,000
cd 12 ULTD |24 6,500 [24 9,000:
Government Service {GS)
Light Commerciat (LC)
Intermittent Duty (1D)
Medium Duty (MD)
Heavy Duly (HD)
Continuous Duty (CD)
Cummins Responsibilities
During. Base Engine Warranty
Cummins will .pay for all parts and labor needed to repair
the damage to the Product resulting from a Warrantable
Failure when performed during normal business hours.
Ail labor costs will be paid in accordance with Cummins
published Standard Repair Time guidelines,
When it is necessary for mechanics to make on-site
waranty repairs, Cummins will pay reasonable travel
expenses, including meals, mileage and lodging, for
Mechanics to travel to and from the repair dock, Labor
must be performed by an authorized Cummins Repair
Facility. ‘
Cummins will pay for the lubricating oil, antifreeze, fiter
elements and other maintenance. items that are not
reusable due to the Warrantable Failure.
Cummins will pay for reasonable labor costs. for Engine
removal and reinstatlation when necessary to repair a
Wartantable Failure.
During The Extended Major Camponente Warranty
Cummins will pay for the repair or, at its option,
replacement of the defective Covered Part and any
Covered Part damaged by a Warrantable Failure of the
- defective Covered Part.
Owner Responsibilities
During The Base Engine And Extended Major
Components Warranty
Owner is responsible for the operation and maintenance
of the. Product as specified in the applicable Cummins
Operation ang Maintenance Manual. Owner is also
tesponsible for providing proof that all recommended
.Maintenance has been performed. This Warranty does
not cover normal wear and tear of covered parts.
Exceeding the operational parameters of the rating will
void this. Warranty. The Owner of the boat is ultimately
responsible for ensuring the Engine is properly operated
and maintained. The Warranty will be vold on any
Engines that are misapplied, not maintained properly or
misused.
Before the expiration of the applicable Warranty, Owner
tmust notify a Cummins distributor, authorized: dealer or
other repair. location approved by Cummins of. any
Warrantable Failure and make the Engine available for
Tepair by’such facility. Service locations are IIsted-on the
Cummins Worldwide Service Locator at cummins.com.
Owner is responsible for the cost of lubricating oil,
antifreeze, filter elements and other maintenance items
replaced during Warranty repairs unless such items are
not reusable dueto the Warrantable Failure.
Owner is responsible for communication expenses,
meals, jodging and similar costs incurred as a result of a
Warrantable Failure,
Owner is responsible for non-Engine repairs, “downtime®
‘expenses, cargo damage, fines, all applicable taxes, all
business costs and other losses resulting from a
* Warrantable Failure,
(n the event of any Product failure, Owner is responsible
far the cost of towing the boat fo the repair dock and for
all associated docking and harbor charges.
Owner |s responsible for maintaining the Engine
hourmeter in good working order at all times and to
ensure that the hourmeter accurately reflects the total
hours of operation of the Product.
Owner is responsible’ for the costs to investigate
complaints, unless the problem is caused by a defect in
Cummins material or factory workmanship.
Limitations
Engines with an emissions certification listed below must
be operated using only diesel fuel having no more than
the corresponding maximum sulfur content. Faijure to use
the specified fuel (see also Cummins Fuel Bulletin.
#3378001) can damage the. Engine and aftertraatmant
system within a short period of time. This damage could
cause the Engine to become inoperable and failures
attributable to the use of incorrect fuels. will be dénied
Warranty Coverage,
Maximum sulfur levels by emissions certification
level as listed on the Engine's dataplate are:
EPA 2007 max. 15 parts per million
EPA 2010 ‘ max. 15 parts per million
EPA 2013 max. 15 parts per million
EPA Tier 4 Interim? Final |max. 15 parts per million
EU Stage tlIB 2011 max. 15 parts per million
‘Euro 4/5 j max. 60 parts per million
Cummins supplied alternators and starters limitation
(Excludes 4B/6B/C)
+ Warranty Coverage is limited to 2 years or
2,000 hours, whichever expires first for rating
other than Government Service.
» Warranty Coverage is limited to 2 years or
4,000 hours, whichever expires first for the
Government Service rating.
“Curnmins is not responsible for failures or damage
resulting from what Cummins determines to be abuse or
neglect, including, but not limited to: operation without
adequate coolants or ubricants; —overfueling;
overspeeding; lack of maintenance of.cooling, lubricating:
or intake systems; improper storage, starting, warmup,
run-in or shutdown practices; unauthorized modifications
to the Engine. Cummins is also not responsibte for
failures caused by incorrect oil'or fuel, or by water, dirt or
other contaminants in the fuel or oil.
Cummins is not responsible for failure resulting fram;
1-- Use or application of the Engine inconsistent
with its rating designation set forth above.
2. Incorrect installation.
’ Before a claim for excessive oil consumption will be
considerad, Owner must submit adequate: documentation
to show that oil consumption exceeds Cummins
pubiished standards.
Cummins is not responsible for failures of maintenance
components supplied by Cummins beyond 90 days after
the Coverage duration start date. Maintenance
components include, but are not limited to: sea water
pump Impellers; zinc plugs; oil filters; fuel filters; air filters;
water filters; fuel/water separator filters; expansion tank
pressure caps.
Failure of belts and hoses suppiled by Cummins are not
covered beyond 90 days after the date of delivery af the
Product to the first user, or the date the unit is first
leased, rented or loaned, or when the Product has been
operated for 50 hours, whichever occurs first.
Cummins does not warrant accessories that are not
supplied by a Cummins factory.
Parts used In Werranty repairs may be new Cummins
parts, Cummins approved rebuilt parts or repaired parts.
Cummins is not responsible for failures resulting fram the
use of parts not supplied by Cummins.
A new Cummins or Cummins approved rebuilt part used
to replace a Warranted Part assumes the identity of the
Warranted Part It replaced and is entitled to the remaining
Coverage hereunder.
CUMMINS DOES NOT COVER WEAR OR WEAROUT
OF COVERED PARTS.
CUMMINS IS NOT RESPONSIBLE FOR INCIDENTAL
OR CONSEQUENTIAL DAMAGES.
THESE WARRANTIES SET FORTH HEREIN ARE THE
SOLE WARRANTIES MADE BY CUMMINS. IN
REGARD TO THESE ENGINES. CUMMINS MAKES NO
OTHER WARRANTIES, EXPRESS OR IMPLIED, OR
OF MERCHANTABILITY OR FITNESS FOR A
PARTICULAR PURPOSE,
Emission Warranty
Products Warranted
This Emission Warranty applies to new Engines certified
to United States EPA 40 CFR 94 sold by Cummins that
are instailed-in vessels flagged or registered in the United
States**.
Coverage .
Cummins warrants to the first user and each subsequent
purchaser. that the Engine is designed, built, and.
equipped so as to conform at the time of sale by
Cummins with all U.S. Federal emission regulations
applicable at the time of manufacture and that it is free
from defects in workmanship or materia! that would cause
it nat fo meet these regulations within the longer of the
folowing periods: (A). Five. years or 5,000 ‘hours of
operation, ‘whichever occurs’ first. The Emissions
Warranty starts from the date of delivery of the Engine to
the first user, or the date the unit Is first leased, rented, or
_ loaned, or. when the Engine has been operated for 50
houre, whichever occurs first, or (B) The Base. Engine
Warranty.
Limitatians
Engines with an emissions certification listed below must
be operated using only diesel fuel having no more than
the corresponding meximum sulfur content. Failure to use
the specified fuel (see also Cummins Fuel. Bulletin
#3379001) can damage the Engine and aftertreatment
system within a short period of time. This damage could
cause the Engine to become inoperable and failures
attributable to the use of incorrect fuels will be denied
Warranty Coverage. .
Maximum sulfur levels by emissions certification
level as fisted on the Engine’s datapiate are:
EPA 2007 max. 15 parts per milion
EPA 2010 max, 15 parts per million
EPA 2013 max. 15 parts per million
‘TERA Tier 4 Intefim / Final _ |max.-15 parts per million
EU Stage Ji1B'2011 max. 15 parts per million
Euro 4/5 max. 50 parts per million
The Owner may elect to have maintenance,
replacement or repair of the emission control parts
porformed by a facitity other than a Cummins
distributor, an authorized dealer or a repair location
approved by Cummins, and may elect to use. parts
other than new genuine Gummins or Gummins
approved rebuilt parts and assemblies for such
maintenance, replacement or ‘repair; however, the
cost of such service or parts and subsequent failures
resulting from such service or parts will not be
covered under this emission control system
Warranty.
Cummins is not responsible for failures or damage
fasulting from what. Cummins determines to be abuse or
neglect, including, but not limited to: operation without
adequate coolant or lubricants; — overfueling;
overspeeding; lack of maintenance of lubricating, cooling
or intake systems; improper storage, starting, warmup,
¢un-in or. shutdown practices; unauthorized modifications
of the Engine: Cummins is also not responsible for
failures caused by incorrect oil, fuel or diese! exhaust fluid
ar by water, dirt or other contaminants in the fuel, oil or
diesel exhaust fluid.
Cummins is not responsible for non-Engirie repairs,
"downtime" expenses, cargo damage, fines, all business
costs or other losses. resuiting from a. Warrantable
Failure.
CUMMINS IS NOT RESPONSIBLE FOR INCIDENTAL
OR CONSEQUENTIAL DAMAGES. ~
In the United States‘” and Canada, this Warranty gives
you. specific legal rights and you may atso have other
rights, which vary from state to state.
Outside the United States** and Canada, in case of
consumer sales, in some countries the Owner has
statutory rights, which cannot be affected or limited by the
terms of this Warranty.
Nothing in this Warranty excludes or restricts any
contractual rights the Owner may have. against third
parties.
** United States includes American Samoa, the
Commonwealth. of Northern. Mariana Islands, Guam,
Puerto Rico and the U.S. Virgin Islands.
QSL9
QUANTUM SERIES ENGINE
Features. : Engine Overview
Fue! System: Cummins XPHuel System; handed * Dependability and tong fife proven through
spin-on Fleetguard fuel fitter __ thousands of hours of reliable commercial and
Lubrication System: Handed spin-on Fieetguard tube _ —trawlar operation : .
Titer * Clean, quiet operation with virtually no startup
- Electrical System: 12-volt and 24-volt smoke from the high-pressure common-rail fuel
systems available : system .
Coolant System: Sea water heat exchanger
cooling system; Keel cooled system avallable
Emissions: EPA Tier 3, IMO, and RCD Certified
* Excellent fuel economy for long range cruising
* Paace of mind delivered by the Cummins Captain's
Briefing and global service network
Engine Specifications
uration In-line 6-cylinder, 4-st Ko diesel
‘Bore & Stroke 144 mm x 145 mm (4.49 in x 5.74 in)
Dieplacement 89 L (642 in
Aspiration — Turbocharged / Aftareanied .
Cou
lackwise facing flywheel
“Does not Inolud xhaust connection, ‘Weights vary by rating.
Power Ratings
EPA Tier 3, IMO Il, ACD, EU Stage Ita
IMO Il, RCD, EU Stage file
Fuel Consumption (Prop Curve)
EPA Tier 3, IMO if, RCD, EY Stage lita
AO , RCD, EL Stage Hla
Fue! consumption data represents performance along a 2.7 fixed pitch propallar curve {far HO, ID, MCD, 30 for HD and.CON ratings). Fuel
consumption:is based on fuat of 35° API gravity at 16°O (60°F) having an LHV of 42, 780 KJ/KG {38,390 BTUs) when used at 29°C (65°F)
and weighing 836.9 g/liter (7.001 Ib/US gal), Observed horsspower is certified within +5% of rated horsepower, Consult your local Cummins
professional for-further information.
Available Accessories
Alr intake System: Light duty of servicabie type alr cleaner
Engine Controls: Digital Throttle and Shik; Electronic Throttle
and Shift (ETS) and optional potentlomster for mechanical
controls:
Instrumentation: SmartCraft® 2.5 digital displays and/or anatog
gauges provide data on engine speed, oll pressure, engine toad
and more
Vessel Systern integration: SmartCraft® 2.5 monitors fluld lavel,
vessel range, depth, vessel speed, redder position, temperaturas:
and more
Accessory Drive Pulley: Single and dual groove for FPTO
Hydraulic pump drive: SAE A or SAE B flange
‘Wet and Dry exhaust connections
Ratings Definitions -
Continuous (CD): Intanded {for use tn applications raquiring uninterrupted and uniimitad service at full power.
Heavy Duty (HD): Intended tor-neasly continuous use In variable lond appileations, where full pawer is limited to eight hours out of every ten hours of
operation. Also, reduced power operation must be at or below crulse rom, which Is 200 rpm below the maximum rated epeed, This rating is for applications.
operating loss than 5000 hours per yaar.
Ce (MD: for r use in varinble load applications, where. full power is linniled. to six hours out of avery twelve hours of
‘operation, Also, reduced power operttion munt be at or below cruise rpm, which is 200 rpm below the maximum sated speed. This rating is for applications
‘operating tess then 3000 hours par yoor,
Intermittent (1D): intended for intermittent use In variable toad applications, where full power ig liriled to two hours out of every eight hours of operation.
Also, reduced power operation must be at or batow cruise rim, whioh Is 200 mpm batow the maximum rated speed. This rating is tor epptcetions oporailng
Joss than 1800 hours per year.
High Output {HO}: Intended for infrequent use In variible load applicatione, where fill power is limited to one hour out of avary eight | hours of poration, Also,
raduced power operation must be at or below crulse sneed (rpm), Crulsa speed (rpm) is dependant on tha engine raled speed (rpm), Rater to Table 1 betow.
For applloations oparating loss than 600 hava per year. with this rating are lor powsri use
useis definad as any work or employmentvelated use of the product, oranyuse of the product whichgenerates testy:
income, for any part of the warranty parlod, even If the product is only eccasionally usod for such pumoses. =. ates Speed |
Rating Conditions: Osclared powor ratings are based upon [80 15850, tefarence conditions oir pressure;
of 100KPa {29.612 In Hg) alr temperatura of 28° C (77°F) and 20% relative humidity, Propeller Shaft Power
rep! the net power avail aflor typical gear losses and is 97% of rated power.
Power raled In accordance with IMCI procedures.
‘Curimine Ine,
‘4500 Leads Avonve - Bults 301
‘Chariestan, SC 2405-2539
fs USA
{Sullgtin 84087264 Printodin USA. 103
©2079 Cummins Inc.
ak
Range
Feat PQen
Addendum #1 to Evans Boats Inc. Winthrop Ferry IFB Bid
Evans Boats will employ the following manufacturing and specifications to minimize cabin noise levels:
1..install sound absorbing insulation in the machinery spaces.
2. Use vibration dampening mounts for engines, marine gears, and A/C compressors.
3. Install marine exhaust mufflers to deaden exhaust noise up to the back pressure limits of the engines.
4. Properly route exhaust pipes away from the hulls. 7
5. Employ sound reducing core materials in the decks, cabin top, and cabin interior overhead finish.
All of these procedures will have a positive effect on reducing noise levels. If this process is acceptable,
language can be inserted in the actual contract to eliminate the 60 dbA requirement and repface it with
this language.
- Ifyou have any additional questions give mea call!
Thanks!
Eugene
443-783-0529 ~
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TOWN OF WINTHROP
Town Hall, 1 Metcalf Square, Winthrop, MA 02152 Telephone: 617-846-1852
Community Services Project Manager (CSPM)
Nature of Work: Performs a variety of administrative, technical and professional work in
preparation and implementation of economic and community development plans,
programs, and services.
This full time position is responsible for working closely with town staff in promoting the
business and economic development interests within the community. This full-time,
middle management position serves as lead for projects as assigned by the Town
Manager. The CSPM coordinates and stewards all aspects of Community Service,
including fiscal and statutory compliance as assigned. The CSPM with initiate and
administer all grants relating to the various civic, social and cultural needs of the
community This position is a direct report to the Town Manager.
Essential Duties and Responsibilities:
¢ Coordination of Town Sponsored Events
e Tourism and Marketing to Promote the Town of Winthrop and the Winthrop
Ferry Service
e Liaison with Winthrop Chamber of Commerce
Ferry Terminal Public Information Coordinator and Customer Service
Representative
E.B. Newton Cultural Center
Liaison with the Harbor Management Committee
Liaison with the Cultural Council
Liaison with the Licensing Board
Develops and supervises the implementation of an annual operating and
marketing plan, in order to promote Winthrop as a destination to local, state,
regional, national.
¢ Develops collateral materials including brochures, newsletters, promotional
documents, advertisements, direct mail pieces and planner's guides to increase
market shares for the Economic Development industry in Winthrop.
¢ Develops economic updates, reports, and publications.
¢ Coordinator of Community Development Initiatives such as
o Walk Winthrop
Farmer's Market at French Square
Bike Share Program
Belle Isle Marsh Marine Park
Winthrop Cultural Day
ooo ;0o
Skills:
o And other events as they develop
Directs the planning and coordination of promotional activities for the Town,
works with the Town Manager’s office to develop media packets and serves as
the social media liaison. :
Residential Development Coordinator/Site Planning.
Coordinating media response and interface with all new media formats.
Performs other duties as assigned.
Considerable knowledge of community and economic development, tourism, marketing
and promotions, e-marketing and commerce solutions, and cultural initiatives that make a
community thrive. Working knowledge of grant writing and resourcing of grants at the
state, federal and non-profit arenas. Ability to communicate effectively to groups and
individuals, employees, and the general public. Ability to establish working relationships
with other organizations and community development practitioners.
BA Degree required, Masters Degree preferred
3 years of significant related experience preferred
KE. Financials
Ferry Operating Costs (estimates based on FXM Associates report and additions)
So's Cost Category Amount
Personnel
Captain 83,200)
Crew 62,400)
Health Ins 80,000
Fuel 126,200
Repairs and Maint. 59,500
Liability Insurance 15,000
Advertisement 40,000
Other FXM Associates Costs 37,600;
Estimated Indirect Costs 20,000)
Total Estimated Operating Costs: 523,900
Based on full year
Based on Full Year
Revenue
Commuter Revenue
Ticket Price:
# of daily commuters
Number of days annually:
Total Commuter Revenue:
Recreational Revenue
Ticket Price:
daily riders
Number of days annually:
Total Recreational Revenue:
Concession
Total Revenue:
$8.00
85
175
$119,000
$8.00
90
105
$75,600
22000
$216,600
Starting date
dash balance alert minimum
‘ash on hand (beginning of month)
Sep-15}
26,000)
Small Business Cash Flow Projection
Winthrop 72 Passenger Ferry Service
Projactions based on 43% Capacity Utilization; 275 days/year 4 RT/day
‘ASH RECEIPTS
ash sales (126/day x $8) x 275 30,000) 15,000)
xeurstons/slands 2,000] 4,000)
dvertising 4,000) 500)
concessions 2,500) 500
: f)
‘eneral Fund contributions 6,000)
OTAL CASH RECEIPTS i
otal cash available 23 293,040 [9080 [tier do-450|
ASH PAID OUT we
dvertisin 2,500} 2,600 2,500) 2,500} 2,500) 2,500} 2,500) 2,500 Fate
commissions and fees 409) 400) 400 400} 400: 400} 400) 400 400} 400} 400) 400} a0
‘ontract labor 1,500 4,600; 500 500) 0 ) 500) 1,500) 4,500} 1,500] 41,500] 4,500) ik
Mmployee benefit programs 3,000 3,000; 3,000 3,000} 3,000) 3,000 3,000) 3,000) 3,000} 3,000} 3,000) 3,000)% y
surance (other than health’ 4,250 4,250} 41,250) 1,250) 4,250 1,260) 1,250) 41,250} 1,250) 1,250) 4,250] 4250S Ba
terest expense | [) 0 | ) {i} O| 0 0} 9 9) Of esis
aterials and supplies (in COGS) 2,000) 2,000} 2,000 2,000} 9 C) 2,000) 2,000) 2,000) 2,009) 2,000) 2,000} G
gals and entertainment gq 0} 0} fi) CG] o 0} 0) 0) 9 Oo Of
ortgage interest 9g) Oo oO i) 9 C) ) C) | 0} Ol |
fice expense 250 250; 250| 260) 9 [) 250) 250 250 250 250) 250)
ther interest expanse. 0} 0) 0} 0} tC) ft) oO} C) fe} 0) 0} 0} Baw
ansion and profit-sharing plan 1,000) 4,000) 1,000) 4,000) 41,000) 41,000} 4,000] 4,000 1,000} 1,000) 4,000) 4,000
rchases for resale 250| 250) 250) 260) 0} ) g 260) 250} 250} 250) 25016
antor lease 0 0} 0 0] 0] Q| 0 t) 0] 9 0} OPER g
ant or lease: vehicles, equipment | fi) 0} oO 0) Y) | 9 O} 0 {i
pairs and maintenance 2,300! 2,300] 2,300] 2,300] {i} ) 2,300! 2,300) 2,300) 2,300} 2,300) 2,300 0
Applies (not in COGS) 100) 100) 100] 100 100) 100) 100 4100) 400) 100) 100} 100)
3x98 and licenses 400 10 100) 100 10 400, 400 100) 400) 100} 100] 400
Jet 5,000) 5,001 5,000} 2,500) 0} 2,500} 5,001 5,000) 5,000} 5,000} 5,000)
ilities 300 30 300) 300) 30 300) 300) 30 300 300) 300) 300
‘ages (less emp. credits) 14,580) 44,561 14,560} _7,280 0) 0} 7,280 14,660} 14,560] 44,560) 14,560} 44,560)
ontingency 7. 0 2,000! 2,500] 2,500] 2,500 2,500)
ther expenses Ql. i) 9 9} O} Q|
ther expenses 0} ) 9) 0) 0} WE
\scellaneous 0) 41,000} 41,000) 4,000 4,000) 4,000]
JBTOTAL He Seo 9 é
yan principal payment
apltal purchases
‘her startup costs
d reserve andlor escrow
ners’ withdrawal
TAL HH PAID OUT. i nN SROr {38/01 Beach
tshon hand (and of month] g 23980 i z E 450): i
.- >
THER OPERATING DATA
Wes volume (dollars'
‘counts recelvable balance
19 debt balance
sentory on hand
scounts payable balance
spraciation
Agreement Number: 607847
F.A.PROJECT NO: FBD- __
MUNICIPALITY: TOWN OF WINTHROP
COUNTY: SUFFOLK :
PROJECT: INNER HARBOR PASSENGER. WATER TRANSPORTATION VESSEL .
, PROCUREMENT _ ,
This Agreement made this , __ day of __ by and
between the MASSACHUSETTS DEPARTMENT OF TRANSPORTATION, a body politic
and corporate, established by St. 2009, c. 25, having a principal
Place of business at 10 Park Plaza, Boston, Massachusetts 02116
(hereinafter called "MASSDOT") and the Town of Winthrop, having a ,
principal place of business at Winthrop Town-Hall, One Metcalf Square
Winthrop, Massachusetts: 02201 (hereinafter called: the "TOWN") .
WHEREAS, the TOWN. proposes to purchase an inner harbor passenger
water transportation vessel to provide commuter ferry service from the
Shirley Street Ferry Terminal in Winthrop to and from a docking
location in the Boston waterfront district (hereinafter referred to as
the “PROJECT”), and ee
WHEREAS, the TOWN has provided documentation to MASSDOT
- evidencing that it is suitably equipped and staffed to undertake and
Manage the PROJECT and: ensure that all federal aid requirements are
met, and
WHEREAS, a portion of the PROJECT is to ‘be financed by funds’
.provided by the Federal Government, through the United _ States
_ Department of Transportation’s Federal Highway Administration,
(hereinafter referred to as “FHWA”), pursuant. to a 2009 Ferry Boat
Discretionary Program (FBD) award for Water Transportation Service
-1-
i
Ferry, Town of Winthrop, MA ~- terminal construction and vessel
acquisition in the amount of $950,000, and
WHEREAS, the Town contracted for the construction of a terminal,
which was completed and funded in part with FHWA/FBD funds totaling
$472,399 - $264,232 from the 2004 FBD (MA181), $208,167 from the 2005
FBD (MA180); and $150,000 from the 2009 FBD, and
WHEREAS, the PROJECT'S eligibility for Federal participation has
been established in accordance with the Ferry Boat Discretionary
Program (FBD) authorized, and provided for under Section 1801 of
SAFETEA-LU, which added the FSD Program to 23 U.S.C. 147,
“Construction of ferry boats and ferry terminal facilities,” and
WHEREAS, MASSDOT has agreed to pay, and FHWA has agreed to
reimburse, up to, but not exceeding $950,000 from the 2009 FBD award.
Any and all PROJECT costs above this amount shall be borne by the TOWN
as: described in the Agreement section entitled “Division of Expense”
below, and :
WHEREAS, the TOWN agrees to provide the required 20% non-federal
match (at a minimum)on the 2009 FBD federal funding award for. this
PROJECT, the value of which will be no less than $237,500, and shall
provide additional matching funds as required to procure the PROJECT,
and
NOW THEREFORE, in consideration of the obligations ‘contained
herein and other good and valuable consideration, the receipt of which
is hereby acknowledged,’ MASSDOT and the TOWN hereby agree, each with
the ather, as follows: . ; :
DIVISION OF WORK/DESIGN AND CONSTRUCTION OVERSIGHT
While it is stipulated that the TOWN will advertise and purchase
the PROJECT, prior to the TOWN’S advertisement of the Invitation for
Bids, ‘it is understood that MASSDOT will review the draft Invitation
for Bids package to ensure that Federal~aid requirements are met with .
respect to 49 CFR 18.36, and then submit the bid package to FHWA for
final review and concurrence. , ,
The TOWN shall procure using its own ‘ forces” or consultant
services said PROJECT pursuant with any and all applicable local,
State and federal laws or regulations and in accordance with the
technical specifications set forth in the Invitation for Bids.
The TOWN shall also contractually require the Contractor/Vendor
to, and the TOWN itself shall, release, defend, indemnify, and hold
harmless MASSDOT, and its successors and assigns and its shareholders,
officers, directors, agents. and employees(collectively referred to in
_ this paragraph as the (“INDEMNIFIED PARTIES”) from and against any and
all claims, demands, liabilities, judgments, penalties, costs,
expenses and damages including personal injury, property damages and
natural resource damages, and including attorney and expert consultant
fees and cost incurred, arising out of, relating to or resulting from
activities performed by the INDEMNIFIED PARTIES pursuant to this
Agreement. , :
In addition, any and all procurement activities or related work
required for the procurement of said PROJECT shall be in conformance
with any and all requirements, policies and procedures of FHWA, and
the TOWN. ,
DIVISION OF EXPENSE
MASSDOT will reimburse the TOWN for actual approved acquisition
costs up to, but’ not exceeding the total maximum amount of federal
participation in the PROJECT, nine hundred and fifty thousand dollars
($950,000). Any and all PROJECT costs above $950,000 shall‘be borne
by the TOWN; this includes the stipulated $237,500 in municipal non-
federal matching funds that are -minimally required as a condition of
use of the 2009 federal Ferry Boat Discretionary funds awarded for
this project. ‘
Federal participation was authorized in accordance with the
Federal-Aid Highway Program, listed within the Catalog of Federal
Domestic Assistance, identifying number 20.205 (Highway Planning and
Construction). The TOWN is the intended sub-recipient of the subject
federal award, and therefore is subject to the Single Audit Act
Amendments of 1996, Section 7502 (f) (2) .
All acquisition costs incurred, including any allowed MassDOT
progress payments shall be approved by MASSDOT prior to reimbursement
by MASSDOT.
The total of payments made shall be adjusted to conform to a
final audit. The total audited amount shall not exceed the maximum
funds obligated. Interim audits may be undertaken at any time. Costs
will be determined in accordance with Federal Acquisition Regulations
(FAR) .
To comply with the Single Audit Act Amendments of 1996, the TOWN
shall engage the services of an independent public accountant (IPA) to
conduct audits and issue audit reports in accordance with OMB circular
A-133: Audits of States, Local Governments and Non-Profit
Organizations. ‘ ,
MASSDOT reserves the right to reject IPA aidit findings and to
perform its own audit and issue its audit reports insofar as this
Agreement is concerned.
METHOD OF PAYMENT TO THE TOWN
Section 1. During the course of the PROJECT, the TOWN will
submit any necessary progress bills for costs incurred under the
commodities and services contract, for approval and payment by
MASSDOT. An original and: one copy of? such progress, bills shall be in
an invoice format prescribed by MASSDOT and must be submitted within
15 days following the close of the billing period.
Section 2. Upon the completion of the PROJECT, the TOWN shall
provide MassDOT with the final invoice and documentation satisfactory
to MassDOT of proof of purchase, delivery, compliance with Coast Guard
inspection standards, properly inspected for compliance with .
specifications set forth in the Invitation for Bids, and compliance
with all other applicable state and federal requirements for ferry
passenger vessels. In addition to the final detailed invoice, the TOWN
shall forward to MASSDOT the bid tabulation results along with
selected bid for the PROJECT and the final specifications and detailed
cost estimate. ;
section 3. All reimbursable charges in connection with this
Agreement will be subject to audit by representatives of MASSDOT
and/or FHWA, and the TOWN will retain all records and documents
pertaining to the Agreement charges until such audit is completed or
until written approval to destroy the records'is given by MASSDOT.
The Governor or his designee,.the Secretary of the Executive -
Office for Administration and -Finance, and the State Auditor or his
designee shall-have the right at reasonable times and upon reasonable
notice to examine the books, records. and other compilations of data of
"the TOWN which pertain to the performance of the provisions and
requirements of -this Agreement.
FUTURE. MAINTENANCE
The TOWN shall continue sole responsibility for the maintenance
and upkeep of the PROJECT harbor. passenger water transportation vessel
and the costs thereof.
Federal highway law requires that all federally assisted projects
be properly maintained. Maintenance and operation of ferry services is
not eligible for Federal~aid funding.
Any project. constructed under the provisions of Title 23 U.S.C.,
Chapter 1, must be maintained until it is not needed as part of the
Federal-aid highway. This also applies to a ferry serving as a public
road or a transit route. PTA guidance indicates the service life of a
passenger vessel is 25 years, 30 years for other types of vessels, and
up to 60 years for vessels if refurbished. “Facilities” have a useful
life of 40 years. (See the guidance that FHWA typically follows,
www. fta.dot.gov/documents/C_5010_1D Finalpub.pdf) .-
. In accordance with 23 U.S.C. 129 (c) (6), no ferry vessel for
which federal aid funds have been used shall be sold, leased, or
otherwise disposed of without prior approval of the Secretary of
Transportation. This authority has been delegated to the FHWA
Administrator. The TOWN agrees. to contact the FHWA Office of Program
Administration if a disposal is anticipated to occur. The Federal
share of any proceeds from such a disposition shall be credited to the
un-programmed balance of Federal-aid highway funds of the same class -
last apportioned to the State.
AGREEMENT EXECUTION
This Agreement shall not be considered fully executed, until the
MASSDOT’ Highway Administrator signs this: Agreement and the TOWN has
received an official Notice to Proceed. from MASSDOT.
EXPIRATION DATE
This Agreement shall expire on September 30, 2015. If the TOWN .
believes that an extension of time is necessary, the TOWN shall submit
to MASSDOT a written request for an extension no later than 60 days
prior to the expiration date.
The request shall contain the current expiration date, the reason ©
additional time.is needed and a proposed. revised expiration date and
any other information deemed necessary by MASSDOT.
MASSDOT, in its absolute discretion, may grant said request for
an extension of time if it finds that sufficient justification has
been provided by the TOWN.
Foy-the Town of Winthrop:
Pal i
eS McKenna, Town Manager
Hy Jy
pate:
For the Massachusetts Department of Transportation:
,
Francis DePaola, P.B., MASSDOT Highway Administrator
Date:
Two-Year Comparative Income Projection
Winthrop Ferry Service
Financial statements in U.S. dollars
Revenue
Gross Income
General Fund Contributions
Net Operating Income
Expenses
Advertising
Commissions and Fees
Contract Labor
Materials and Supplies
Wages and Salaries
Employee Benefits
Pension
Office Supplies
Fuel
Other Supplies/ Supplies for Resale
Utilities
Taxes and Licenses
Insurance
Repairs and Maintenance
Miscellaneous
Total Expenses
Net Operating Expense
Other Income
Gain. (Loss) on Sale of Assets
Interest Income
Total Other Income
Net Income (Loss)
Year One Year Two
312,584 "380,354
100,000 78,333
increase /
(Decrease)
Percent
Change
Profit and Loss Statement
Winthrop Ferry Service
For the 9-1-15 ending 8-30-16
Sales Revenue
Stated in 000s
Current % Change
Current Period as % | from Prior | % Change
Prior Period Budget. Period of Sales Period from Budget
Ticket Sales
Excursions
|Advertising/Sponsorshlps
(Concessions/Merchandising
General Fund Contribution
Total Sales Revenue [J]
Cost of Sales
Product/Service 1
Product/Service 2
Product/Service 3
Product/Service 4
Total Cost of Sales [K]
Operating Expenses
Sales, Marketing and Supplies
Advertising
Commissions/Fees
‘Contract Labor
Materials and Supplies
Total Sales and Marketing Expenses [MJ
General and Adminstrative
‘Wages and salaries $ 131,040
Employee Benefits $ 36,000
Pension $ 12,000
Office supplies $ 2,500
Fuel $ 80,000
Other Supplies/Supplies for Resale $ 23,450
Utilities $ 3,600 .
‘Taxes and Licenses $ 1,200
Insurance $ 15,000
Repairs and maintenance $ 23,000
Miscellaneous $ 12,000
Total General and Adminstrative Expenses [0]
[Total Operating Expenses [P=M+N+O]
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